Provide overall management direction to all Repsol Renewables North America (RRNA) managed utility scale wind and solar projects. Responsibilities include management, oversight, and direction of all operating RRNA Power Projects to ensure safety, superior operational performance, profitability, and contract compliance. Other responsibilities include decision making and problem solving, regulatory compliance, legal interface, guidance and direction to Site Managers and Service Providers, and monitoring plant daily operational and maintenance activities.

Fully accountable for the business unit’s financial performance, operational management, and strategic development, including customer relationships, product and market development, profitability and cash flow. Leads 135 employees including the sales teams, commercial managers, program and product managers, engineers, operations technicians, procurement, and manufacturing specialists. Oversees the design, engineering, manufacturing, and delivery of the highest quality sensing components to the most demanding and harshest industrial environments around the world. • Instilling a stronger culture of safety and quality resulting in drastically improved metrics in both areas.• Focused on financial forecasting that has stabilized the process and more accurately predicts financial business performance indicators. • Restructured the Engineering Group according to spans and ladders best practice management principles leading to more efficient organizational span of control and providing clear career paths for the group.• Identified areas of improvement in the Sales, Finance, and Quality teams by hiring key personnel that have had a positive impact in order intake, capture and bid proposal processes, and product quality and delivery.• Coaching and mentoring the Sensors Senior Management Team to identify professional development opportunities, promoting an attitude of teamwork and trust, and providing valuable teaching moments to improve leadership qualities.

Delivered worldwide profit and loss (P&L) responsibility for Operations and Maintenance (O&M), Engineering Support, and Performance Management of utility scale, commercial and residential solar installations. Directed 200 employees plus contractors with 8 direct reports and annual revenues over $50M. Oversaw fleet of more than 900 utility scale, commercial and industrial (C&I) sites totaling over 3 GW and 200k residential installations• Changed O&M business strategy from cost center to P&L, resulting in profitability and cash flow.• Improved fleet availability from 96% to 99.5%, exceeding customer contracts and expectations.• Managed commissioning, working with EPC leadership and ensuring high initial performance of projects.• Directed O&M contract sales, including performance modeling, guarantees, optimized revenue,margin and risk, securing best price to win while protecting O&M and company interests. • Built and managed NERC-compliant Control Centers and Tiered Support teams, linking vital systems and communication, allowing for seamless and mass distribution of critical instructions, notifications and alerts.• Drove closed-loop learning using field performance and problem data, enabling safety, quality and productivity improvements in Product Design, Development, EPC and O&M.• Oversaw dramatic operational cost reductions, creating innovative initiatives and structured program management.

Led all EDPR North America’s Operations & Maintenance efforts. Managed Field Regional and Site Operations Management teams, including Performance Engineering and Operational Excellence (PEOX), Remote-Operations Control Center, Central Maintenance, High Voltage Operations, Contractor Management, Training, and Administrative Support.• Fully implemented operations, maintenance and support teams facilitating rapid operational growth from 1500MW to over 4000MW in just over 4 years, overseeing operational budget of $180M.• Directed staff of 80 full-time employees (FTEs), managing 30 operating wind power plants with 5 different original equipment manufacturers (OEMs).• Led corporate strategy for end of warranty by self-performing O&M, resulting in significant operational cost reductions.• Defined and instituted operational, metric and incentive programs, exceeding company goal of 98% availability for all operational wind power plants.• Developed and implemented Best Practices manual, Standard Operating Procedure manual, Operational Excellence programs and Supplier Management programs, standardizing organization’s overall Concept of Operations. • Established Operations Safety Program, lowering lost time incident rates as well as recordables.• Managed NERC audits at 15 sites covering 5 regions, resulting in no discrepancies noted.

VT GROUP, Corporate Office, Atlanta, GA 2006 - 2008Director of Business Development – Houston, TX (2007-2008)Executed all aspects of business development, including strategic planning, identifying and qualifying new customers. Developed capture and contact plans, presented capabilities briefings to new customers. Supported winning proposal development and key alliance building.• Guided sales and capture efforts, generating over $1.4B in contract value.• Led company’s strategic goal of expansion, securing Air Force and NASA markets.• Managed multiple projects, driving cross-functional teams and partnerships with leading engineering and technical services firms.National Geospatial Intelligence Agency, St Louis, MO 2006 – 2007Program Director Administered Base Operations Support Contract. Provided leadership and managed P&L for Facilities Operations and Maintenance, Safety, Quality Assurance, Grounds, Custodial, Engineering and Construction of facilities and modifications.• Increased revenue by 20% and profits by 500%, bringing project management experience to contract, allowing more Construction of Facility (COF) projects to be undertaken and creating greater customer confidence.• Implemented quality and safety plans, resulting in zero Lost Time Incidents (LTI).• Improved customer satisfaction ratings, enhancing communication and encouraging feedback.

Directed O&M, Energy Management, Management Information Systems and Procurement groups. Ensured uninterrupted thermal services to Texas Medical Center. Assisted President and Board of Directors in planning, developing and implementing policies and procedures to meet corporate objectives. Held direct responsibilities for over $45M of TECO’s $70M total annual operating budget.• Managed energy contracts (natural gas and electricity) through turbulent energy market, avoiding over $2.5M in energy costs by implementing hedge plans and close market monitoring. • Negotiated with electric utility provider, reduced initial cost of added plant capacity and lowered existing capacity charges, yielding $1.7M savings.• Researched and managed submittal and reward of $370K rebate for energy efficiency designs, implementing during plant expansion.• Improved operator training, incident reporting and conduct of plant operations, instituting qualification and training program patterned after U.S. Navy’s Nuclear Power Program.

Led Facility Maintenance and Operations for NASA Johnson Space Center Operations Support Services Contract, including Sonny Carter Astronaut Training Facility and Ellington Field Air Force Base. Managed operation of 200 facilities with over 5M square feet spread out over 1.7K acres. Oversaw critical facilities, including Mission Control, Mission Control Power Plant, Site Central Heating and Cooling Plant and numerous Manned Space Flight Test Facilities. • Directed team of over 300 personnel with 6 direct report managers and 10 field supervisors, coordinating total contract value of more than $300M over 5 years.• Saved $500K in contract deductions and exceeded NASA expectations, partnering and designing innovative management of energy control systems and personnel.• Reduced operations overtime by over 2K hours in less than 9 months, resulting in $430K savings.

Director of Energy Asset Investment Management Managed a group of nine Asset Investment Managers who were responsible for the portfolio management of 27 major corporations around the country including JC Penney, Owens Corning, Simon Properties, Polaroid, Quebecor World Printing, Suiza Foods and many other recognizable companies nationwide.• Analyzed the technical and financial viability of energy efficiency projects based on volumetric energy savings and capital outlay versus NPV and controlled the allocation of approximately $250 million in capital outlay annually.• Managed seven regional managers and over 100 national developers and project managers optimizing energy efficiency projects, prioritizing projects and maximizing value from each contract.• Increased profits by $50 million in one-year managing 27 major national corporate accounts.Director of Energy Asset Operations Management Directed a team of 30 engineers and technical managers in support of origination (sales) teams for the development of Operations and Maintenance (O&M) services contracts. These ten-year contracts totaled over $1.5 billion. Major accounts included: Quaker Oats, Eli Lilly, Tyco Heathcare, Spring Industries, Simon Properties, Macerich, Infomart, and Polaroid.• Managed and developed contracts that included due diligence, pricing, contract structure, transition, and execution. Coordinated detailed engineering reviews of all types of facility operations and maintenance.• Generated cost savings of $6 million in the first year of managing the accounts utilizing reliability-centered maintenance, workforce optimization, strategic logistic support, and a centralized call center.• Set up subcontractors and call center activities, participated in labor negotiations including walkovers and hiring facility managers, plant / facility visits and training sessions which provided smooth transitions into the company’s program.

With a total Base Operating Support Services contract budget of over $50 million per year, managed six electrical, mechanical, and controls engineers, four shift supervisors, and 33 union operations engineers in the safe and reliable, 24/7operations of the Site Central Heating and Cooling Plant, Mission Control Power Plant, and over 120 other NASA facilities including Mission Control and Manned Space Flight testing and training facilities.• Completely revised and implemented the Energy Management Control System for over 40 mission critical NASA Johnson Space Center and Sonny Carter Training Facility buildings.• Created the Space Center Central Heating and Cooling Plant Facility Baseline Documentation that became the model for all other critical facilities including the Mission Control Power Plant.• Wrote and implemented documentation critical to the company receiving ISO 9000 certification.

Served aboard three Fast Attack Nuclear Powered Submarines and one Ballistic Missile Submarine as a Nuclear trained Machinist Mate and Navy Diver attaining the rank of Chief Petty Officer and ultimately Naval Submarine Commissioned Officer.Department Head / Nuclear Engineering/Combat Systems Managed a 40-man department with five divisions of degreed engineers, supervisors, electronic technicians, mechanics, and operators.Director of Aspects of Reactor Plant Operations at Naval Nuclear Power SchoolManaged a team of seven certified nuclear engineering officer instructors. Division Officer / Damage Control Assistant Managed a division of 15 mechanical technicians.Division Officer / Reactor Controls Assistant Supervised a ten-man division of nuclear certified Electronic Technicians Officer Candidate – University of Florida, Gainesville, Florida For superior performance, selected to the Navy’s Enlisted Commissioning Program (ECP). As the leading Officer candidate, supervised the commissioning class and subsequent classes of ECP Officer Candidates.Reactor Plant Systems Instructor - Naval Nuclear Power School, Orlando, FLMachinery Division Leading Chief Petty Officer – Groton, Connecticut & Bangor, Washington Managed a division of 20 nuclear trained mechanics and engineering laboratory technicians.