Scott Kelly Email & Phone Number

Phoenix, Arizona, Us

Leads NPL East with overall P&L responsibility for project execution across the Midwest and Eastern regions of the US. Responsible for organic and conquest growth.

Phoenix, Arizona, Us

Lead Operations Support Groups

Phoenix, Arizona, Us

Merrillville, In, Us

Merrillville, In, Us

Merrillville, In, Us

Arlington, Virginia, Us

Led DP&L's Information Technology, Supply Chain, Transmission Planning, NERC Compliance and Corporate Giving efforts involving a team of 130 employees. Oversaw annual budget of $42M while procuring $400M of non-fuel products and services•Achieved 100% safety performance•Saved $6M through supply chain value-add initiatives •Restructured IT and Supply Chain organizations resulting in annual savings of $1M while improving customer service •Obtained 100% compliance on NERC reliability and cyber-security audits•Governed DP&L's community philanthropic activities of $3M

Arlington, Virginia, Us

Served as DP&L's lead in working with AES to prepare DP&L to operate as a subsidiary of AES upon closure of the $4.7B merger. Coordinated 150 personnel across 10 major business functions responsible for completing 140 major tasks. •Completed 140 major tasks on time and within budget, involving significant coordination with Financial, Human Resources and Information Technology business units•Compiled merger synergies worth $30M to be implemented over time

Dayton, Ohio, Us

President DPL Energy (DPL Subsidiary) (2010)Revamped DPL's unregulated retail operations by building a sales, back office support and account management team of 50 employees and contractors. Focused on retaining electric sales in the DP&L service area while growing sales throughout Ohio and managing a $10M municipal and commercial street lighting business. •Secured customer contracts representing 95% of DP&L's competitive retail market worth $450M in annual revenue•Negotiated 5 year street lighting contract with DP&L's largest municipal customers resulting in $6M in annual revenue•Created a growth strategy for DPL Energy to enter retail markets in IL, PA, MD, NJ and MI

Arlington, Virginia, Us

Directed DP&L's customer service group of 1,000 employees and contractors responsible for delivering quality service to DP&L's 500,000 customers. This included new construction, outage management, call centers, meter to cash, maintenance, engineering and planning, and regulatory compliance. Managed annual budget of $60M operating funds and $75M capital funds.•Achieved best safety results for DP&L operations in a decade•Negotiated 50 year agreement with Department of Defense for Privatization of WPAFB electric assets resulting in $1M increased annual revenues•Negotiated 3 year contract with union resulting in $3M annual impact related to contractor flexibility•Guided development of DP&L's $400M electric Smartgrid and Advanced Metering Infrastructure strategy along with the development and implementation of a $2M energy efficiency program•Negotiated economic development agreement to entice Caterpillar to locate in the Miami Valley•Maintained 1st quartile cost position while increasing strategic investment spending targeted at improved customer service•Upgraded JD Power customer satisfaction position from 4th to 2nd quartile with customer focused initiatives

Director, Engineering and Business Development (2001-2007)Oversaw DP&L's transmission and distribution outage dispatching, transmission system operations, transmission design, new construction project management, economic development and key customer account management. Managed workforce of 60 technical and customer focused employees. •Engineered and launched a construction control center concept allowing new construction customers to have a one stop contact point within DP&L. Consolidated and reduced staffing from service center operations which improved customer service and realized savings of $600K•Coordinated efforts that successfully signed over 200 customers to long term electric agreements retaining $400M in revenue

Built strong relationships with DP&L's large to medium commercial and industrial customer base for strategic purposes related to future electric deregulation. Managed a group of 8 account managers working across various industry segments. •Negotiated long term electric agreements with DP&L's 50 largest customers resulting in increased revenues of $2M annually for new products and services •Expanded customer account program from a focus of 50 customers to over 500 commercial/industrial clients•Collaborated on major organizational staffing redesign that reduced annual budget by $6M

Managed workforces from 10-50 responsible for various facets of customer service such as metering, meter reading, line clearance, outage management, full service payment center, project design and project management. Responsible for community management in DP&L's Marysville service area which encompassed 10,000 customers. •Restored relationships with the City of Marysville through extensive relationship building•Designed new standards for DP&L to install electric and gas facilities in front street easements saving $1M annually•Drafted a strategic approach for non-residential customer-focused account management in a deregulated utility environment that continues to guide DPL Energy strategic process today.

Milwaukee, Wi, Us

Coached 105 team members involved in Rockwell's first attempt at creating a self directed work area to include engineering, manufacturing, quality and customer service while having P&L accountability. Led integration of a Pennsylvania produced truck axle product into the Newark plant. •Operated with no lost time safety accidents•Led major plant consolidation initiative while continuing to meet 100% customer requirements•Improved product quality and customer service for front axle production

Milwaukee, Wi, Us

Managed all 2nd shift supervisors responsible for plant operations including maintenance with a workforce of 400. •Realized a 20% improvement of on-time product delivery to support the Department of Defense during Desert Storm operations•Upgraded product quality standards which prevented impending loss of $200M DOD contract •Developed key metric reporting for quality improvement of manufactured components, which significantly enhanced quality standards.

Master Of Business Administration (Mba)

Bs, Mechanical Engineering

High School Diploma