Strategic Grid Services is an LLC that provides ad-hoc support as needed for sales, marketing, and venture development. Our focus is strategic planning for traditional enterprises that want to harvest the benefits of increasing frequency of industry disruption. We have a heavy emphasis on environmental stewardship and the ways in which that can support revenue growth. We also work to promote non-traditional relationships between unconventional partners.

Skipping Stone is a multidisciplinary boutique consultancy catering to the C-suite. I provide expertise on a project basis. This typically is in the area of project design for enticing a customer base to participate in new service relationships and in the integration of new services with existing portfolios.

My "contract" vice president role is to develop business extensions consistent with Sterling's renewable energy development programs. This includes recruiting partner organizations to a common vision. Principal activities are business case development, project design and implementation, and business strategy. Current emphasis is on emerging smart grid trends and increasingly sophisticated customer energy management needs within the commercial "built" environment. Meeting these needs cannot be done with the offers from any single entity which leads to complex challenges.

Schneider engaged me in 2007 to develop the first "smart building" in Manhattan. This required support and integration across multiple business units of this large multinational corporation. The successful result prompted them to buy my employer (below), and integrate it into the much larger organization. I became Schneider's internal subject matter expert and external thought leader on the changing face of energy. This involved spotting major trends, communicating and forecasting to senior management, and working with Schneider's internal departments and external distribution channels. Externally, I worked with regulatory bodies, did extensive public speaking, and wrote many trade articles, occasionally under the names of C-suite officers. Schneider provided training to make public statements to financial analysts, to work with corporate public relations. During this period, I became a certified Solutions Architect.These duties included extensive travel to meet with major customers, distributors and purchase influencers of all sizes as well as trade show participation. I also chaired several influential industry committees along with service as a program design adviser for the two largest shows, Distributech and Powergen. International.

Allied was a member owned cooperative for electric and dual fuel utilities. Its charter was to develop new product lines for a deregulating industry plus the infrastructure to support them. This totaled 13 new product lines allowing members to exploit new trends and expand their traditional businesses. As COO, I managed all company operations while maintaining key account relationships. I also served as board secretary.

CFO: Supervision of IT, Administration, HR, and Finance reporting to CFO of parent company (Allegiant Energy). Responsible for compliance, reporting, forecasting, strategic planning, annual audits and reporting, business analysis, and M&A activity. COO: Responsible for 5 operating divisions (Field Services, Industrial Technology, Consulting, Data Analytics (Cloud), IT services.

Magnum was the communications network handling 50% of all information traffic between vendors and credit bureaus. The president recruited me to help the executive team adapt to declining industry prices in the face of increasing infrastructure costs. I supervised Sales, Marketing, Human Resource, and Finance departments. I streamlined processes, made necessary personnel changes, and reversed the revenue and cost curves.

P&L responsibility for five operating units engaged in credit and mortgage reporting, systems development, air freight forwarding, collections, and commercial vehicle leasing. Managed banking and financial relationships, key accounts, and business unit leads. Acted directly as president of leasing subsidiary to arrange and manage funding for $30 million automobile portfolio.

Responsible for creation of new products which built on the Credit Bureau database. Typically, these services involved pattern analysis, behavior analysis, and financial model building. Principal contribution was development of Safescan, an early warning anti fraud algorithm still in use by major credit granters. Safescan identifies unusual financial activity based on an individual's historical patterns and issues alerts to the account issuer. Fastest growth new product in Credit Bureau history.

Responsible for market and product development, strategic planning, product and market management. Principal accomplishment was the development of the new utility services division aimed at building relationships with a major industry segment not then served by Equifax. This new division became the fastest growing product line within the company for several years.