Overall Responsibility for Project Execution and Asset Management

Responsible for managing PV Solar Assets.

Responsible for Operations in New Jersey and the Carolinas.

Director of the Renewable Energy Division with P&L responsibility. Led the creation of companywide Standard Operating Procedures. Established and tracked companywide Key Performance Indicators. Overseeing Project Controls and IT.

Led the commercialization of our key technology by transitioning a tier 3 and 4 supply chain to tier 1 Contract Manufacturers. Reduced the cost of our technology by 10% in less than 6 months.

Recruited to a startup technology / solar energy company offering a unique solution for producing utility concentrated solar thermal power; company under the Idealab umbrella which specializes in the development and operation of pioneering technology companies. Established Project Controls Procedures, creating and managing project cost and schedule controls, leading coordination meetings between key process owners. Functioned as the Project Manager for the development and construction of a concentrating solar power tower plant known as “Sierra.” Saved millions of dollars by auditing subcontractor invoices and renegotiating subcontracts. Led cost recovery efforts and project close out on a experimental project.Expedited project schedules by developing innovative workaround plans and developing incentivized contracts, thus earning recognition from senior executives. Completed construction of a prototype, solar power plant in less than a year. Developed project cost estimates for both project proposals as well as cost to completion targets for ongoing projects.

Left Bechtel to work in the non-profit sector and to pursue a Masters Degree.

Experienced the entire life cycle of an 800 MW, coal fired power plant from an Engineering, Procurement, Construction, and Startup perspective. Rose quickly through the ranks from a junior cost engineer to the lead project planner. Was identified early on as having management potential and was singled out for special training and a fast tracked career path. Left Bechtel to persue a career in the non-profit sector. Identified as a future leader and put on the fast track to management, given increased responsibilities and promotions after each evaluation. Documented vendor delays in order to impose liquidated damages. Produced monthly Project Status Reports to update Bechtel and the Owner’s senior management on project status.