Able to simplify Term, Whole, and Universal life insurance products so clients have a better understanding of the pros/cons for each, leading to a higher confidence purchasing decision.Works with clients from age 0 to age 90, in 19 different states, with a wide range of income levels, health conditions, and needs/goals. The focus is more about being a trusted advisor and an educator, rather than just “selling” life insurance.

 Pratt & Whitney• Focus areas were new expansion of the facility and redesigning existing systems to increase throughput, hazardous chemical manufacturing processes, and the heat treat area for forged parts. • High quality work and excellent business development by the entire engineering team during the initial projects led to the placement of ~30+ Ramboll staff on site for several years.• Created competitive proposals based on site enhancement projects pitched to the CapEx team. • Managed engineers and designers to maintain budget and schedule, process change orders, and minimize project risks.• Performed high-level technical reviews of drawings, specifications, and other engineering documents for general conformance with project goals.• Achieved year-over-year growth in internal revenue through the development of client relationships and delivery of successful projects. There were many other miscellaneous projects with a wide variety of clients. Most of the projects were regarding upgrading old or designing new specialty / hazardous chemical systems.

 Managed 5 U.S. based engineers and 15+ Beijing engineers.• Ensured all delivery milestones were successfully reached for all projects.• Developed enhancements in project design to be beneficial for the company, customers, and suppliers.• Coordinated all project site startups with the engineering staff and suppliers to make sure everyone is prepared when installation and operation begin.• Facilitated cross-cultural innovation and collaboration by empowering our Beijing engineers to challenge traditional business practices and authority. This fostered a culture of open communication and idea sharing that drastically improved design quality and team morale. Process Improvement• Established a new project structure for a more formal and efficient process.• Improved system design calculation accuracy, leading to the standardization of the entire system design. This condensed the schedule, reduced costs and decreased fabrication time.• Automated the vaporizer design, allowing us to fabricate parts and eliminate most of the vendor costs. • Created an accurate heater sizing tool, reducing size, cost, and electrical load for each customer.• Developed tools to convert one turbine output data file into every required project document; project proposals, equipment specifications, and requests for quotes. • Proposals to clients could be reviewed, signed and sent within 3 days. • All equipment specs and RFQs could be sent to vendors within a week.

 CMI Energy (Moxie Freedom $2.5M x2 units, Lackawanna $2.5M x3 units) / Vogt (Middletown $2M x1 unit), NEM Energy (Grayson Repowering retrofit $1M x1 unit).• Performed initial system and equipment sizing calculations based on turbine output data.• Prepared specifications, review quotes, and approve purchase orders from vendors.• Created, reviewed, and approved design documents for mechanical, structural, and I&C disciplines.• Worked with fabrication shops through completion, performed final inspections, and coordinated delivery.• Increased profit margin from previous project average by ~25%.

 Duke / Oconee Protected Service Water (PSW) Project, $100M+ project value (Seneca, South Carolina) Waterford 3 Steam Generator and Reactor Replacement, $500M+ project value (Killona, Louisiana)• Completed all design and install packages under budget and ahead of schedule: Mammoet cranes, Hatch Transfer System, Temporary Lifting Device, Reactor Head, and Steam Generator 1 & 2.• Steam Generators were 720-ton and 65-ft-long each, with a minimum total clearance of 3-inches during the lift. In 500,000+ man-hours during the outage, zero OSHA recordable accidents. The entire 1.3 million man-hour project had only one OSHA recordable injury. Led the 1.5 year long system realignment for 50+ U.S. EPR systems, 25+ engineers, and 20+ designers.• System realignment changes were implemented on internal documents as well as Design Certification (DC) and Detailed Design (DDE) documents sent to the Nuclear Regulatory Commission (NRC).