Responsible for the effective creation and implementation of policy in all aspects of the Authority’s business during a time of transition. Completed a strategic business model study which studied options of privatization, in-sourcing, and outsourcing arrangements. Negotiated transition of the T&D business to a new service provider under a public-private partnership model; a $600M/yr 10 year contract aimed at first quartile performance in all aspects of the business. Expanded the efficiency and renewable energy programs as part of a low cost strategy to defer new generation. Continued leadership in renewable energy through the successful commercial operation of utility scale solar generation and implementation of a feed-in-tariff. Implemented best practice communication and outreach processes after major storms in 2011. Initiated a roadmap for rate structure reform and improved debt management. As part of a state-wide consortium of transmission owners, proposed sweeping upgrades to reduce congestion and address energy policy in Chicago. Retired obsolete generation and coordinated enabling transmission upgrades. He has over 30 years of experience in various operating roles in investor owned utilities and at the Authority.Recent work includes development of Smart Grid strategies, implementation of storm hardening policies, capital expenditure value analysis, contract process metrics, maintenance policy review, substation and transmission system condition assessment, and reliability program policies, system spares methodology, improved planning criteria, root cause failure analysis, life cycle cost methodology and probability based risk analysis.• Smart Grid• Resource Planning• Risk Management• Supply Chain• Asset Management Business Strategy• Utility Services• Business Processes• Business Controls• Budget Discipline• Project Management• Work Management• Organizational Effectiveness• Maintenance Processes• Technology

Management of T&D strategy, operation and maintenance policies and of the $250+ million capital budget. Direct oversight responsibilities include system planning, engineering, fleet management, construction, reliability, project management, system operations, power restoration, and generation interconnections. Functional oversight of customer service, customer back-office, and shared services functions.Implemented capital expenditure value analysis, departmental process metrics, maintenance policy review, substation and transmission system condition assessment, and reliability program policies, system spares methodology, improved planning criteria, root cause failure analysis, life cycle cost methodology and probability based risk analysis. Executive Director of T&D Operations 2001-2003Director of T&D Operations 1999-2001

eveloped maintenance strategy and program for the Transmission and Distribution system using Reliability Centered Maintenance (RCM). Supervised a staff of 14 analysts and program administrators. Developed, managed, and forecasted a $146 Million annual budget.Implemented a Computerized Maintenance Management System that enabled tracking of T&D equipment, customization of maintenance programs, and maintenance program savings of 15%. Also developed a model for evaluating and prioritizing replacement of aged and obsolete equipment.Negotiated and implemented a customer/supplier interface agreement and established clear lines of responsibility.

Selected by the President to perform organization and process assessments of a distressed business unit during a turn-around situation, in a compressed time frame.Directed unionized field construction, operating, and maintenance crews across 19 offices in 4 regions. Managed over 2500 substation facilities and transmission lines.Improved safety reportable accidents by 80% in 2 years through the use of collaborative employee safety teams. Implemented project scheduling, incumbent skills training programs, field design & construct and process improvements, decreasing substation operation and maintenance costs by $20 million while increasing reliability and essentially eliminating existing maintenance backlogs.Worked collaboratively and negotiated with the labor union to implement key work rule changes that allowed resource scheduling flexibility between regions and reduced average crew size by 20% per crew.

Supervised design and engineering of local distributions systems.