• Oversee business unit operational tasks including profit & loss, safety, sales/marketing, and construction/emergency service operations.• Introduce an environment of continuous improvement working on organizational goals, procedures, and embracing change. • Challenge and review past/current/future projects, work plans, and bad decisions/events for opportunities to gain experience and improve.• Address/resolve items (CapEx expenditures, collections, inventory, pricing levels, and SG & A expense) to improve financial condition.Key Achievements: • Successfully rebuilt company culture, embracing safety, and enabling members to stop work and seek help if feeling unsafe/unsure.• Built a new senior management team and shaped the approach to managing engineering, project management, field crews, and their reaction to unexpected events.• Reviewed segment operations – closed two non-performing outliers and started new areas of operations with fresh management in service, environmental, and industrial market segments.• Introduced 1-, 3-, and 5-year budgets with revenue goals – surpassed years three and five by ~17% in revenue growth YoY and increased net income targets from 3.2% to 5.8%.• Expanded company reach into multiple states, generating revenues of $120M+ with collective Bargaining Unit employees in CT, NY, MA, and NH. • Decreased the Recordable Injury Rate (RIR) by 64% (based on ~680K person-hours/year) through improved safety metrics and culture. This achievement in turn reduced the Experience Modification Rate (EMR) down from 0.87 to 0.52.• Established an internal program to identify and provide advanced training and exposure for key personnel who were selected as potential future senior management leaders.

• Collaborated with the President to optimize current procedures, overhaul the estimating department, revise project management functions, and set up operational guidelines for field personnel. • Led the activities of 410+ people encompassing salaried/collective bargaining unit employees in three states with a project backlog of $286M.• Directed the update of project management and field functions, as well as projected CapEx allocations, yearly budgets, and asset purchases/distribution.• Introduced and setup procedures with key performance indicators to allow operational groups to better forecast revenue/profit for ongoing projects, with a focus on client perceptions and internal goals to drive down the Time to Acknowledge and the Time to Respond KPIs.Key Achievements: • Improved internal support, productivity, and response time while cultivating an environment of safety through collaborations with collective bargaining unit management and members across three regions (MD, VA, and Washington, DC).

• Spearheaded the turnaround of four poor performing companies within the enterprise by introducing new sales and marketing guidelines and realigning the field crews to establish better communication. • Worked to establish trust and an improved safety culture by reallocating personnel to create an environment enabling managers, supervisors, and staff to openly question, recommend improvements, and place safety as a priority in their daily work. • Regularly collaborated with collective bargaining unit management and members across two states – CT & NY.• Served as a PPL Segment Leadership Team member providing leadership and guidance to a fleet of 15 contractors with revenues of $550M+.Key Achievements: • Saved $4M+ annually by introducing cost reduction programs across all four units eliminating redundancy, decreasing inventory, and streamlining operational guidelines and chain of command.• Senior executive for PPL in the New England region providing on site first response when a major occurrence surfaced to ensure all protocols were being followed and the incident managed appropriately.

Joined the PPL executive leadership team which provides overall leadership and direction to their fleet of fifteen contractors with revenues exceeding $550M.Owned $25M mechanical contracting firm as President with complete control over all aspects of the business unit including profit and loss; safety; sales and marketing; construction operations; HVAC service; and building automation. Titan was the only merit shop company within the enterprise and was successfully reorganized to a union affiliate in 2008.Took on control of additional companies within the enterprise:Westech International, Fishkill, NY 3/2008 - 3/2012Elmsford Sheet Metal, Elmsford, NY 3/2008 - 3/2012General Mechanical Systems, Albany, NY 3/2007 - 3/2012Titan Mechanical, Hartford, CT 8/2005 - 3/2012

Recruited to this privately owned $30M merit shop mechanical contracting firm specifically to help increase volume, improve profitability, and consolidate project management functions. Corporate revenues reached $120M by 2004 before being purchased by MCC of New Orleans, LA.Primary responsibilities revolved around sales, marketing and estimating with primary oversight in operations and corporate administrative functions.