• Strategic account manager with a portfolio valued over $4B across seven projects in the eastern US, Gulf Coast, and Gulf of Mexico regions.• Provides a critical link between the Projects Organization and Business Unit to triage requests and expedite problem resolution for projects in execution and development.• Recognized as a senior advisor, charged with optimizing business decisions across portfolios to secure the most favorable outcomes for the Company.

• Lead execution for North American Solar Self Power Projects, with a portfolio value of nearly $400M. This includes the leadership, development and motivation of a team of Project Managers with overall accountability for the safe, on-time, on-budget installation, interconnection and energization of Solar assets.• Successfully energized the first Solar Self Power Program sites (Flanagan, IL | Adams, WI | Portage, WI), interconnections with local utilities and enabling 39MW of generation capacity towards Enbridge’s ESG goals. • Partner with Project Development and Business Unit leadership in a newly created asset class to ensure future phases are positioned for efficient and successful handover to Project Execution, validating project risks are accounted for and mitigated.• Set the goals, vision and direction of our team while ensuring Business Unit and Corporate objectives are properly understood, prioritized and integrated into value added project practices. • Drive cost and schedule predictability by engaging internal stakeholders such as Supply Chain, Environment and the Non-Technical Risk teams to develop strategic sourcing and risk mitigation strategies.

• Lead project controls for North American Core Projects, with a portfolio valued at over $5 Billion across nearly 500 projects. Deliverables are leveraged by senior and executive leadership to monitor and ensure ongoing project success.• Develop, lead and motivate a cross-border team of over 80 full-time and/or contract resources in delivering reliable and effective project controls support. This includes a direct interface with key upstream clients, solidifying relationships with various stakeholders to ensure all contractual obligations are understood and met.• Liaison to the Project Management Office (PMO) insuring Business Unit and Corporate objectives are properly prioritized and integrated into value added project practices.• Work with other Project, PMO and EPC leaders to develop and implement standard business processes across the Projects organization. These will support the delivery and use of common project management solutions, provide for repeatable standardized project management initiatives and adhere to the principles of standardization. • Ensure that planning and project control activities are aligned with Enterprise and Projects’ business priorities by facilitating collaboration, influence and integration across stakeholder groups.• Foster continuous improvement by remaining informed of influences and changes within Enbridge to assess their immediate and future impacts on project applications, processes and priorities. • Establish and maintain an effective internal network to enable cooperation and integration across the Projects organization, ensuring programmatic initiatives are prioritized and managed in a consistent, effective manner, and resulting process changes are designed and implemented successfully.

Manager of Project Controls for the Houston Major Projects business unit with over $1 billion in capital projects under control. Responsible for the leadership of processes, people and reporting related to cost, schedule, risk, compliance, gating, project accounting and related project support processes. Deliverables are leveraged by project managers, directors and vice presidents to monitor and ensure ongoing project success. Projects include Cryogenic Gas Plants, Storage Tank Construction, Offshore Gas & Oil Pipeline installation and associated Topsides modifications, and mainline interstate gas pipeline and compressor station installation.

Kinder Morgan acquired El Paso Corporation on May 24, 2012.• Project Manager for two concurrent implementation efforts totaling nearly $3 million in capital spend. - Revenue budgeting and forecasting application for the Terminals business segment - Implementation of Hyperion Planning to include Revenue, Capital, OPEX and Workforce planning• Negotiate commercial terms, performance metrics, project schedule and associated resource allocations to minimize risk and capture additional cost savings. • Monitor contractor spend compared to project performance, ensure invoices and contract amendments are routed through the appropriate Delegation of Authority for approvals.• Led the integration of El Paso Corporation’s annual budgeting and forecasting processes into the weekly rolling 18 month forecast currently practiced at Kinder Morgan.• Used Lean Six Sigma methodology to provide actionable recommendations and implementation plans for merging the two organizations’ financial and accounting systems.

• Leader and key contributor in the project management of a full Hyperion Financial Management, Planning and Strategic Finance integration, including requirements gathering, design, development, testing, implementation, change management, training and support architecture.• Develop current and future state business process models, identify requirements needed to support process change, coordinate validation efforts to ensure that business needs will be met by a given project and deliver training material to appropriate business and technology staff.• Apply Lean Six Sigma and quality management tools to drive change in complex, multi-disciplinary teams, with a focus on financial and accounting processes. • Provide project management and strategic consultation duties for continuous improvement efforts, business analysis, requirements definition, metrics development, process mapping and complex integrations.• Identify and lead opportunities to improve financial and operational performance through information management, reduced operational and support costs and standardized business processes.• Work jointly with outside vendors/consultants and El Paso’s IT team to implement technology solutions, ensure system functionality satisfies business needs and identified process efficiencies are realized.• Serve as a trusted advisor to senior management regarding optimization efforts and business process changes.• Design and build key stakeholder analyses, change impact assessments, training plans and corresponding support structures needed to keep core business functionality stable and operational.• Identify operational and process inefficiencies, gather necessary data to perform root cause analyses and present findings and recommendations to executive management.

•Manage a team of ten planners/analysts (six local, four spread across multiple NASA centers nationwide) in support of the Program Planning and Control (PP&C) Office for the Orion Project.•Collaborate with senior project managers, engineers and contract administration to obtain data and establish integrated engineering schedules, analyzing project performance against project requirements.•Define the requirements for and lead the build process of an Integrated Analysis Product suite that provides Program Management insight into numerous detailed schedules, ultimately determining risks and recovery planning strategies.•Apply extensive knowledge of program life cycles by working with the technical community, operational community and program management to evaluate if project goals are achievable including integrated cost and technical performance within the task durations provided. •Provide program management independent analysis of performance to schedule, tracking and analysis of schedule variances, internally developed schedule metrics and summary reports to enable fast and effective decision making•Guide the integration with and across technical disciplines to ensure resultant plans as well as schedules accurately and comprehensively define the actual engineering work content, relationships and durations. •Ensure data is effectively assimilated across all aspects of the PP&C organization, inclusive of Configuration Management, Earned Value Management Systems, Strategic Assessments and Risk.•Led the development and integration of a complete Orion Master Program Schedule, enabling the program to go from a Lockheed Martin provided 26,000 line schedule to a more manageable and effective, fully integrated, logically linked schedule of only 1,400 lines.•Successfully served as the lead Black Belt on a Lean Six Sigma project to improve the functionality of a current enterprise system, saving a projected $165,000 annually.

•Performed project management duties and consulted with customers to identify critical issues and opportunities for success, developed creative solutions for program challenges, and presented alternatives through various strategic models to Commercial Crew and Cargo Program Office (C3PO) executives.•Developed an integrated program schedule using Microsoft Project to avoid conflicts in resource availability between commercial partners of the COTS program, as well as the ISS, Orion, and Constellation programs.•Designed and implemented an integrated tool and process to facilitate all commercial partner milestone reviews throughout the engineering design life cycle.•Provided schedule analysis, technical document review and engineering research in support of Space Act Agreement milestone obligations between NASA and all commercial partners.•Conducted regular schedule and milestone status assessments to provide recommendations for the C3PO executives, often in response to requests from NASA headquarters.

•Russian Flight Lead for Soyuz and Progress launches in the Space Flight Resources Management office.•Developed and maintained a product supply plan in support of astronaut usage forecasts, as well as an inventory control program, complete with appropriate safety stocks adjusted for launch frequencies and contingencies.•Interfaced with International and Domestic partners in order to assure supply plans are maintained for consumables and space hardware via Russian space vehicles to and from the International Space Station.•Met with suppliers to verify all consumables and space hardware requests comply with strict contract guidelines and are in agreement with current supply chain requirements.•Provided weekly presentations of how current re-supply plans are to meet usage forecasts of flight hardware to high-level Program/International meetings and control boards.•Managed documentation used to both request funding from the U.S. Government for the Space Station Program (SSP) and to negotiate the Balance of Contributions between countries participating in the SSP. •Full utilization of the resource management system, performing detailed quality assurance and approval on all inventory lists and deliverables before final release.•Managed the development, coordination and maintenance of logistics metrics and key performance indicators.

•Provided formal technical training classes and customer support for over 375 users of company developed national ERP system, including all departments of the International Space Station Program.•Created and designed user manuals and training guides for ERP system.•Performed administrative functions for the ERP application including setting up new user accounts, creation and implementation of Acceptance Test Plans, and systems testing for software releases.•Developed Interface Control Documents pertaining to system interfaces for international and local partners.•Participated in a Lean Six Sigma initiative by providing the Mission Integration Manager with detailed workflow and process definition, as well as multiple MS Excel macros to manipulate summary data.

•Implemented and substantially modified a system that enabled BellSouth to produce certain data reports internally saving BellSouth up to $20,000 per report and several million dollars in network capital. •Supervised a variety of administrative software systems utilized by employees within a nine state region.

•Implemented a company wide procedure to streamline and automate employee workload resulting in increased efficiency at BellSouth through a reduction in customer service complaints, improved employee job performance, reduced employee headcount, and increased customer satisfaction.•Assisted in the development of business strategies for the improvement of existing business processes.•Created software programs to automate the process of telephone data collection by BellSouth employees, reducing the risk for employee errors and increasing employee productivity.