• Central Maine Power (CMP) Distributed Generation (DG) Program - Designed and implemented a comprehensive business management framework to execute over close to 700 DG or Distributed Energy Resource (DER) projects from the pre-planning phase (developer application, system impact studies, interconnection studies) through the project execution phases (EPC, testing & commissioning and close-out) • Avangrid PMO Project and Portfolio Management (PPM) Tool Integration - Formed a core and agile team that led to the successful integration of CMP’s DG Program into Client's PPM Tool integrating both schedule and cost using Primavera EPPM P6, Unifier, P6 Analytics, and SAP • Ameren Missouri – PMO and Project Controls - Drove the successful capital portfolio scheduling support, training & mentoring and process improvement within the client’s project controls organization. Led development of the client's project life cycle gap analysis & process improvement leading to the expansion of services by almost 10 fold throughout the PMO, Project Management and Procurement organizations. • Grace Industries / Haugland Energy - PANYNJ / New Bergen Substation / JFK Airport - Led the initial development and project execution approach of the Quality Management System (QMS) for managing the quality of engineering, procurement, construction, commissioning, and demolition. • NYSEG and RG&E TLD Mitigation Program Manager - Lead a small, yet agile and cost-effective program management team. Designed & implemented rigorous life cycle and reliability gate assessment process that provides best in class asset management and transmission planning prioritization and value analysis optimization. • PSEG Long Island – Power On Program - Trained and mentored Project Controls personnel in scope, estimate, cost control, contract admin, materials management, resource planning, performance metrics, investment planning, financial reporting, labor productivity, stakeholder engagement, planning & scheduling.

AvangridNew York State Electric & Gas (NYSEG) and Rochester Gas & Electric (RG&E)• Lead the creation of a scope and estimating tool that allowed T&D Operations to make key strategic resource and budgeting decisions associated with the transmission line deficiency mitigation program.• Designed optimized gate assessment process that identifies the category of deficiencies to be mitigated by Operations and Major Projects in preparation of the comprehensive mitigation program 5-10 year annual budget.Central Maine Power• Prepared preliminary T&D Operations 5 year annual budget.• Facilitating the development of the 2019 resource work plan in P6.

Metropolitan Washington Airport Authority – Dulles Corridor Metrorail Project: Conducted comprehensive audit of 50+ construction change orders for the $3B, 23-mile extension project. Aligned all change orders with federal procurement best practices and ensured proper documentation/pricing.

Key Achievements:• Located $78.6M in potential project risks and launched mitigation plans that controlled 65% of the risk.• Found $22M+ in potential backcharges and claims.• Developed/recovered $2M in backcharges and claims.• Recovered $880K in pass-through costs, $600K in erroneous subcontractor costs, and located $500K in potential charge orders.• Restructured organizational infrastructure, establishing 5 key project control groups – risk & opportunities, cost & change control, planning, scheduling, project accounting, and project reporting.• Established team-centric environment, developing collaborative teams with internal/external customers, and conducting team training and mentoring.• Headed the Project Controls/Best Practices Cross-departmental Offsite team.Project Accomplishments:• Nedak Ethanol Plant (44 mmgpy), Atkinson, Nebraska: Championed large-scale audit, uncovering $15M in owner changes and vendor LDs/back charges. Appointed by COO. Mitigated risks, launched cost control processes for real-time cost analysis; established site procurement/contracting procedure, material control/design change control; implemented integrated master punchlist database; and put in place mechanical completion, commissioning, and startup schedule.• Midwest Grains Processors Ethanol Plant (57 mmgpy), Riga Michigan: Prepared $10M product liability/ construction claim against S&T heat exchanger manufacturer, leading to arbitration filed against vendor.

Key Achievements:• Negotiated $15M letter of credit to secure vendor’s continued operations.• Saved over $5M in costs by reconciling/closing 1,500+ POs.• Recovered $1M+ in damages.Project Accomplishments:• Various plant projects: Pushed completion/closeout of 9 new ethanol plants (630 mmgpy) with total installed cost of $1.1B. Worked with company and joint venture partner The Industrial Company to direct budgets, mitigate risks, develop and oversee cost, change control and cash flow programs, and establish warranty program.

Key Achievements:• Directed launch of $2.3B fossil-fuel repowering and $1.1B backend AQCS projects nationally.• Developed and established project controls organization from scratch, including all processes, systems, and tools.• Prepared reports to all levels in the organization.• Garnered Annual Incentive Plan increase for outstanding performance.Project Accomplishments:• Cash Flow Management System: Created a cash flow management system for the development EPC projects, helping the group secure management of the company’s 5-year environmental capital expenditure plan worth $1 to $1.5B.• Project launch procedures: Spearheaded development, corporate and regional acceptance, and launch of 25+ project execution processes within 8 months, 4 months ahead of schedule. Procedures became standard practices for all auditing, operating, and SOX compliance areas.• IT Program/Project Execution System: Led the design, business case development, and launch of the IT system and integration project, integrating Accounting and Procurement. System included 4 software platforms – planning/scheduling (Primavera P6), risk analysis (PertMaster), cost/change control and document management. Delivered project in 6 months, ahead of schedule and under budget.• SOX Internal Controls: Developed internal key controls to ensure Sarbanes-Oxley compliance, developing concepts, testing criteria/frequency, and launching controls.• Long Beach Generating Station: Drove completion of $97M, 260MW gas-fueled repowering project on time in under 4 months. Garnered Commemorative Gas Turbine Blade award for contributions to project success.

Key Achievements:• Delivered $56M in cost savings by conducting cost/benefit analysis based on project, scope changes, NPV, IRR, and task approvals.• Secured $45M cost savings by launching cost/opportunity sharing contract process.• Directed $3.9B portfolio of new plant construction projects/economic feasibility studies and $3B in budgeting, cost control, scheduling, dispute resolution, document management and change management.• Drove capital management and cash flow program totaling $3.9B by establishing and leading financial and project controls infrastructure.• Saved $9M by creating a proforma project and risk management model to maximize financial returns.Project Accomplishments:• Big Horn Generating Station Power Plant Project, Nevada: Secured a $40M reduction for the 574MW 2x1 combined cycle power plant project by implementing comprehensive due diligence of contractor’s EPC estimate. Delivered project at $425M in costs, under the $465M project budget, and 1 1/2 months ahead of schedule.• Hunterstown Generating Station 828MW 3x1 Combined Cycle Plant project, Pennsylvania: Delivered project completion at $5M below budget – final cost $492M, down from budgeted $497M.• Choctaw Generating Station 827MW 3x1 Combined Cycle Plant project, Mississippi: Completed project on time and $15M under the $475M budget.• Seward Generating Station 521MW CFB Waste Coal Power Plant project, Pennsylvania: Delivered project completion on time and within the $638M budget.

Key Achievement:• Directed budgets, costs, cash flow, and handled all planning, scheduling, and change control on key capital projects.

Key Achievement:• Secured a $35M price reduction through comprehensive analysis of the contractor’s EPC estimate.