Direct Project Management, Engineering, Field Service, and Sales teams, including eight direct reports that support reliability solutions business with 252 assets across 124 customer sites totaling ~194MWs, all unmanned. Provide senior project leadership and support for clients in grocery stores, schools, big-box retailers, and municipality water plants with diesel generators between 100kw to 2.5MWs used during grid outages or utility demand response programs. Key Achievements➣ Repeatedly promoted to greater leadership roles throughout tenure with NRG. ➣ Oversee budgets, revenue, OPEX, and overhead/personnel costs controls; mentor junior PMs and PCs. ➣ Implement cost containment measures by evaluating unallocated inventory and selling 15 unused assets for $933K, reducing ongoing storage fees and depreciation costs.➣ Developer of issue tracking system/process that drives efficiencies between operations and field personnel.➣ Highlight business safety, environmental, and operational performance and wins using change management measures that elevate positive business performance by developing monthly/quarterly dashboards.➣ Motivate and inspire team cohesion through development methods for a team recently impacted by significant organizational changes.

Promoted to lead the Project Management team and operations that supported reliability solutions business with 250+ unmanned assets at 124 customer locations. Managed and mentored a Project Manager and two Project Coordinators. Recruited/hired one PM and one PC and served as commercial/execution lead for reliability and DER contracts. Key Achievements➣ Managed daily operations, empowered teams to go “above and beyond” in carrying out time-sensitive operations; promoted process improvement feedback.➣ Directed all aspects of financial modeling for assigned opportunities and created a new financial model—resulting in a simplified, flexible, and more robust sales process. ➣ Improved overall efficiencies in renewing customers by creating a renewal agreement template—minimizing company risks.➣ Oversaw a special project from Winter Storm URI impacts—minimizing possible on-site issues. ➣ Handpicked to lead cross-organization business/recovery and change management project as well as managed reporting—presented information to C-Suite executives.

Brought on to directly manage third-party vendors and contractors supporting project development and execution. Promoted positive client relationships during the execution of projects and project stakeholders that drove projects to completion on time, within scope, and budget. Ensured projects and stakeholders followed technical compliance by developing RFPs and objectives.Key Achievements➣ Negotiated and managed third-party vendor/contractor contracts, including changes, schedules, payments, administration, and quality control initiatives. ➣ Managed regulatory permits with local, state, and federal EPA agencies for emission/air, construction, and electrical permits and utility interconnections. ➣ Generated project execution plans focused on the timely completion of project deliverables. ➣ Measured project performance and updated senior management on project status and possible milestones. ➣ Continuously looked for ways to improve current processes; identified/developed “lessons learned” distributed to all team members and leadership. Sampling of Projects➪ Major News HQ – 10MW of natural gas generators and paralleling switchgear used for non-emergency in ISO-NE market.➪ Big Box Distribution Center - added 900kW Tier 4 Final EPA certified to an existing 2MW backup generation system.➪ PIM Facility – 3.7MW of combined natural gas, diesel generators, and paralleling switchgear used for site reliability and non-emergency in the PJM market. ➪ County Jail – renovated a 1.3MW natural gas CHP generator used for site reliability and non-emergency in the PJM market.➪ Generator Retrofit: Managed 217+ MWs of retrofitted engines, 135+ single engines, and 30 different customers/projects – Projects in the ERCOT, PJM, NYISO, and ISO-NE markets. Provided fully compliant exhaust after-treatment upgrades to utilize existing generators in revenue-generating utility demand response programs.

As Project Manager for custom offshore pedestal crane manufacturing system, directed the entire project process, including design, drafting, procurement, planning, fabrication, assembly, financial reporting, invoicing, client communication, packing, logistics, on-site commissioning, warranty, and after-market sales of up to 10 projects at a time, with total project lifecycles of up to 18 months totaling $18M. Supported business operations since tenure that began in 2007. Key Achievements➣ Delivered monthly project schedules and budget performance presentations to the Head of Manufacturing, Controller, and Vice President of Americas.➣ Hosted triweekly control room meetings with 15 members of the manufacturing team—ensuring project actions were understood and completed on time.➣ Accurately quoted future projects for the business development team—utilizing PM and project finance expertise.➣ Key member of the design process—ensuring designs were feasible and aligned with project specifications.➣ Detailed understanding of project specifications from common domestic to various abroad specifications.➣ Defined project scope, schedules, and baseline budget, as well as monitored budget performance, performed risk analysis, and managed risk throughout the entire project lifecycle.➣ Controlled project changes, maintained quality standards, and closed out projects—capturing lessons learned. ➣ Main point of contact for customers and internal departments for any issues before escalation to senior leadership.

Managed the full cycle purchasing process by identifying client needs, reviewing solutions, identifying vendors and making recommendations to the Project Manager. Gathered/interpreted relevant data, placed orders for required materials based on demand, and expedited orders that ensured on time deliveries.Key Achievements➣ Measured 30% average savings per project regarding budgeted material costs across multiple projects using strategic sourcing principles and supplier relationship management. ➣ Delivered highly analytical support for assigned projects, new business opportunities, and proposals as well as developed and strengthened positive and effective business partnerships with key suppliers. ➣ Communicated with warehouse/inventory control and finance to resolve vendor/supplier issues.➣ Coordinated directly with business consultants for development of visual management tools and KPIs that increased process efficiencies.

Served as a full-time member of the EPICOR 9 ERP global implementation project team that built a global ERP system that supported growth and continual business improvements. As the U.S. Project Lead, oversaw the Supply Chain and Material Management modules within the global ERP system.Key Achievements➣ Continuously collaborated with international project members and recommended strategy for new global part number and part description processes. ➣ Managed ERP system training and adoption for U.S. end users.➣ Created end user training and guideline documents that assisted post-live operations.

Assisted Project Managers on administrative/technical support for projects valued from $500k to $3.5M. Controlled Bill of Materials for 12 stock crane models and each custom project’s Bill of Material. Oversaw the creation of part and drawing numbers, allocation, and revision controls.Key Achievements➣ Reported to the Quality Manager on process management for ISO 9001, 14001, OSHAS 18001, and API 2C requirements.➣ Acknowledged as the reporting and technical support expert for manufacturing, design, engineering services, and international parts.➣ Promoted and maintained effective communication with clients and offsite personnel. ➣ Completed quality reporting and maintenance on up to 5 projects monthly along with daily assignments.