Michael Pacheco Email & Phone Number

Cape Coral, Florida

Family-owned Fitness and Strength Training gym specializing in Personal Training, Strength Training, Nutrition, Body Building, and Group Exercise Classes. Cohesive community of Senior Citizens, with more than 60% of gym members over the age of 50. Heavy emphasis on helping Senior Citizens maintain a healthy, strong, and agile body in their latter years of life.

Golden, Co

Responsible for leadership and oversight of NREL’s entire portfolio of S&T programs funded by the U.S. Dept. of Energy. This $280 million R&D portfolio included: Solar, Wind, Water, Bioenergy, Buildings, Vehicles, Fuel Cells, Geothermal, Grid Integration, Adv. Manufacturing, and ARPA-E programs. Direct reports consisted of eleven highly experienced Laboratory Program Managers (LPMs). Responsibilities included: client relationship management, continuous improvement of NREL’s LPM team, recruiting and succession planning, coaching & mentoring, disciplined execution/delivery of NREL's S&T programs, and stable funding growth of 5-10% AAGR.Other contributions: Initiated a DOE multi-lab “Big Idea” for the Co-Optimization of Fuels and Engines to maximize value of ethanol, other biofuels, and petroleum through advanced highly-efficient engine design; and recruited an outstanding LPM/leader for the initiative that has led to a new $32+ million DOE multi-lab program in 2016 with plans to grow in 2017. Also, formed the NREL team that helped win the $280 million (5-year) DOE Institute for Advanced Composites Manufacturing Innovation (IACMI) in early 2015, IACMI is led by Univ. of Tennessee and is one of the growing number of public-private partnerships in the National Network of Manufacturing Institutes.

Golden, Co

Completed the successful launch of SolarTAC (see previous position) and began assembling the new D&MT business unit at NREL. Recruited an Executive Director at MRIGlobal to take-over the SolarTAC in March 2009; then focused on standing up the new D&MT business unit at NREL.D&MT provided technical support to government agencies and industry to develop and implement strategies for increasing the use of energy efficiency and renewable energy to improve sustainability. This was accomplished by helping clients select and deploy the best technologies for efficiency in buildings and vehicles, and produce renewable energy/fuels from Solar, Wind, Biomass, Geothermal, and Hydro. One of D&MT's highest profile client/project was U.S. Treasury's implementation of Section 1603 of the American Reinvestment and Recovery Act of 2009 (ARRA) which resulted in over 100,000 renewable electricity projects, 33 gigawatts, and $90 billion (private and government) investment over a period of several years. Delivered a requested testimony to U.S. Congress on NREL's role in supporting Treasury's highly successful implementation of 1603. As VP of this new business unit, responsibilities included: development of an inspiring vision and strategy, recruiting all the leaders/managers for the new D&MT organization, ensuring work quality and customer satisfaction, funding diversification and growth, personnel and org structure development, and strategic partnership development (government agencies, DOE Labs, and industry.) Outcome - Grew the D&MT business unit from $15 million and 44 staff in 2008, to over $60 million and 160 staff by 2012; and create two new organizations at NREL: an Integrated Applications Center and a Market Transformation Center.

Golden, Co

Returned to MRI Global (M&O contractor for NREL) in January 2008 to join the “re-competition” proposal team staffed by MRI Global and Battelle executives, competing for renewal of the contract to manage NREL. (this contract re-competition is a Congressional requirement.) Responsible for developing all the technology deployment and industry partnership elements in the proposal. Part of a 6-person "Orals Team" in March 2008 that delivered the oral presentation and defense of what turned out to be a winning proposal to the DOE selection committee. Served a dual role from March thru September (while awaiting the outcome of the proposal). One role was as MRI Global VP of Program Development, and the other role was as NREL's Director of Program Development. Created a unique and complex partnership run by MRI Global and formally known as SolarTAC (described below.) Also provided management oversight for the launch an exciting new Integrated Deployment (ID) program at NREL. NREL’s Integrated Deployment program peaked at $12 million in FY09, and is still one of NREL’s strategic programs today. SolarTAC is a 74-acre outdoor test site in Aurora, Colorado for measuring performance and reliability of solar energy systems/equipment (PV and CSP) and utility scale battery technology. Led the launch of SolarTAC by securing $5.6 million in funding from 3 industry partners (Xcel Energy, Abengoa, and Sun Edison), a lease for the necessary land from the City of Aurora, Colorado, and recruiting an executive director for SolarTAC (March 2009) who is still successfully leading this unique partnership today. SolarTAC has generated over $50 million in revenue for MRI Global since its inception, and helped numerous partners bring new products to the market. (For more info, see solartac.org)

Decatur, Illinois Area

Recruited by new CEO to serve as ADM's first-ever CTO specifically to lead development of a Corporate Technology Strategy for “Next Generation Biofuels and Chemicals" in support ADM’s Corporate Business Strategy of being The Global Leader in Bioenergy. Also responsible for managing a $45 million/yr Corporate R&D department which provided technical support/solutions to the corn, wheat, cocoa, and soybean business lines, including ADM’s world-leading corn ethanol and soy/rapeseed biodiesel businesses. Accomplishments over the 7 months included: completing the technology strategy, restructuring R&D to be aligned with the new strategy, leading the negotiation of a strategic alliance and a Joint Development Agreement with Conoco-Phillips on hydro-thermal biomass conversion, initiating a site selection for a new bioenergy technology facility, and establishing performance management and budgeting systems in Corporate R&D. Unable to relocate to Decatur for family reasons, returned to MRI Global / NREL after 7 months of long-distance commuting from Colorado to Illinois.

Golden, Co

Recruited to be the first full-time Director of DOE’s new National Bioenergy Center (NBC) at NREL, responsible for launching this $32 million Dept. of Energy R&D center; development of NBC’s mission, vision and strategy, personnel management, facilities build-out, safety, work quality, customer satisfaction, funding diversification and growth, collaboration, and partnerships.Initiated the so-called “Billion Ton Study” conducted by ORNL, NREL, and INL. This seminal analysis showed that biofuels could play a much larger role than previously thought. Testimony provided to Congress in June of 2006 and January of 2007 supported the federally mandated biofuels target of 36 billion gallons by 2022 specified in EISA 2007 legislation.Served as NREL’s spokesperson for bioenergy. Hosted many VIPs and traveled extensively across the US to speak on bioenergy. Helped NREL host President G.W. Bush, Energy Secretary Sam Bodman, Deputy Secretaries Ray Orbach and David Garman, and numerous CEO’s and Congressmen. Represented NREL on a nationally televised press event in 2007 with President Bush to discuss biofuels at Novozymes’ plant in Franklinton North Carolina, and delivered an invited keynote presentation at the opening ceremony of the 2007 Annual Meeting of NPRA (discussed the concept of co-processing of biomass derived oils in a petroleum refinery; technology currently being commercialized by Ensyn & UOP.) Expanded NREL's partnerships with industry, including partnerships with: Novozymes, Genencor, DuPont, Broin, Abengoa, ADM, Phillip-Morris, ArborGen, UOP, Conoco-Phillips, BP, Shell, and Chevron. NBC staff received an R&D 100 Award in 2004 for their work on enzymatic hydrolysis with Novozymes and Genencor. Negotiated the largest CRADA in NREL’s history: a $9-million 4-year biorefinery R&D partnership with DuPont that laid the technical foundation for DuPont’s 1st commercial Cellulosic Ethanol Plant in Nevada Iowa, completed in late 2015.

Portland, Oregon Area

Responsible for product quality management, and new process and product technology implementation in manufacturing, Reported directly to an EVP, and served on a cross-functional business team to help the business unit develop strategy, plan capital investments, select new product lines, and guide technology investments for LP’s OSB (Oriented Strand Board) business unit. Responsible for product Quality Control (QC) in LP’s 14 commodity OSB mills, approx. 30% of all the OSB produced in North America, with a QC team at each mill consisting of 6-8 technicians led by a Technical Director (TD) for that mill, 3 regional T&Q managers, and 2 senior technical staff to plan and oversee the transfer of new technology to the OSB manufacturing mills. Led the implemented Statistical Quality Control (SQC) in all 14 OSB mills, provided training in SQC techniques for the entire organization, reduced customer complaints by 50%, launched 2 new commercial OSB product lines, and implemented several major manufacturing process changes. Received a Quality Performance accolade in Feb 2002 from the EVP for “Ensuring Success through Quality Leadership.”

Sherwood, Or

Recruited by the CTO to join LP’s new Adv. Technology Center (ATC) as a member of a “self directed” R&D work group, and asked to address a complex problem: reduce VOC (volatile organic compounds) emissions from LP's OSB mills, and improve the utilization of biomass (purchased logs) to supply the process energy needs and improve product yield at all 14 commodity OSB mills. Action taken: formed and led a cross-functional team to evaluate and decide between several technology options, and then collaborated with key stakeholders to select and implement the preferred solution to the problem. One option explored was to pyrolyze the tree bark and produce the PF resins used to make the OSB. Assembled a world-class team including NREL, Ensyn, Dynea, GPRI, and NREL, competed for and won $1.4 MM of DOE funds from DOE’s first biorefinery solicitation to leverage the investment by LP and our partners, and completed the evaluation of this option ahead of schedule and under budget. Decided against this option. Another option was to re-engineer the biomass combustion, wood drying, and VOC incineration operations at the OSB manufacturing mills. Expanded the cross-functional team (to include the Engineering, Manufacturing/Operations, R&D, Finance, and Environmental departments in LP; and added several equipment suppliers.) Led a complete re-engineering of energy systems in LP's OSB mills. Simulated the mass and energy balance, and VOC emissions, for the new design with a sound thermodynamic process model. The keys to the redesign were: use of an efficient bark-fueled energy systems to supply all the mill’s thermal energy needs, more efficient dryer technology, and incinerating VOC’s in the bark burner. This new integrated energy/dryer system design was accepted by the business unit, and in 2002 LP began a campaign to modify all of its commodity OSB mills with the new combustion and dryer technologies.

The Woodlands Texas

Recruited by CEO to help EBC commercialize the results of 8 years of intense biocatalyst R&D. Responsible for expediting development of a bio-catalytic process to remove sulfur from diesel fuel and successfully compete with the incumbent refining technology (diesel hydrodesulfurization or HDS).Assembled and led a small Engineering Department (21 staff), created a process development and design strategy. Launched an interdisciplinary task force (senior engineers and life scientists) to reduced the cost of the process by 80% and increase the extent of sulfur removal by 40%. One of the thought leaders in the Engineering Department also discovered and patented a new class of aryl-sulfonates and anionic surfactant derivatives to utilize a unique co-product of biodesulfurization. These advances were the subject of an invited presentation at the NPRA’s Annual meeting in March of 1999 (see NPRA AM-99-27). Averaged two presentations per week at EBC in a variety of meeting venues: boardroom meetings, investor conferences, technical conferences, and prospective customer calls with VP of Sales and Marketing. Despite progress on the process performance and the added value of the surfactant co-product, EBC was running out of time and funds. With a thorough understanding of both BDS and the incumbent technology (HDS), advised the CEO & Board that EBC's process would not be cost-competitive with HDS without several major advances in the biocatalyst. On March 30th 1999, the CEO eliminated my department to dramatically reduce EBC’s burn rate and focus the limited financial resources on critical genetic engineering to improve the biocatalyst. EBC went out of business 3 years later in early 2002.

Naperville, Il

Progressed thru R&D from researcher to Group Leader, with 2-year exp. in refinery operations. Gained broad knowledge of petroleum refinery process technology, with depth in hydro-processing, cat cracking, naphtha reforming, and oxygenates for gasoline. In second year at Amoco, invited to become a campus recruiter at University of Wisconsin, Madison. Remained involved in recruiting, and responsibilities in technical recruiting increased throughout career at Amoco.Summary of progression:- Corporate R&D, Naperville, IL (84-89): Started as a researcher in Coal Liquefaction (DOE and EPRI co-funded R&D). Moved to distillate & gas oil hydrotreating (HT) R&D, and became Amoco’s HT Technology Specialist providing technical support to refineries. Also initiated and obtained $45K/yr funding from Amoco Corporation to award academic scholarships to top Chicago-area minority students entering an undergraduate engineering school.- Salt Lake City Refinery, SLC, Utah (89-91) Two-year career development move. Operations/Process Engineer for Crude Unit, Naphtha Reformer, and Cat Cracker (FCC). Implemented several new technologies. Identified and implemented profit improvement projects. - Corp. R&D, Naperville, IL (91-97) Returned to R&D to lead exploratory research on oxygenates, including dimethylether and dimethylcarbonate, obtained 3 patents. Progressed thru two R&D Group Leader roles in Process Development: one in FCC Process Development and the second in Octane Processing R&D (Reforming, Isomerization, Alkylation, and Oxygenates.) Served on a Corporate Process Safety Committee, a Corporate BTX Growth Strategy team, and assumed lead responsibility for all hiring in Refining R&D (campus recruiting, experienced employee hiring) Led a Task Force (QMS - Quality Action Team) in 1993 for VP of Technology to study and improve Refining R&D’s effectiveness on long range research projects; the findings were implemented and had a measurable impact.

Certified Personal Trainer, Health And Physical Education/Fitness

Obtained NASM Personal Training Certification in March 2018

Doctor Of Philosophy (Ph.D.), Chemical Engineering, 3.5/4.0

Activities and Societies: Intramural Ultimate Frisbee & Soccer; Cal Sailing Club Member and Sailing InstructorPhD Thesis on "Role of Re.

Bachelor’S Degree, Chemical Engineering, 3.8/4.0

Activities and Societies: Yearbook photographer, Intramural soccer, Sailing ClubAttended Clarkson fro 9/76 until 12/77. - Received.

Associate’S Degree, Chemical Technology/Technician, 4.0/4.0

Activities and Societies: Yearbook photographer, Student CouncilNote: the name of this institution was Thames Valley State Technical.