Over his career, Mr. Wilson has specialized in determining operational and business impacts associated with significant industry change (e.g., regional market restructuring; evolving energy supply, delivery, and service models; and increasing regulation), and helping clients to improve operational and market performance, manage internal acceptance and change, and guide business transformation efforts. In 1996, he founded NorthStar Concepts, Inc., a management consulting practice serving energy markets, utilities, and other industry clients for ten years. Prior to NorthStar, Mr. Wilson was a member of ScottMadden’s strategic energy market and business planning practice for six years. From 1984-1988, he served as a U.S. Army officer stationed in Europe with U.S. nuclear weapons and U.S./West German Army combat and heavy construction engineer units. He earned the EIT and U.S. Army Airborne qualifications while at the Virginia Military Institute.
As a senior advisor and consultant to the Energy and Utilities sectors, his areas of specialization and experience include:
- Strategy, market and business planning, operations and capital planning, compliance, policy management, organization and process, and engineering/technology integration:
- Energy and Industry — regional markets, wholesale power, generation, delivery, field services, and customer-side operations
- CleanTech — advanced (smart) grid, energy efficiency/energy management, DR, distributed energy, storage, renewables, and utility analytics
- Investor/Public Enterprise and Organizational Management — market/enterprise economic value, system operations, infrastructure/asset mgt, and business process/organization design
- Customer Markets — “knowledge-based” segmentation, customer experience, product/service quality and delivery, and retail end-use strategies and programs
- Technology planning, application, and intellectual property (IP) management
- Kaplan-Norton Balanced Scorecard strategy/business planning and execution management
- Measurement and verification (M&V) and energy efficiency/audit
- Significant industry speaking and executive/organizational facilitation experience
CREDENTIALS & PROFESSIONAL HONORS
- M.B.A., Business Administration, University of North Carolina, Chapel Hill, 1990
- B.S., Civil Engineering, Virginia Military Institute (VMI), 1984
LICENSES & CERTIFICATIONS
AEE board-certified measurement and verification professional (CMVP)
AEE board-certified energy audit professional (CEA)
Publications, Industry Leadership Forums/Conferences, and Presentations
Capital Project Justification for Utilities of the Future, Course Instructor, DistribuTech 2017, January 2017
Management of Power Generation Fleet/Plant Operations to Minimize Cost and Risk with Distributed Energy Resources (DER), Paper Session Speaker, POWER-GEN International 2016, December 2016 (participation deferred to 2017 due to delay of supporting project field data/results until 1st / 2nd Quarter 2017)
3rd Annual Demand Response & Distributed Energy World Forum – 2016, Conference Chair Development and Advisory, Smart Grid Observer, October 2016
“Becoming the Utility of the Future – Risk and Opportunities,” R. Brown | C.S. Wilson | H. van Nispen, IEEE Power & Energy Magazine, September/October 2016
Capital Project Justification for Utilities of the Future, Course Instructor, DistribuTech 2016, February 2016
2nd Demand Response World Forum – 2015, Conference Chair/Session Chair, Smart Grid Observer, October 2015
Global Electricity and Technology Roundtable, Member, The Brookings Institution, April 2015
Global Electricity and Technology Roundtable, Member, The Brookings Institution, October 2014
Natural Gas Task Force, Member, The Brookings Institution, October 2014
Demand Response World Forum 2014, Conference Chair/Session Chair, Smart Grid Observer, October 2014
Cohesively Developing Demand Response, Distributed Energy Resources and Smart Grid Through Microgrids — Value in the Modern Energy Market, MACRUC 19th Annual Education Conference, June 2014
Global Electricity and Technology Roundtable, Member, The Brookings Institution, April 2014
Natural Gas Task Force, Member, The Brookings Institution, April 2014
New Utility Business Models in the Face of Rapid Technological Change, Consecutive multi-panel session, Co-chair and Moderator, NARUC Winter Committee Meetings, February 2014
1st Senior Leadership Roundtable (Southeastern US Energy Market): Develop Policy Direction Themes Supporting Distributed Energy/Advanced Grid, Roundtable Organizer/Facilitator, hosted jointly with Duke Energy and GE Digital Energy, December 2013
Natural Gas Task Force, Member, The Brookings Institution, November 2013
Global Electricity and Technology Roundtable, Member, The Brookings Institution, October 2013
Develop a DER Strategy for the Future — Create Utility Enterprise Value, Conference Chair and Session Facilitator, EUCI, February 2013
Distributed Resource and Smart Grid Investments — Identifying Benefits for Utilities, Customers, and Regulators, Workshop Facilitator, Electric Pricing Conference, EUCI, October 2011
Enterprise Business Drivers for Distributed Energy Resources (DER) and Supporting Grid Technologies — High-level Results from Comverge Utility Roundtable Study, Panelist, GridWeek 2011, September 2011
“Crystal Ball” Discussion — Outlook for Energy Storage in the NERC Power Regions, Session Speaker, 3rd Energy Storage Summit, IQPC – Energy & Utilities Division, November 2010
Smart Grid Rates and Pricing Conference, Panel Moderator and Workshop Facilitator (Smart Grid business planning and rate integration), EUCI, October 2010
Integrating Smart Grid Value into Utility Enterprise Business Planning, Workshop Facilitator, 3rd Smart Grid Implementation & Innovations Summit, IQPC – Energy & Utilities Division, October 2010. “Smart Grid Demands a Collaborative Sourcing Approach,” ScottMadden Viewpoint, August 2010
Power Markets and the Value of Energy Storage, Conference Chair, Panel Moderator, and Workshop Facilitator, 2nd Energy Storage Summit, IQPC – Energy & Utilities Division, May 2010
Integrating Smart Grid Analysis and Valuation into Utility Enterprise Business Planning, Workshop Facilitator, 2nd Smart Metering Implementation Summit, IQPC – Energy & Utilities Division, April 2010
Integrating Smart Grid Analysis and Valuation into Utility Enterprise Business Planning (workshop), and Demand Response Management/HAN (panel chair/facilitator), Smart Metering, Networking and Operations Summit, IQPC – Energy & Utilities Division, December 2009 (update: conference postponed)
Solar Workforce Development Opportunities, Speaker/Panelist, Solar Power International '09, SEPA/SEIA, October 2009
Integrating Smart Grid Analysis and Valuation into Utility Enterprise Business Planning, Workshop Session, Smart Grid Implementation Summit, IQPC – Energy & Utilities Division, August 2009
A Powerful Issue for the Future Rate Case – The Push for Demand Response, Energy Efficiency, and Conservation (panel host/facilitator), The Art of Future Rate Cases Conference, EUCI, October 2008
The Value of Energy Efficiency to Sustainability in a Carbon Constrained World, Georgia Environmental Conference, August 2008
Emerging Technologies: “Active” Energy Efficiency and Demand Response in the Utility of the Future, 2008 North Carolina Statewide Board Retreat (electric cooperatives), June 2008
“Boundary Issues – The ‘Obscured’ Regulatory Clash,” World-Generation’s World-Gen, March/April 2008
Value of the Intelligent Grid in the Utility of the Future, EEI Strategic Issues Roundtable, October 2007
Demand Response: Enabling the “5th Fuel,” G&T Resource Planning Association, October 2007
Technology Trends for Co-ops – What’s Down the Road?, EMCT 2007 Technology Conference, August 2007
“Begin Load Shaping Today – Utility of the Future,” World-Generation’s World-Gen, May/June 2007 “Services Procurement & Contract Management (SPCM): Building the ROI Case for SPCM,” Energy Central’s Energy Pulse, June 2004
“The 2003 US Northeast Blackout: An Opportunity for Energy Companies to Regain Customer, Investor and Market Confidence,” Energy Central’s Energy Pulse, September 2003
“Tap the Internet for Your E-Business Solutions,” Radio Ink, May 2003
Founder and CEO, CSWilsongroup International Advanced Energy Advisory, 2012–2014
Director, Energy Advisory Services (EAS) Group, WorleyParsons, 2011–2012
Partner (October 2008 − 2011); Director (April 2006 − September 2008), ScottMadden, Inc. 2006–2011
President and Co-founder, NorthStar Concepts, Inc., 1996–2006
Managing Associate, Senior Associate, and Associate, ScottMadden, Inc., 1990–1996
Captain, 1st Lieutenant, and 2nd Lieutenant, Corps of Engineers, United States Army 1984–1988
The International Council on Large Electric Systems/USNC—CIGRE (2014)
Association of Energy Engineers—AEE (2009)
Efficiency Valuation Organization—EVO (2009)
AMI, Grid Modernization, and Distributed Energy (DER) Use Case and Financial Analytics Development Supporting the Utility’s Regulatory Filing and Integrated System Operations and Business Planning — Developed and assessed individual device, cross-functional, and integrated system applications providing specific operational/business process capabilities and associated use case benefits to consumers and the utility. Identified benefits focused on system reliability and condition- based resiliency, O&M, field service efficiencies/costs, outage management/recovery, expanded retail services and value, customer engagement and satisfaction improvement, increased infrastructure utilization and lifecycle extension, capital planning and asset management, renewable energy (fleet, community, and retail) and DER integration, fleet generation management and performance optimization, wholesale market participation, T&D condition/network event responsiveness including the use of DER, value of increased risk reduction activities at both system and consumer levels, market and regulatory compliance, and related technology systems integration (ADMS, DERMS, etc.). Developed detailed use case descriptions with aligned metrics and mathematical analytics for modeling use case value. Prepared scenario-based financial investment models supporting regulatory filings to include provision of expert witness support during upcoming regulatory hearings as needed. Results also provide key input to the utility’s ongoing integrated system planning activities and functional-level business and program development initiatives.
Advanced Capability Application, System Use/Value Case Development, and Utility Market “Vetting” for Smart Inverters — Advisory engagement supporting business growth activities of the largest global supplier of “string” Smart Inverters. Evaluated application capabilities, defined utility system use cases, and identified impacted utility operating and business metrics when adopting the client’s Smart Inverter control and device management technologies. Analysis and development included supporting utility grid-level/system network communications, control, and data management technologies in which the client is a leading global supplier as well. Utility use case and benefit areas focused on: 1) inside-the-fence solar PV installation, operations and maintenance activities, 2) simultaneous management and control of geographically co-located solar facilities, 3) coordination of utility fleet-scale solar operations and aggregated distributed retail solar sites with the adoption of AMI and other Grid Modernization systems, 4) extension of Smart Inverters to simultaneously manage other DER (e.g., DR, grid/facility-level storage, etc.) as part of micro-grid operations, and 5) dynamic integration of communications, grid visibility, device control, and data management and reconciliation between Smart Inverters and utility control centers, ADMS, DERMS, etc., to allow flexible, real-time, independent operations of retail customer areas (i.e., sectionalizing the grid), as needed, given system conditions or events. Areas of benefit included O&M efficiencies and costs, lower installation costs and warranty value, PV/DER device reliability and lifecycle, safety, system reliability and resiliency, flexible/dynamic grid operations and network responsiveness, system-level/grid asset management and lifecycle extension, IRP and resource diversification, load/capacity management, retail-level economic energy blending, etc. Results were “vetted” through multiple on-site roundtable discussions with operating leadership at various utilities in North America.
DSO/TSO/GSO Business Model Structures and Requirements for Utility Implementation — Defined all aspects of market and enterprise operational, business, technical, organizational, and other area requirements for transitioning to a DSO (distribution services organization) to include interfaces with TSO (transmission services) and GSO (generation services) market organizations. Established a requirements framework to design and implement advanced energy resource (i.e., DR/DER and renewables) and advanced (Smart) grid applications (i.e., AMI, data analytics, DMS/ADMS, DERMS, etc.) that enable specific market and system use cases aligned with measurable system risk reduction, performance improvements, and system operational/organization metrics. Resulting requirements were detailed for each level of the DSO’s upstream (TSO/GSO) and downstream (retail customer DR/DER) operational interfaces, including: system DR/DER application and facility standards | system DR/DER operations and interconnection requirements | network operations and reliability | network protection and security | system planning & scheduling | reserves & frequency control | retail DR/DER portfolio development and management | retail customer DR/DER program management | integrated market/system and retail facility M&V | DSO analytics with interfaces to TSO/GSO analytics | DR/DER O&M and replacement/upgrade services. Organizational enterprise and functional levels were also evaluated for related implications and requirements to market structure management models, system operations and reliability centered maintenance (RCM) process models, business management systems and value-based decision process models, the operations/information (OT/IT) technology convergence model, utility Big Data and analytics process models, customer engagement models, the capital asset management model (including risk-based ISO 55000 planning principles, such as establishing asset/cross-asset family criticality standards while reflecting system and functional area nuances), finance and capital planning model, and the policy/regulatory management model.
DSO|TSO|GSO (Distribution/Transmission/Generation Organization) Balanced Scorecard (BSC) Strategy Development, Functional Operations and Business Planning, and Plan Execution for Electric/Gas Energy Systems in the Utility of the Future — Developed and supported execution of multiple enterprise and functional-level strategies, operations, and business plans using the Kaplan- Norton Balanced Score Card Strategy Management methodology. Engagement activities included executive leadership, BOD, and management/staff advisory and facilitation. Deliverables included strategic objectives, detailed objective requirements, aligned performance metrics, prioritized operating and business initiatives given aligned metrics and estimated impacts, and integration with enterprise/functional-level capital budgeting and performance tracking activities. Results supported annual, quarterly, and monthly business management and operating performance reviews of plan execution and metrics’ impact attainment with executive leadership and staff. Plans directed the energy system’s modernization and transition to the Utility of the Future with adoption of advanced (Smart) grid (e.g., AMI, DMS/ADMS, DERMS, data analytics, etc.), demand response (DR/ADR) and other distributed energy (DER) applications, renewables, new retail-side customer experiences/engagement, and supporting regulatory/legislative/community leadership engagement and policy development. Given each organization’s regional market context and local operating business environment, resulting plans focused on metrics-based enterprise and function-level corrective actions, performance improvements, and new value/risk-reduction opportunities attainable through grid modernization and application of advanced energy technologies across the energy utility’s value chain. This included determination of benefit impacts to wholesale market ops (PPAs and Delivery), compliance (NERC, environmental, etc.), system reliability and operations, reliability centered maintenance (RCM), business operations and processes, infrastructure integrity and resiliency, capital asset management (incl. value-based and ISO 55000 risk-based), customer-side operations, regulatory and legislative engagement, operation/information technology (OT/IT) convergence, supply chain and vendor/contractor management, etc.
“Next Generation” Advanced Energy Technology Center of Excellence (COE) Strategy and Business Model — Developed a “next generation” strategy and business model for a state-level Advanced Energy Technology Center of Excellence (COE). The organization was established in the 1980s by order of the governor and state legislature and is chartered by the state public utility commission (PUC). It is directed by a governor-appointed Board consisting of all major stakeholders from the state’s energy market, including IOUs, public power, the state legislature, municipal/community leaders, retail and consumer sectors, infrastructure developers, and others. It is funded through regulated power rates, public power contributions, and “fee for service” market revenues. The primary charter is to promote practical application and adoption of energy efficiency through individual retail sector- focused COEs (Residential, Commercial, Industrial, etc.) that provide measurable benefit to the state’s stakeholders as represented by the Board. The organization required a “next generation” strategy and COE business model that a) broadened the chartered focus to include all emerging energy technologies (e.g., advanced/smart grid – AMI | MDM | TMS-DMS | DEMS, distributed energy resources, renewables, e-transportation, etc.), b) enabled practical technology application and solution adoption resulting in holistic and measurable value creation across multiple retail sectors and state/regional power network market levels, c) and targeted new “fee for advisory services” revenue growth opportunities in other US power regions that provide strategic value back to the state’s stakeholders. The project established a repeatable, annual strategic planning process to drive annual business planning and how the organization provides services to its stakeholders as the state’s Advanced Energy Technology COE. The strategic planning process was conducted as a combined client/consultant project team with the organization’s leadership and staff, and included soliciting significant input from the Board and state PUC staff. The finalized strategy and “next generation” COE business model were presented to the Board, PUC Chairman, and several Commissioners/staff, where both received full endorsement and support to proceed with next step business planning and implementation.
Demand Response and Distributed Energy Resource Value Management — Completed for a large DR aggregator operating in North America. Designed a value-engineering based DR/DER solutions strategy and utility client development/management program to deploy the additional capabilities and benefits that demand response and other distributed energy resources (DER) can bring to a utility’s supply and grid operations, regional power markets, and retail customer base with the adoption of Smart Grid assets, such as AMI, DAI/DMS, etc. Benefits looked beyond commodity values of “virtual peaking power” (i.e., $/MW and $/MWH). Energy market input, DR/DER use cases, and metrics-based benefits validation included a multi-utility study conducted through utility executive/management “round table” discussions. Results provided the basis for the company’s roll out of additional value-add DER services that built upon current utility energy efficiency/DR activities and incorporated new DER and Grid Modernization infrastructure/operating technologies as they matured. In addition, Scott presented summary results of the utility roundtable study in a panel session discussing DER business drivers and values at GridWeek 2011.
Smart Grid/Advanced Energy Resource Strategy and Business Planning — Developed market, business, and operating strategies integrating Smart Grid (AMI, DAI, DMS, etc.), SmartEnergy (i.e., energy efficiency and management, etc.), and renewables/CleanTech into utility supply and T&D operations, field services, and customer-side operations. Project activities included both facilitated executive strategic planning off-sites and functional-level operations planning to develop energy business and utility operating models for the “Utility of the Future.” Planning activities, business case development, and benefit assessments focused on core utility value areas — reliability, cost/efficiencies, compliance, customer service/satisfaction, and safety. Results included development of cross-functional strategic and business plan initiatives involving supply/IRP, AMI adoption, system asset and operations management, customer/employee communications and education, customer-side end-use and resource program development, rates/pricing, regulatory/legislative engagement, stakeholder/community engagement, and finance/capital performance.
Fleet Generation Operations and Maintenance Strategy and Plant Procedures Book for Organized Energy Markets — Developed a generation operations/contingency procedures book and strategy for transitioning a utility’s coal-fired fossil fleet to an “operations-led” management model to strengthen asset “best in class” performance and optimize Commercial Availability in a transitioning regional energy market. Facilitated utility procedures development teams comprised of cross-plant staffs, plant superintendents/managers, and corporate power supply staffs/leadership tasked to develop operations and maintenance chapters. Chapters aligned best industry practices to fleet operations and assigned management roles, accountabilities, and verification between the plants and corporate power supply to achieve an appropriate balance between centralized and local decision making and control. Chapter sub- sections addressed business and operational leadership philosophies, conduct of operations (including coal yard ops), reliability center maintenance, operating instructions and maintenance program development, marketing/dispatch and business procedures, vendor support services, unplanned/planned outage management, integrated corporate business performance and plant operational metrics, etc. Future strategy iterations incorporated additional gas-fired generation operations, organized market marketing and dispatch, front/back office services, and integration with emerging renewable and distributed energy resources through AMI adoption.
Customer Experience/Service Improvement Strategy — Developed a customer satisfaction and supporting organizational change management strategy combining a utility’s customer service and delivery operation into a single organization focused on enhancing the utility’s “Customer Experience.” Results strengthened traditional utility customer experience programs and processes (e.g., customer service requests, scheduled/unscheduled outage management, etc.). Additional programs were developed to integrate new customer service, end-use, and resource management experiences enabled by AMI, Smart Grid/DAI, CleanTech and SmartEnergy, and other technologies that enhance core reliability, costs, compliance, and service performance value. New customer experience initiatives included energy information and social media programs supporting stakeholder education and customer/community engagement, energy efficiency/management and demand response options, advanced reliability/power quality solutions, small-scale renewable applications, distributed resources, dynamic rates, etc.
AMI/Smart Grid Value Assessment and Implementation Planning — Developed utility core value analyses and operational deployment plans for AMI and Smart Grid infrastructure initiatives. Assessed immediate value available to justify AMI/Smart Meter investment (e.g., meter reads, connects/disconnects, OMS, etc.). Identified extended-range strategic benefits to supply operations, IRP, system reliability, system infrastructure planning and capital asset management, carbon, and emerging customer-side resource options enabled through Smart Grid (e.g., demand response, efficiency, renewables, distributed energy, etc.). Evaluated business, market, operating, and technology risks; identified mitigation strategies/options. Prepared an AMI/Smart Grid infrastructure development plan with cross-functional client team that included project scopes/focus, tasks/timelines, communications backbone build out/MDM requirements, etc. Coordinated plans with other ongoing utility business and operating initiatives in supply, T&D, RES/RPS compliance, customer-side programs, system capital planning, regulatory/legislative, and stakeholder management.
C&I Market Growth Strategy and Segment Planning — Assessed/prioritized market growth opportunities for retail C&I market in areas of power supply, delivery, end-use/process load applications, energy information, energy efficiency/management, and distributed resources/CHP services. Developed customer segment end-use energy product and service programs, including specifications, program development steps, and marketing/sales action plans with target performance goals. Project activities included both quantitative market opportunity analysis and qualitative customer segment “knowledge profiling” using facilitated client planning teams from utility customer operations, field services, IRP/supply planning, market strategy, economic development, and other functions. “Knowledge” profiles provided insights into customers’ business context and market drivers, key decision-makers, influencer channels, utility service and value delivery challenges, etc. Client teams developed segment- aligned product/service offerings, value propositions, utility performance metric adjustments, and best “go to market” approach and field practices. Definitive market development/sales action plans with next steps, timing to market, accountabilities, and established sales goals were completed.
Utility Market Scenario, Strategy, and Business Planning — Conducted scenario, strategic, market/business, and system planning for multiple utilities. Aspects included power markets, customers, generation, grid infrastructure, system operations, regulatory/legislative, capital, employee, and performance goals/metrics. Facilitated management, executive, and board planning sessions.
Utility Function Operational Reviews and Performance Improvement — Completed wholesale market, supply, delivery, and customer-facing operational reviews. Included utility business processes, reliability and operational requirements, financial assessments, benchmarking, performance improvement, and metrics development.
Regional Power Market Assessments and Opportunity Planning — Completed various US and Canadian regional energy market opportunity assessments with associated analyses supporting energy supply and system asset development. Included development of market clearing price estimates and potential economic market scenarios for various power markets across the United States. Scope included estimating 8,760 hourly market clearing prices based on market-based load dynamics and availability of individual supply-side production assets. Assessed various market scenarios (e.g., competitive/deregulated, default provider/standard offer, etc.), business operations and supply/load profiles, contribution/profitability performance, regulatory/environmental compliance impacts, and potential energy/economic market structure characteristics that might develop given the players and supply/demand dynamics in each market region. Developed associated energy market, supply, delivery, and customer market strategies and plans based on results.Generation/T&D Operations and Service Company Planning (included green energy offerings) — Developed business/operational plans and market growth strategies for a utility technical services/green power subsidiary providing market research/forecasting, operations/contract management, and energy technology “integration” services to its G&T and statewide retail distribution cooperative owners, and other contracted regional energy market suppliers and load serving entities (LSEs).
Generation Performance & Benchmarking Assessment — Completed various assessments/benchmarking studies of US utility generation operations. Included examination of fuel and non-fuel O&M costs, rates, staffing levels, cash flows, forced outage rates, availability, and regulatory compliance of various fossil and nuclear units.
Energy and Fuel Market Due-diligence — Assessed the long-term viability of coal supply contracts in support of a US-based railroad seeking to acquire existing short-haul rail lines that provided coal supplies to IOU generating stations in U.S. and Canada. Analysis included examination of served utilities’ future generating strategies given projected load growth, current/future capacity fuel mix, available fuel supply options under multiple environmental compliance strategies, etc., and their implications to long-term coal procurement and delivery plans.
Business Planning and Organizational Redesign — Developed the business plan for EPRI Generation and Environmental Assistance Center’s (GEAC) new, market-oriented approach to serving EPRI members soliciting its services. The plan focused on the practical aspects of managing business relationships and activities between the GEAC, its users (i.e., EPRI members), EPRI’s Palo Alto research center, and external technical service firms such as Radian Corporation. Defined service offers, roles/procedures, and service case examples supporting implementation of the new business approach.
Intellectual Property Management — Established utility intellectual property (IP) group growing and managing a $15+ million Energy IP portfolio comprised of energy grid/field operations hardware and IT innovations. Facilitated utility teams conducting IP evaluation and protection, commercialization opportunity assessments, technology vendor market screens, vendor solicitations, contract negotiations, and commercial licensing development.
Utility Economic Development — Defined new role, organization, performance standards, and supporting best practices for a utility economic development function. Recommendations reflected transitioning competitive energy markets, new business development opportunities, increasing state economic development efforts, and evolving roles of community economic development organizations. Focused on how utilities could better interface with various state and community economic organizations in order to support coordinated regional economic growth plans while creating profitable opportunities for the utility. Opportunities examined included C&I services, infrastructure development/management, utility system operations/grid efficiencies, energy/technology solutions, and further integration of utility operations and services that increased the region’s ability to attract desired businesses. Positioned the utility to increase utilization of system assets and functional operations. Multiple interviews with economic development staffs across the U.S., operating under differing economic conditions and energy market scenarios, were used to gather best practices and lessons learned.
Market/Utility Competitive Intelligence — Implemented a competitive intelligence function supporting the executive/management team’s understanding of their competitive operating environments in order to set corporate direction and business strategy. In addition, provided middle managers with detailed insight into competitor’s operations and market activities, which was used to plan and manage daily operational tactics and market development initiatives. Scope included assessment of competitive position and capability of IOUs, G&T/Distribution cooperatives, municipals, and merchant/QF developers operating within each client’s region of interest. Analytical tools were developed to assess each competitor’s capacity/energy situation, nuclear operations, market position/opportunities, cost structure/price position, financial capability, environmental compliance, management/business climate, and regulatory perception. Competitive profiles were completed for each competitor with findings and conclusions compiled into competitive fitness “Report Cards” with regional market assessments. Potential competitor counter-strategies were developed with the client’s team under varying market conditions, regulatory changes, and competitor business objective scenarios. Analytical frameworks were designed and implemented for continuous monitoring/review of competitor and regional power market developments. Project results included development of capacity/energy pricing models under various competitive market conditions for specific regions.
Additional Education Training
Completed NARUC’s Risk Lab, February 2014
Completed the Kaplan-Norton Balanced Scorecard Strategy Management Certification Course, Palladium Group, March 2013
Completed SNL’s Power Risk Analysis course, SNL Energy, March 2012
Completed SNL’s Principles of Power Valuation course, SNL Energy, September 2011
Completed AEE’s Fundamentals of Energy Auditing course, AEE, April 2010
Completed Disney’s Approach to Quality (Customer) Service course, The Disney Institute, January 2010
Completed AEE’s Fundamentals of Measurement & Verification course, AEE, March 2009
CREDENTIALS & PROFESSIONAL HONORS
- M.B.A., Business Administration, University of North Carolina, Chapel Hill, 1990
- B.S., Civil Engineering, Virginia Military Institute (VMI), 1984
LICENSES & CERTIFICATIONS
AEE board-certified measurement and verification professional (CMVP)
AEE board-certified energy audit professional (CEA)