Primarily responsible for developing and executing Iberdrola’s strategy to maximize the value potential presented by successful implementation of an integrated U.S. and emerging Mexican Reforma marketing initiative. This initiative requires the development of all necessary regulatory, operational and commercial relationships, as well as the negotiation and contracting of the key physical infrastructure requirements to best position Iberdrola to succeed in capturing the highest value within its gas-fired generation and energy marketing strategies in Mexico. The key to success in this initiative has been the development and optimization of an integrated portfolio of producer, pipeline, storage and alternative marketing assets within the Texas, Gulf Coast and Mexico areas.

Working with producers and mid-stream organizations to negotiate commercial and operating partnerships and agreements.Business development within the natural gas, power, LNG, CNG and alternative fueling markets to develop and market products and partnerships.Developing business and marketing relationships within the restructuring landscape of the Mexican re-regulated energy and infrastructure markets.Implementation of pro-active optimization and ETRM tools enabling real-time commercial decision-making within a producer, midstream and downstream wholesale and retail organizations improving incremental margin capture and risk mitigation.Development of comprehensive risk management and financial hedging strategies for asset and energy marketing based companies resulting in profit stabilization and reduced market exposure.Expansion of incremental downstream commercial access and market partners for growing energy producing, midstream and downstream companies resulting in increased operational flexibility and improved profitability.Development and implementation of CRM and Key Performance Metrics reporting to provide real-time performance analysis and customer service monitoring resulting in increased organizational profitability and efficiency.

Working with the principle to implement his vision, I developed a business plan to evaluate the entry, financial, marketing and operating requirements. Upon acquiring the necessary certifications and licensing authority. The REP began operating in the Texas retail energy market in the 3rd quarter of 2011.Converted the vision of the organization into an effective operating and commercial strategy.Managed commodity and capital exposure through customized supply agreements.Maximized capital utilization efficiency and reduced fixed-cost structure through utilization of third-party vendors systems.Improved organizational efficiency through the implementation of Key Performance metrics.Successfully developed partnering agreements resulting in significant customer acquisition cost reductions.

Orchestrated the re-branding and expansion of a North American Wholesale Natural Gas organization following the merger of two large companies. Implemented a new business model, designed to integrate and expand the commercial platform. Utilizing integrated physical and financial monetization strategies, cross-commodity portfolio optimization and market and product development, coupled with strong risk and performance metrics.Accomplishments: IMPACT: generated a year-on-year Gross Margin growth of almost 20% for three (3) consecutive years, and a reduction in cash utilization of almost $30.0 million.

Led the development and implementation of integrated physical commercial methodology to maximize the monetization and expansion of a geographically diverse physical portfolio. Utilizing a defined goals and performance metrics model, Southwest accomplished success in increasing its commercial results.• Generated 22% increase in Gross Margin.• Spearheaded 25% increase in per unit profit margin through downstream market expansion.• Accomplished a 40% increase in transportation and storage activities coupled with significant expansion in the customer base.• 50+% increase in credit resource capabilities by expanding the “non-collateralized” supply portfolio through an intensively focused producer services effort.

Led the development and expansion of the North American physical natural gas trading and optimization activities. While tasked with commercial responsibility for all U.S. and Canadian trading and mid-marketing activities focused around physical trading, optimization and locational arbitrage• Development and Implementation of standardized performance metrics for all commercial and operating risk within the physical trading and mid-marketing activity. • Increased physical volumetric throughput from 4 Bcfd to 6.2 Bcfd. • Managed a staff of fourteen (14) trading professionals.

Vice President, Natural Gas Commercial Operations – East (2002 – 2003)Vice President, Financial Trading (2001 – 2002)Vice President, Eastern Natural Gas Operations (1997 – 2001) Led the transformation of a regional mid-stream focused organization into a top-tier North American trading and marketing operation. Expanded the Scale and scope and created new products and market services that provided the platform to drive Gross Margin growth. IMPACT: Increased throughput volumes in excess of 350%, incorporated financial hedging practices into the physical commercial activities to manage exposure and preserve profits, and led a physical commercial group and a financial trading desk that generated in excess of $125.0 million gross margin annually.• Grew throughput volumes from 3.0 Bcf/d to 8.0 Bcf/d in 3 years. • Established a Storage Management group which responsible for 30+ BCF of capacity.• Established a Producers Service group which managed in excess of 3.5 Bcf/d of third-party supply.• Spearheaded restructuring of the Eastern natural gas optimization activities through recruiting and developing personnel, establishing controls and procedures, and redefining the scale and scope of operations to include speculative financial trading activities.• Returned the Eastern natural gas physical business to profitable status, reduced labor cost structure by 25% and restored operational integrity following market disruption.• Led Financial Trading group that maintained a 35+% RITC while generating $78 million (’02) and $28 million (thru 6/03) of gross margin on a $7.0 million VAR. • Managed a personnel group of 75+ commercial, operational and risk professionals.

Managing Director, Central/Gulf Coast Region (1993 – 1995)

Director – Physical Optimization and Logistics (1988 – 1991)Director of Producer Services – Mid-Continent and Gulf Coast (1987 – 1988)

Manager – Production and Scheduling (1982 – 1985)