Nancy Maynard Email and Phone Number

Manage the damage prevention centralized operations and strategy which includes timely screening of state one call tickets, investigation, billing and recovery of gas facility damages, and partnering with state damage prevention leadership to develop state specific strategic plans to reduce and prevent damages to underground infrastructure.

Manage the damage prevention centralized operations and strategy which includes timely screening of state one call tickets, investigation, billing and recovery of gas facility damages, and partnering with state damage prevention leadership to develop state specific strategic plans to reduce and prevent damages to underground infrastructure.

Manage the damage prevention program management team and program portfolio which contains all the projects related to the reduction of excavation damages for customers, employees and communities across the company’s gas distribution pipelines in Ohio, Kentucky, Indiana, Pennsylvania, Maryland, Virginia and Massachusetts. Supervise the project managers who manage individual projects within the damage prevention program portfolio and the program’s governance and standards team.

Managed financials and provided analysis for large IT service provider transition project, along with support for business cases. Reported to project VP, Director of PMO team, and director handling termination of IBM agreement within matrix organizational structure. Supported all functional areas of project team including project managers, leadership, project management office, governance, new service providers, exiting service provider, and consulting staff during company transition from 1 large IT service provider to 3 smaller IT service providers. Developed budget and project model. Documented and communicated financial processes to leadership team and reported monthly on variances to plan.

Managed financials for $207 million NiSource / Columbia Pipeline Group (CPG) split project. Oversaw 1 project controller, 1 lead financial analyst and 2 senior financial analysts. Analyzed and recommended allocation and split of project costs. Developed initial detailed project budget and assumptions, presented to Board for approval. Worked with NiSource project managers upon project budget approval to develop detailed project plans for staffing and project costing model for each NiSource managed project. Managed and communicated overall project budget, forecast, actuals, contingency, and variance reporting for NiSource and CPG. Managed team in handling accruals, SOW processing through supply chain, PO set up, and invoice processing.Ensured accurate forecasting and billing of project costs each month. Prepared project monthly financial reports and variance analysis against actuals. Provided project forecasts / budgets by month for strategic plans, including company annual long-range plan and plan updates. Presented project financial summary reports (actuals, forecast, contingency use, variance explanations) monthly to executive leadership of NiSource and CPG (Transcanada). Provided monthly forecasts, quarterly and year end forecasts to strategic planning functions for project costs and contingency use / givebacks forecasts. Ensured accurate breakdown between capital and O&M on project, in addition to proper forecasting and tagging of OE eligible costs.* Selected to setup financial team and financial processes for creating project models / forecasts; tracked project actuals and produced financial summary reports required to be set up and running within months for divesture of Columbia Pipeline Group (CPG). Set up project financials totaling $207 million, which included 19 projects managed by NiSource, 11 projects by CPG, and 135 TSA services. Created project financial model where individual project models fed overall summary via automated macros.

Supervised 2 financial analysts while managing $2 billion capital program, including consolidation, reporting, and analytics. Analyzed and summarized all capital business cases over $5 million for senior management and Risk Management Committee to ensure meeting of MIRR (modified internal rate of return) requirement. Ensured accurate calculations for WACC, ROI, payback period, and net present value. Provided consolidated reporting of monthly, quarterly, and annual actuals-to-plan with variance explanations. * Rolled up and consolidated capital plans from each of 3 business units into overall corporate capital plan.* Updated Corporate Capital policy to ensure consistency with current practices and updated definitions and templates. Presented summary of updates and changes to Risk Management Committee, receiving approval to publish and communicate updated policy across organization.

Managed $400 million budget, including expense budgeting, cost management, and expense allocation processes. Ensured budget met business unit and corporate level financial and strategic objectives, as well as accurate allocation across enterprise. Managed team of financial analysts that provided analysis, guidance, and support to corporate financial planning and individual budget sponsors.* Provided coaching and mentorship that led to promotion of 3 team members to management positions and 4 promotions within financial analyst job family. Member of project team that developed financial analyst job family progression and review process for promotion; aided in rolling out changes through presentations to internal stakeholders, financial analysts and managers across Finance organization.* Consistently delivered accurate and timely corporate services budgets for company’s annual long range plans, quarterly budget updates and year end forecasts.* Successfully rolled out upgraded budget system with new salary planning module that improved reporting on key cost metrics.* Implemented budget training and lessons learned process for budget contacts and sponsors, resulting in improved budget accuracy and understanding of budget process. * Trained, developed, and promoted analysts within team by utilizing on-the-job training, job rotations, special projects, and cross-training.

Created and maintained project management plans for finance sponsored projects and work streams. Supported overall finance PMO through weekly quality assurance processes, reporting, and resource tracking across project plans. Documented processes and created / improved reports.* Developed PMO guide and standards for project managers.

Accountable for operations, accounting, finance and human resources. Managed staff in performance of daily operational support, including shipping, purchasing, accounts payable, accounts receivable, payroll, human resources, and clerical support services. Developed and implemented strategic operational initiatives, financial reporting / financial statements, cost accounting, internal controls, budgets and budget process, property management, cost and benefit analysis, and ROI for company projects. Developed RFPs, performed cost, benefit, and ROI analyses.* Provided cradle-to-grave leadership of successful CRM and payroll system implementation projects, which included interviewing internal resources to understand needs, vendor research, request for proposal (RFP) process, vendor negotiations, site visits, ROI analysis, and recommendations. * Reviewed vendor contracts and negotiated improved services and savings, including 50% reduction in phone service costs and 25% reduction in costs per copy.* Created new financial and managerial reports, improving quality of information and supporting senior management in making better and more informed decisions.* Developed recommendations for new accounting, customer relationship management (CRM) and payroll systems, all with successful implementations.* Improved correlation between employee performance and rewards by developing and designing automated company-wide balanced scorecard showing real time progress towards goals.* Enhanced employee benefits at minimal cost to company and improved recruiting efforts by implementing wellness program that reduced medical coverage waiting period. Moved 401K plan from paper to electronic platform with increased participant entry points and investment choices.* Revised and established new human resource processes and policies; updated handbook to ensure compliance with government regulations and improve employee communication.

Provided oversight to $8.7 million business area supporting sales field of over 70,000. Managed overall customer service, call center operations, collections, and order processing functions, with business area of over 200 employees with 8 direct reports on 2 shifts in multiple locations.* Led 200+ employees through significant changes as part of 3-year plan to automate call center. Orchestrated physical location move from Dresden, OH to Newark, OH and restructured job descriptions, job progression, systems, processes, and reporting structure. Implemented use of service level metrics and measurement (KPIs). Dramatically improved service levels and improved call quality 30% over 3-year period. Increased staff retention by 50%, with notable improvement in employee morale after securing employee buy-in.* Improved hiring practices in areas of diversity and inclusion, including recruitment and hiring of disabled employees.* Implemented technology improvements requiring significant change management, including Kronos timekeeper system, PeopleSoft, and Genesis call center automation with skills-based routing.

Consolidated internal strategic plans, including marketing promotions, recruiting strategies, training plans, discounts, and costs to develop 1-year and 5-year sales forecasts. Analyzed data, performed statistical modeling / regression analysis, and presented recommendations for sales and marketing programs. Performed sales and marketing data analysis, reporting, and research. Coordinated and submitted budgets for 22 departments. Scheduled programming projects for sales and marketing and managed space planning during organizational changes. * Developed processes for completion of sales forecasts and departmental budgets. Developed and taught budget training classes and created reports that easily tracked budget to actuals. Provided summary information to accounting and leadership on budget variances.* Analyzed various sales force compensation plan designs and incentive programs; recommended changes to compensation structure as needed.