Principal Project Controls Transmission Duke Energy FL

• Jan 2022 - Present

Senior Cost Analyst Site Projects Group

• Aug 2021 - Dec 2021

Senior Project Controls, Transmission, Duke Energy Florida

• Aug 2019 - Aug 2021

Senior Cost Analyst, Site Projects Group

• May 2015 - Jul 2019

Responsible for management of cost analysis and financial accounting functions, WBS development, project EAC and risk forecasts, root cause variance analysis and reporting processes for $100 MM, multi- year regulatory program comprised of 28 DCP (Design Change Packages) in various phases of design, implementation and closeout. Key Actions & Results Developed and maintained budgetary estimates, projections, variance reporting and contingency drawdowns for annual and total 9-year portfolio EAC to regulatory deadline. Managed cost alignment with scope, schedule, estimating, procurement and financial operations within project team and across functional plant departments. Responsible for maintaining Project Status Reports and facilitating improvements in performance for project KPI reporting. Prepared presentations for Project Review Committees at both Plant and Corporate levels and ensured effective communication of project financial risks and funding requirements over the project life cycle. Served as liaison with corporate contracting and procurement functions to develop contracts and prepared purchase requisitions. Administered program contracts through completion and closeout. Performed all required accounting functions for the project including accruals, GL reconciliations and journal entries. Mentored and trained less experienced staff in project controls and project management processes. Utilized experience level to influence and educate peers and management on best practices of PMO in newly organized project management group.

Project Controls Specialist, Nuclear Power Group

• Feb 2015 - May 2015

Responsible for supporting corporate project managers with project controls functions for corporate sponsored, systemic fleet projects. Key Actions & Results  Developed cash flow projections, WBS structure, financial and variance analysis reporting for complex, multi-year, multi-location nuclear fleet projects through engineering design and implementation stages.  Performed analysis and validation of third party, order of magnitude cost estimates for reasonableness and accuracy.

Volunteer

• Aug 2014 - Dec 2014

Volunteer working with disadvantaged children ages 12-18 in Costa Rica. Grant development and project planning Volunteer working with disadvantaged children ages 12-18 in Costa Rica. Grant development and project planning

Project Controls, Plant Scherer Enviromental Project

• Nov 2010 - Jul 2014

Responsible for performing audit functions of major construction and materials contracts totaling approximately for $2.8 BB environmental emissions reduction project. Key Actions & Results Conducted detailed audits of complex construction and procurement contracts. Analyzed engineering drawings and asset service to ensure correct billing and forecasts to four ownership companies. Developed complex allocation methodologies for piping systems, foundation scopes and overheads. Improved accuracy of ownership cost distributions by 15%. Developed audit plans, progressing and percent complete management reports. Lead and facilitated monthly team meetings to identify and communicate financial impacts of audit efforts to owners, prioritize audit efforts and reach agreement on standardization of audit processes. Analyzed actual results through validation of engineering drawings to baseline estimates and developed variance explanations, estimate to complete projections and review documentation for management to justify cost allocations to owners.

Project Office Engineer

• Apr 2012 - Sep 2012

Responsible for developing system integration specification(s) and business process design(s) for implementation of P6 to Oracle Project Portfolio Management software and JD Edwards job cost system. Key Actions & Results Developed manual integration processes between three source systems for budget, actual and forecast data for approximately $500 million in annual project spend, encompassing approximately 2500 projects with complex variations in system configurations and data mapping requirements. Produced reporting for management in manual integration state for interim reporting needs based on future automated integration design.  Drove corporate level decision making on system integration architecture design. Managed communication interfaces between internal stakeholders and consulting resources for P6, OPPM and JDE integration efforts.  Drove resolution to process design and integration specification for the most critical path implementation issue of enabling project management for expense projects.

Financial Controls Manager

• Oct 2006 - Nov 2009

Financial/Project Controls ManagerSelected by senior management to serve as the financial controls manager for a $2.7 BB pipeline expansion project. Responsible for the evaluation of project management processes and systems requirements and for the development of the project financial control and execution strategy, which was subsequently approved by both senior management and the Board of Directors. Directly supervised a staff of two and oversaw all financial management functions and reporting during the $40 MM permit acquisition & engineering phase of project. Key Actions & ResultsSuccessfully managed the financial controls for Phase I of a complex expansion project, which included acquisition of all required permits, on schedule and under budget by $4 MM; Directly responsible for management of project financial control system, from selection through technical aspects of implementation Designed a reverse invoice business process, reducing Accounts Payable cycle time by approximately 70%, increasing contractor cash flow discounting opportunity by 3% or $1 MM annually, and facilitating a 300% improvement in critical project cost and progress information flow to project management.Cultivated and solidified external relationships with prime contractors and government agencies resulting in buy-in on strategic project management objectives and discounting agreements valued at $200 K annually Justified incremental human resource requirements and managed performance, training and development for support staff members Negotiated software licensing agreement resulting in a $400 K reduction in upfront capital costs Nominated by management to enroll in executive mentoring program for high-performing women

Project Financial Analyst

• Jan 2005 - Oct 2006

Selected by senior management to oversee financial reporting, accounting and materials inventory management functions for $60 MM multi-location construction project. Directly supervised 5 employees in material warehousing and administrative functions.Key Actions & ResultsSuccessfully completed project with zero material audit findings and zero management surprises. Recognized as integral member of project team, contributing to successful execution of a schedule- and cost-sensitive project, 8% under budget. Led marketing, bid package development, inventory validation and procurement efforts for sale of surplus materials, achieving $400 K in project revenues.Designed and implemented Oracle system project reporting tool, reducing personnel requirements by 50% and $175 K annually.

Business Manager

• Jan 2003 - Dec 2004

Responsible for leading the development of annual operating and capital budgets for Southeast and Gulf Coast regions totaling 23% of corporate controllable expenses. Developed the district business plans, identified and implemented cost containment and performance metrics for corporate budgetary justifications and leadership initiatives.Key Actions & ResultsPerformed resource allocation analysis during corporate automation initiative, resulting in $900K in savingsKey district leadership team member, valued for initiative, customer focus and ability to communicate with operational personnel and translate business risks / drivers into accurate financial forecasts for management level review.

Senior Project Accountant

• Feb 2001 - Dec 2002

Responsible for reviewing and analyzing capital project expenditure requests to ensure compliance with GAAP, Federal Energy Regulatory Commission and internal guidelines. Identify project expenditures requiring capitalization justification. Provided financial and accounting expertise to field project management personnel on capital vs. expense guidelines, project costing procedures, and budget submittal preparation. Key Actions & ResultsImplemented capital allocation and forecasting procedures, significantly increasing the accuracy and consistency of cash flow reporting and depreciation schedules for $100 MM annual corporate capital budget.Performed audits, closing reconciliations and analysis for all major growth and strategy projects.Promoted to Senior Project Accountant in under 1 year

Fixed Asset Divisional Accountant

• Jun 1999 - Dec 2000

Managed close and general ledger functions, including capitalization analysis, account reconciliations and capital budgeting for four divisions of large paper manufacturing company with annual capital budget of $120 MM. Key Actions & Results Consistently met deadlines, while demonstrating strong analytical and problem-solving skills Performed physical fixed asset audits of manufacturing facilities, working closely with plant management to investigate and resolve audit findings.