Engineering and business leader
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I build systems and solutions solving challenges in the power industry. Twenty-eight years, leading teams across a vertically integrated utility including environmental, engineering, regulatory, operations, IT & OT systems, project and program management.
A consistent approach: identify the opportunities and problems, define the business case to justify and commit to a solution, build the project and team to implement the solution, and ensure a smooth transition to operations.
The business results: a byproduct disposal liability turned into a twenty-year venture on the partner's capital, a swing of roughly $10–12M a year. An OEM service agreement cut by roughly $25M a year after building the competitive alternative the negotiation lacked. More than $100M of internal capital won for programs improving safety, compliance, reliability and efficiency.
Developed a 55-person asset management program optimizing $15B of assets and institutionalized in the operating units today with Reliability Centered Maintenance (RCM).
My career began on the other side of the table: as the county regulator who built the Clean Air Act case that became the first settlement in EPA's national enforcement initiative against coal-fired power plants, then recruited by the utility the case was built against to create a negotiated path forward. Trained in the U.S. Navy nuclear power program, I have consistently leveraged my Navy operations mindset and lifelong learning, earning an MBA, MIT Systems Certification, ASQ Black Belt and SMRP CMRP.
TAMPA ELECTRIC — Tampa, Florida 1998 – Present
Senior Director, Special Projects — Business Transformation 2026 – Present
Chartered to transform the performance of the enterprise governance model and ERP system configuration for more than $1.6B a year of capital and O&M. Improve how work is approved, planned, contracted, paid and reported coordinating through six functions that do not report to the role: operations, supply chain, legal, finance, audit and technology.
Senior Director, Asset Management 2020 – 2026
Designed and implemented enterprise asset management from four operating organizations consolidated into one 55-person function organized by asset class and led through four managers managing $15B+ in assets, $1B a year of capital, $600M of O&M: 6.1 GW of generation (NGCC, 25 solar sites, battery, reciprocating engines, and aeroderivative), 250 substations, 1,300 circuit-miles of transmission, 13,000 of distribution.
Manager, Asset Management 2016 – 2020
The origins of TEC’s first asset management program: one station, four people, organized around asset classes rather than departments, with fleet accountability for NERC's cybersecurity and operations-and-planning standards and hands on RCM builds.
Manager, Operational Technology 2010 – 2016
Integrating plant control systems and the enterprise: work management, electronic isolation, alarm management, the process historian, control-network security and the data chain that keeps construction on budget.
Engineered the classification out: a planned control-system upgrade merged with network segmentation as one program in one outage window, for $2.3M. Three audits since have upheld it.
Manager, Operations Planning and Generation Planning 2004 – 2010
Lead the team executing analytics for what the company ran each day and what it built, bought or declined. Built the first operations planning function, then lead integrated resource planning: the Ten-Year Site Plan, IRP, purchased-power evaluations, and fuel budgeting.
