Provide strategic consultation and design specializing in organizational effectiveness, leadership development and culture change to Fortune 500 and non-profit organizations. Clients include: Pennsylvania Power and Light, Commonwealth Edison, PECO Energy and Exelon Corp.• Highlighted Project:Designed, implemented and project managed a 5-year safety culture change initiative for Peco Energy: - Conducted assessments, created leadership development and employee training programs - Utilized visioning, strategic planning sessions and best practice research - Redesigned systems, processes and leadership practices to embed and reinforce changes - Results: * 92% improvement in the number of safety related lost work days * 15 years + of consistent top decile safety performance * Energy Association of PA Safety Achievement Award * Governor’s Award for Safety Excellence

Developed SMUD's Change Management Model and on-line Leader Toolkit for SMUD- Tailored best practices for application at SMUD- Created self-serve sharepoint site providing tools and supportLead SMUD’s Rapid Results Process Improvement Program- Develop and facilitate cross-functional teams to identify issues and develop solutions- Create comprehensive, integrated change management, communication and project plans - Projects consistently reduced cycle time and improve organizational efficiency Provide organizational change management consultation on numerous enterprise wide change initiatives including:- Development of 3 year roadmap for Diversity and Inclusion- Employee Engagement- SMUD’s CIPv5 Implementation Study which received received regional and national recognition from industry regulators - Successful Implementation of Cornerstone Learning Management System - The development and roll-out of SMUD’s 5 Year Strategic Plan

• Designed and implemented leadership and culture change strategy for PPL Electric Utilities to:- Improve industrial safety - Implement a Work and Asset Management System - Develop leadership and workforce capacity to deal with industry disruption

*Lead consultant on change initiative which reduced a refueling outages from 120 to 28 days *Provided change management to reengineering project which consolidated seven call centers into two and transitioned 1.5 million customers into new process in one year