Develop and drive the go-to-market strategy and execution for west region market pursuits across the Quanta Services suite of operating companies. Includes leadership responsibility for client engagement and satisfaction, external partnerships, major project development, negotiations, and contract execution.

Led organizational planning, operations, and client engagement across Quanta West LLC's family of operating companies. Companies include: Energy Services West, Crux, Summit Line Construction, PAR Western Line Contractors, Quanta Utility Engineering Services (QUES), and Potelco Inc.Together with the Operating Presidents of each independent subsidiary, scope of responsibility includes the safe, successful pursuit and delivery of critical energy infrastructure engineering and construction work awarded to Quanta West companies.

Sr. Director of PG&E’s Service Planning and Design organization, a 1,200-person, primarily ESC union-represented, team responsible for PG&E’s delivery of new or expanded gas and electric service to customers. This includes ownership of the end-to-end new business process and the overall customer experience, with direct operational oversight over project management through construct/meter set, gas and electric design, cost estimates, contract execution, and accounts receivable. Represents ~100k inquiries for electric and/or gas service in residential, commercial, and agricultural segments.

Led PG&E’s Rebuild in response to the October 2017 Northern California wildfires. Responsibilities included the management of a matrixed organization accountable for the timely delivery of all aspects of rebuilding impacted communities. Scope of work included the construction of damaged electric & gas infrastructure (6 major subdivisions, ~10k structures destroyed), grid modifications, new customer service connections, enhanced customer programs and solutions, external partnerships, and builder and community engagement. Reported directly to the President of PG&E given the sensitivity and urgency of the rebuild.

Responsible for enabling the delivery of critical PG&E operational objectives by strengthening PG&E’s customer experience and presence in local markets.

Direct management for 100-person organization: - Directed business operations, including metric oversight and sales enablement activities for PG&E's sales and service organization; exceeded sales goals YOY; developed ground breaking training platform- Launched enhanced relations with growing third-party energy service providers - Continued direction of customer education to enable major gas and electric projectsChief of Staff Function:- Created structure and facilitated Customer Service monthly business reviews- Facilitated development of Customer Service's 5-year forward looking strategic plan and associated metrics, 2k person organization

- Designed and led a new organization to manage PG&E field based customer impacting programs- Established structure, metrics, funding mechanisms, operating plan, and internal partnerships (developed team from 0 to 80 employees)- Managed PG&E's San Bruno Recovery activities with impacted customers and the San Bruno community- Led field-based customer education for PG&E's: SmartMeter™ deployment (5.1M meters); natural gas pipeline safety enhancement plan; remediation of identified encroachments over gas transmission lines; major electric reliability projects; mandatory variable pricing transition for commercial customers (200k customers)

Responsible for leading the establishment of a new Customer Impact team (Jan 2010) intended to manage internal and external responses to pre and post product launch customer needs, including crisis recovery. In place promotion to Director.

- Led a geographically dispersed team of 30+ Business Account Managers; reconfigured to design new segment-based strategic accounts team and inside sales team - Exceeded sales targets by 281% and 127% in years ‘08 and ‘09, respectively- Led team through 2008 voluntary downsizing; Achieved original sales targets w/35% fewer employees- Achieved top decile employee engagement results YOY, including downsizing yearSpecial Assignment (9/09-3/10):-Led design and change management of 1,000 person functional re-organization; focused on redesign of Customer Research, Product Marketing, Sales, Service, Customer Recovery, and Channel Management organizational functions. Based recommendations to executive leadership on data analysis and input from consultants and employees.