• Established value of new subsidiary between $300 and $400 million for new air cleanup technology engineering department developed. Specifically, created financial model allowing president to determine discounted value and eliminated cost-prohibitive external evaluation expense. For more information, click here.
  
  
• Produced electric pricing methodologies in Excel presentation that fostered understanding of true power cost. These pricing schemes were integral to securing $130 million power sales agreement with the government of Yemen for a 300 Megawatt (MW) power plant. For more information, click here.
  
  
• Served as lead analyst in developing an economic model to determine winning bid for a 1,200 MW coal-fired power plant in Indonesia; a joint venture with General Electric, Mission Energy, and Mitsui of Japan. Awarded contract with projected $400 million contribution in Net Present Value (NPV) across 20 years. For more information, click here.
  
  
• Developed electronic pricing methodologies that allowed customer to opt for front-end loading, level, or back-end pricing schemes. These methodologies were integral in securing power sales agreements with government of Indonesia for a 1,200 MW power plant ($400 million NPV), government of Yemen for a 300 MW power plant ($130 million NPV), government of Australia for a 700 MW power plant ($500 million NPV), and government of Italy for a 300 MW power plant ($100 million NPV).
  
  
• Created financial model for evaluating feasibility of new air cleanup technology for locomotives and ships in dock.
  
  
• Originated first economic model used exclusively for negotiations with capability to provide lead negotiator results [Internal Rate of Return (IRR), NPV, Payback] for numerous pricing scenarios with a single computer keystroke.

• Directed development of a large recap-model that reflected any change to individual project files, and providing senior management with forecasts of revenues and future cash needs and running various sensitivity analyses of the company’s expansion rate. For more information, click here.
  
  
• Significantly increased productivity, shaving weeks off the process to complete power sales agreements by playing a key role in the Financial Planning & Analysis Groups’ adoption of Lotus Notes software. For more information, click here.
  
  
• Reviewed and commented on all economic models that staff of analysts prepared.

• Saved company from a problematic acquisition by conducting in-depth due diligence review of a small hydro-project in Nepal that company had tentatively agreed to purchase, and discovered selling company had cross-collateralized potential asset with future assets in China. For more information, click here.

• Researched and determined company qualified for "Qualified Progress Expenditure," which enabled the company to sell its tax credits to its parent corporation, freeing the corporation from funding the company’s $19 million equity requirements. For more information, click here.

• Expanded company’s geographical impact by identifying and assisting in negotiating a 50% share of an independent coal-fired power plant on the East Coast with NPV of $60 million. For more information, click here.

• Designed a matrix that prioritized R&D programs / projects and was presented to executive management annually detailing projects for coming year. The department received more resources than it had originally requested in every year the matrix was used. For more information, click here.

• Negotiated and developed contract clauses to include formulas that better assigned risk to those most able to manage it. These contracts included a $130 million agreement for a 300 MW gas-fired power plant with the government of Yemen and $100 million agreement for a 300 MW power plant with the Palestine Energy Authority.
  
  
• Contributed to winning all-source bid to build, own, and operate first independent “peaking” power plant in the U.S. with NPV of $50 million through negotiations with a small, independent power company in New York City.
  
  
• Delivered more than $100 million in NPV by assisting in negotiations for the first two independent power plants in California, two cogeneration plants.

• Led development of company's first strategic plan, which identified worldwide geographic areas for company to pursue based on projected electric energy demand.
  
  
• Spurred strategic direction change for company by researching increase in electricity demand and potential inadequate supply in various U.S. locations. Company’s subsequent purchase of three to five large coal-fired power plants ultimately contributed millions of dollars of immediate cash flow as well as hundreds of millions of NPV.
  
  
• Chosen as 1 of 12 original employees to form Mission Energy Company, a wholly owned subsidiary of Southern California Edison Company, which became largest independent power producer in the U.S. during the 1980s and 1990s.

• Developed a real-time customer service rating worksheet to replace American Honda worksheet that operated 60 days behind schedule.
  
  
• Tasked by president to develop an organizational design that expanded existing organization of disciplines to a project management structure, incorporating geographical as well as specific project criteria.