Samson Thomas Email & Phone Number

Hyattsville, MD, US

Upper Marlboro, Maryland, United States

• Leads a cross-functional team of 30+ individuals to provide electrical services across multipleindustries and sectors such as residential, commercial, government, etc.
• Improves customer service and project completion rates by optimizing team performance and efficiency without compromising service quality.
• Provides strategic direction and technical, policy, and procedural guidance to ensure productivity and improve project turnaround times.
• Manages an annual budget of $50M to meet the company’s financial goals and customer obligationsby optimizing resource allocations and eliminating inefficiencies.
• Mitigates risk and improves process transparency by implementing financial and procedural controls to manage operation and maintenance (O&M) costs.
• Spearheads damage assessment and secondary role activities during emergencies to reduce responsetimes and expedite resource allocation for restoration.

Washington, District Of Columbia, United States

• Led a multidisciplinary team to manage a $200M annual department budget. The team comprised of business analysts, financial analysts, project managers, project control specialists, construction managers, etc.
• Managed an engineering portfolio averaging $155M of annual capital expenditure by establishing aProject Management Office (PMO) structure and hiring external resources.
• Reduced a $70M backlog of capital projects by 50% within 6 months by implementing a process and structure to expedite project completion activities and asset allocations.
• Improved O&M savings of the department by $3M against an annual budget of $9M via internalcontrols.
• Streamlined contract administration and account payable processes which enhanced contractor relationships.
• Aligned project delivery processes across engineering departments by developing process documents, RACI matrices, and procedural documents to ensure timely delivery of projects.

Washington, DC

• Oversaw 40+ bargaining and management employees across D.C. and Maryland which included supervisors, engineers, designers, etc., along with multiple engineering contractor workforces to achieve business goals.
• Improved distribution systems’ performance by carrying out root causes analyses of systemdeficiencies, executing corrective measures, and standards, and implementing procedural changes.
• Managed an annual capital project portfolio of $125M+ and ensured projects were on time and within budget.
• Drove reliability performance to 1st quartile/decile levels and achieved 2.5Beta SAIFI and SAIDImetrics for Pepco in DC and MD regions which earned special recognition from leadership.
• Implemented FLISR processes and distribution automation plans to address and reduce system outages.
• Executed a strategic organizational restructuring to adapt to changing business needs and ensureteam effectiveness to meet objectives.

Washington, DC

• Managed a $150M annual engineering budget for projects focused on driving reliability performance by optimizing resource allocations and eliminating redundancies.
• Drove reliability improvements by reducing outage frequency by 7% in DC and 22% in MD over 3 years.
• Supervised the Reliability Engineering team in executing projects to improve distribution system performance and mitigate outage frequency and duration.
• Established a customer satisfaction-focused work culture which increased satisfaction rates byadding internal processes and controls that ensured customer concerns were addressed thoroughly, accurately, and on time.
• Improved the effectiveness of resolutions and prevented recurring issues by implementing enhancements to the outage root cause analysis process.
• Boosted community engagement through active participation in customer focus forums andcommunity meetings which highlighted the company’s commitment and improved its reputation.

Rockville, MD

• Directed a team of engineers, designers, and contracted workforce to execute large customer development projects, facility relocations, and system performance.
• Managed the department’s capital budget of $300M+ for distribution projects in the Pepco Region.
• Developed work management and created tracking mechanisms, processes, and documentation templates for the department to ensure optimal performance and consistency when achieving projectobjectives.
• Designed, planned, and executed the project to convert 30K Mercury Vapor lights to High-PressureSodium lights across the Pepco region.
• Collaborated with the corporate finance group to create work breakdown structure (WBS)methodologies for projects and developed a PHI engineering dashboard to track KPI performance.
• Liaised with the Public Service Commission to jointly develop a streamlined process for new residential services and for calculating annual collection fees while representing the company at thePSC.

Master Of Business Administration - Mba, Business Administration And Management, General

Master Of Science - Ms, Technology Management

Bachelor Of Science - Bs, Electrical Engineering