1. Progress Energy Project Management & Planning Achievements
1) Managed, scheduled, &/or performed the procurement & planning activities as applicable for all
operational component spares, Rotable Spares, & BOP items for GE 7FA Simple & Combined
Cycle generating units (30) including HRSG’s (5) enterprise wide (Merchant/Non-Regulated &
Regulated) for six (6) years including effecting the Fleet’s inventory database reconciliations
including but not limited to the correction of applicable indicators or database designators such as
Manufacturers’ Model &/or P/N’s, thereby insuring the correct designation, allocation, & selection
of correct components &/or assemblies for any stipulated Work Scope(s),
2) Coordinated/Managed Anclote Unit #1’s 2004 Feedwater Heater Replacement Project from
Bidder(s) selection through distribution of RFP, & Order’s placement through installation during
which time Manufacturer entered Bankruptcy & Secured Lender(s) took possession of assets,
including regularly scheduled trips to OEM’s Mississippi manufacturing site to insure continued
progress was being achieved due to gravity of schedule, & in consideration of the fact Progress
Energy was funding the OEM’s interim operations with respect to this work scope/project,
3) Resolved CT Fleet’s Open P.O. issue(s) in 2003 following conclusion of construction of the
Progress Ventures (Merchant) sites across three (3) states, & Richmond County’s Phase II
(Regulated); this Project’s scope included the resolution of well in excess of five hundred (500)
open line items from suppliers across the U.S., Canada, Mexico, South America, Asia, & Europe;
as a point of reference, the dollar exposure with Toshiba International alone exceeded $2 Million
U.S., and included upon resolution a Memo of Appreciation to Progress’ Senior Management
from Toshiba’s General Manager of Operations – North America at conclusion of the Project,
4) During the 1st
& 2nd
Qtrs. of 2004, working in concert with CT Svc.s & Site Op.s Staff, established
it was fiscally prudent that Progress create CI & HGP Kits in order to a) control component costs,
b) insure component consistency, c) component(s) availability, & d) tracking of inventory turns
while supporting the 7FA Fleet’s Scheduled & Forced Outages for the Regulated and Merchant
CT Plants; component manufacturers were identified enabling sourcing around OEM’s; kit
creation and subsequent Mfr. direct parts orders resulted in savings well in excess of 35% of the
Project’s original budgeted & authorized spend for subject components,
5) Beginning 1st
Qtr. 2004, developed & implemented processes & systems to standardize &
reconcile Mfr. P/N’s, reducing inventory levels, & 7FA’s Exhaust & Wheelspace Thermocouples
unit cost specifically in excess of 65%, identifying & sourcing directly to Manufacturers, a practice
which continues presently & subsequently was expanded to GE LM6000 & Siemens’ 501F units.
6) Commercial Lead for Boiler Feed Pump Flex Coupling Change-Out on GE 7FA CC units for
System’s Regulated & Merchant Plants including assembly of necessary data to support potential
legal action against and the subsequent successful solicitation of credit(s) from the OEM (KSB),
7) Commercial Lead for refurbishment to original design specifications by Flowserve of the Circ.
Pumps for Richmond, Rowan, & Effingham Cty. CC units including visits to Flowserve’s facilities
& direct interface with production & operations personnel to monitor refurbishment process,
8) Spring 2006 Managed/Coordinated the change-out of an non-operable Moog Gas Control Valve
at the Asheville CT Site on a Friday afternoon, tripping unit (Forced Outage); role included
securing of both the component(s) & the GE T/A (Field Engineer) to direct change-out, returning
unit to commercial availability & compliance with the Monday A.M. stipulated Dispatch Schedule,

2. 9) Directed/Coordinated the planning & acquisition of all deliverables including components,
subassemblies, transportation resources, the contracting &/or securing of all necessary
supporting external labor, tooling, & site equipment to effect Manufacturer’s (Buffalo Pump)
prescribed 16K Hour Lube Oil Pump Modifications sequentially across Progress’ Regulated &
Merchant/Non-Regulated Fleet’s 7FA in response to & effect compliance to GE’s TIL,
10) Managed Allweiler Booster Pump corrective action plan/program including negotiating GE’s
providing of a 2nd
Warranty replacement pump thereby resolving a two (2) plus year impasse, &
the inventorying of in-service fleet assets to identify if the potential of additional failures existed,
interfacing with OEM’s Field Tech Support & regional warranty service provider to effect
corrective procedure, coordinated with C.T. Services technical staff to develop & then the
sequential implementation of stipulated corrective modifications (retrofit) including creating the
necessary spare parts lists, the acquisition of subject parts for incorporation into component kits,
& establishing inventory records thereby precluding &/or mitigating future events &/or their term,
11) Served as Supply Chain Project Lead for the Effingham Cty. CI/HGP Outage immediately prior to
site’s sale which included developing the Work Scope, identified potential bidders, &/or providers
of any support services, products, or equipment, solicited bids, evaluated proposals, & initiated
Project’s Contracts & PO’s resulting in savings in excess of $100K verses the budgeted spend
including covering emergent HRSG work, & Work Scope’s completion a week ahead of schedule,
12) Working in concert with CT Services Engineer during 4th
Qtr. 2004, resolved 7FA’s Flow Divider
issues, evolving into fleet’s refurbishment to OEM’s current “enhanced” standard for GE 2.6 DLN
units & four (4) original Wayne Cty. MNQC units; based on last two (2) fleet purchases (4th
Qtr.
2008 & 1st
Qtr. 2009) a direct cost reduction of $15K per unit was achieved/realized; the actual
identification & designation (database’s updating) to “correct” in-service equipment by CT Svc.s
has not yet been effected though directive to effect same was first issued in November, 2004,
13) Working in concert with CT Svc.s Engineer & Legal Counsel, developed T&C’s for the purchase
of new parts, field/on-site services, engineering services, refurbishments, & repairs initially for the
Pratt & Whitney Heavy Industrial Turbine Group & Progress Energy which was then adopted as
the working standard for all entities within the United Technologies umbrella or partner entities,
14) Completed the GE University Training Program for the Construction & Operation of 7FA
Combustion Turbines, and like programs conducted by Siemens for their 501F machines, Pratt
& Whitney for their GG4’s & FT4C’s, as well as Progress Energy’s Contract Administration
(Certified Designated Representative or DR) and Project Management Training Programs,
15) Working with GE’s FA Fleet counterpart in 2006, acquired a replacement FOD Screen for the
University of Florida CoGen Site’s LM6000 which was damaged beyond the operable state when
engine was removed at initiation of outage but unreported until reinstallation, thereby reducing
GE’s best case 8 to 10 week lead-time to returning unit to service within 72 hours of notification,
16) 2004 Hurricane Season, served 1st
as Supply Chain’s sole point of contact for Staging & Logistics
(S&L) Storm Restoration Support in Florida for Progress’s On & Off-System Support programs,
developed & managed supplier/vendor base & Contracts for same. Coordinated and directed all
such activities in concert with S&L Mgmt.; engagements since the catastrophic 2004 & 2005
Hurricane Seasons have included Off-System deployments supporting Florida Power & Light in
South Florida and multiple deployments in support of Entergy in Louisiana & Texas, & the

3. Central Louisiana Electric Coop. (CLECo) in Louisiana resulting in Progress’ receipt of multiple
awards & citations presented by the Edison Electric Institute, EPRI, FERC, & FEMA,
17) Resolved without impact the delivery of Hines PB3’s Transformer Oil for the “dress-out” phase;
Vendor (GEBetz) advised at approximately 2:00 PM EST the Wednesday prior to the previously
confirmed/scheduled first (1st
) of three (3) sequential 7:00 AM Monday deliveries would not be
achieved due to market conditions. Though Vendor had confirmed the order(s) & three (3)
sequential deliveries three (3) months prior, their current position was the 1st
delivery would be
delayed until later in the week & would be “subject to price in effect at time of shipment” while
the delivery dates for the two (2) shipment balance could not be confirmed until actual shipment
was confirmed. Subsequent negotiations with GEBetz & alternate suppliers, including interaction
with T&D co-workers, resulted in our achieving the original schedule without deviation in pricing,
18) Two (2) Lube Oil issues warrant referencing; the 1st
issue was the Desoto Site experienced an
equipment failure which resulted in the loss of both the operating & reserve supplies in 2005.
Working in concert with Plant & Ops. Mgrs., directed regional distributor’s resources to recover,
filter, & replace the product including coordinating the shipping arrangements from the producer’s
South Carolina & Texas packaging centers to insure plant could comply with contracted dispatch
schedule; event was resolved within the Contract’s four (4) hour availability window. The 2nd
is the
Asheville CT Site’s 2006 Year End Lube Oil change out, insuring the specified product was
obtained & delivered to the site including coordinating interim storage arrangements & the
consent of regional Environmental Services thereby insuring no injury to the immediate &
ecologically sensitive environment while realizing & satisfying the year end funding constraints,
19) Selected by Tom Courtney (Project Manager) & Paul Crimi (Director, CT Services) in 2005/2006
to manage procurement, subcontracting, & planning functions for all materials, components, sub-
assemblies, & field services with Project Engineer & Vendors due to the time sensitive schedule
& current workload of Dept. planning staff. Project was successfully completed (installed) &
commissioned (tested) six (6) months prior to State & Federal mandated compliance date.
20) Coordinated the design drawings review & approval, purchase, manufacture, & delivery including
multiple site visits to monitor the committed production and shipping schedule compliance of a
new Ammonia Blower Assy. for the Effingham Cty. Site at OEM’s Florida manufacturing facility,
thereby insuring Unit’s operating efficiency & commercial availability as contractually stipulated,
21) Working in concert with CT Services, coordinated the purchase, contract labor, & transport back
to Florida including expeditious processing of funds for two separate, time sensitive acquisitions &
removals of Worthington Expanders from AES generation facilities located in Southern California.
22) 2004 resolved Hydrogen Cabinet & Cell Analyzer overheating issue at Georgia’s GE 7FA sites
including managing the interface between Progress, GE’s Field Technical Support, & EOne, the
equipment manufacturer; this 2+ year field condition had routinely compromised Control Cards &
the System without direction or potential resolution from GE except to purchase new control cards
when necessary; there were no other such global system issues causing the subject events. The
resolution was installing temperature controlled window air conditioning units in enclosure walls.
23) Aug. to Sept., 2004 working concert with & at the specific request of Plant’s Maintenance Supt.,
resolved fit-up issues impacting installation of new Alstom Pulverizer System at the Robinson
Fossil Plant, thereby eliminating issues which had existed in excess of sixty (60) days while
creating an O&M budgetary overrun well in excess of $200K to maintain the installation schedule.

4. 24) 2nd
Qtr 2008 engaged by the Plant Construction Department (PCD)’s Major Projects Group &
Bartow Steam Plant’s Site Mgmt. to develop a viable Plan “B” for the delivery of the Bartow
Repowering Project’s Fuel Gas Heaters. The site was six (6) weeks from the scheduled/projected
delivery of the 1st
Unit; the Heater Manufacturer had entered Bankruptcy, & the Creditor(s) had
taken possession of their assets. A three (3) option plan was 1) identified, 2) developed, & 3)
communicated to those concerned (Site Ops. & PCD’s Projects Group) in the event Progress
would need to execute such actions or plan. The Project’s original schedule was achieved with
prompt action, applicable monitoring, and subsequent follow-up communications without initiating
this Plan “B” which was reviewed, authorized, & in place should implementation be necessary.
25) June 2008, engaged by Transmission to resolve transportation issues which had developed in
Orlando at the Edison Electric Institute’s (EEI) National Convention; the Institute was abandoned
by their contracted service provider. Issue was resolved within the prescribed timeframe by my
prompt actions, utilizing one of Progress’ proven Diversity Suppliers to the satisfaction of all, &
the acknowledgement of same by the EEI’s Washington, D.C. Headquarters Staff to Progress’
Senior Management.
26) Insured Sarbanes-Oxley & GSA criteria compliance by internal customer group with respect to
all their commercial interactions, individually & departmentally, with all internal & external parties.
27) 3rd
Qtr. 2008, directed by Intercession City’s Plant Mgr., now PEC’s Director of CBE, & Plant’s
Production Mgr. to “get involved”, “take charge”, & “get this Contract worked out”; the current
agreement terminated at Year End & excessive Corporate “slippage” had occurred in establishing
a new or extension of the current Contract. Managed/Coordinated the development of a Qualified
Bidders List including incumbent (GEW&T), the identification & inclusion of Diversity Suppliers,
Bid Scope, Pre-Bid Conference(s), Site Visits, & interface with appropriate Site Op.s personnel,
Bid Evaluation, & selection of new services provider resulting in annual cost savings exceeding
$50K for the 10 year term compared to incumbent’s SOW or proposal for the prescribed term,
28) 4th Qtr. 2007 through 1st
Qtr. 2008, working in concert with Bartow Repowering Op.s Mgmt. &
Team composed of Environmental Health & Safety, & POG Engineering, provided commercial
direction which included development of the Bid Scope, Qualified Bidders List, conducting of Pre-
Bid Meeting(s), distribution of RFP’s, review & evaluation of proposals, & selection of Vendor to
provide the BRR’s Demineralized Water services for a Ten (10) Year Term thereby resulting in a
$21.5K minimum monthly saving, conservatively, based on the projected minimum water usage,
29) Provided the procurement support, direction, schedule monitoring, & commercial oversight for the
replacement of the Anclote Units 1 & 2’s Heater Basket Assemblies including performing the
Bidder qualification, RFP development, distribution, review, & contract award through closeout
resulting in a combined cost savings well in excess of $300K over these sequential Outages in
C/Y’s 2004 & 2005, and again well in excess of $50K at the Suwannee Plant in C/Y-2006.
30) Routinely consulted & advised Progress’ Tax Dept. Staff & Ops. Planners on the applicability of
the Florida “Steam Sales Tax Exemption” relative to components purchased for inclusion into &/or
used by the Florida generation units which resulted in changing the taxable status of such items
as lubricating oils, ammonia used in NOx Control, & biocides or other chemicals used to enhance
operational efficiency by retarding growth of organisms, residual buildup, & lubrication.
31) Managed Crystal River Rail Refurbishment Project from Bidders selection and RFQ distribution
through the Contract’s issuance, secured all C/Y 2008 and 2009’s sequenced materials and labor
at a savings exceeding $110K verses the 2008 Budget in addition to achieving a $600K Cost
Savings verses perceived provider’s bid solely for the C/Y-2008 sequenced Work Scope.

5. 32) Developed/Coordinated revised repair scope of Asheville CT’s Fin-Fan Cooling System servicing
two (2) 7FA units, secured components & services by alternate means, reducing 30+ day Forced
Outage to 2 days resulting in a cost or lost revenue avoidance conservatively in excess of $24M.
33) Managed/Coordinated Anclote Unit #2’s Aux. Transformer refurbishment project from the Unit’s
failure during the Nov. 2004 Thanksgiving weekend through the complete refurbishment & return
to the Anclote Site in advance of the 2005 Hurricane Season as prescribed by POG South. This
included serving as the primary point of contact between Progress & General Electric, providing
both regular & direct interface with Anclote’s Plant Management & Progress’ Regional
Engineering’s supporting staff, Progress’ Corporate & POG’s Regional Accounting, & General
Electric’s Engineering & Production staff at their regional refurbishment facility.
34) Managed the Bid Process for the University of Florida (Gator Power) CoGen Site’s 2010 Hot
Section Exchange (HSE) through Award for Domestic & Foreign Qualified Service Providers
(QSP’s) including providing for the participation of Diversity Vendor(s) by which Progress
achieved a number of benefits which included a Cost Avoidance/Savings conservatively
projected to be well in excess of $1.4 million dollars in addition positioning Progress to benefit
from the utilization of a domestic QSP when emergent considerations dictated the engine be
pulled & the subject scope/repairs effected four (4) months prior to the original schedule.
35) Coordinated the commercial & schedule considerations associated with the purchase & delivery
of GE’s enhanced Bellows Cross Fire Tube design for their 7FA 2.6 DLN CT’s, negotiated a fleet
wide savings in excess of $150K in addition to averting a potential crisis or event when Technical
Svc.s specified these subject bellows which are 7FA 2.6 DLN specific as components required as
part of an upcoming Outage’s Scope for a CI on a 7FA MNQC unit, one of six in service globally.
36) Developed the procedures & program in 2006 transforming the disposal of spent/used turbine
lubricating oil, then classified as a hazardous waste from a budgeted expense into a revenue
source, & the securing of all necessary documentation indemnifying the Corporation of any
current &/or future liability pursuant to these subject disposal procedure(s).
37) Developed & implemented procedure in 2005 which enabled a generating plant directly, to realize
the hard dollar return/benefit whenever disposing of decommissioned or scrapped equipment.
38) Developed 2nd
Enterprise wide set of Terms & Conditions for Generator Repairs &
Refurbishment between Progress Energy & National Electric Coil (NEC) in 2008; engaged in 11th
hour to address emergent issue involving Corp. Transmission Services, 3rd
Party Corporate
Logistics Provider, & the North Carolina Dept. of Transportation (NC-DOT). This issue threatened
to compromise or add at a minimum, two (2) weeks to the term of a “Forced Outage” if not to
compromise totally due to potentially missing NEC’s production window; crisis was eliminated in
less than four (4) hours as a direct result of my prompt, direct actions.
39) Provided commercial support & direction including scheduling & coordination in 2008 of
equipment suppliers & subcontract field labor working in concert with EHS, Corporate & Site
Engineering personnel to facilitate installation of enhanced/upgraded & new CEMS Systems at
the Richmond & Wayne County North Carolina CT generating sites.
40) Served as Commercial Lead for Fossil Generation Group’s 2004/2005 system wide Drawing
Improvement Project; the Project’s Scope was the identification of all drawings retained at
regional engineering offices &/or individual power plants in hard copy formats such as microfilm
or original full size sepias, & coordinating their timely conversion to & retention in Digital Format,
thereby enhancing system wide access/availability & insuring their security & long term retention

6. quality given certain constraints, i.e.: working collaboratively with Plant Management & technical
resources, specific plants’ physical resources/assets, operational schedule(s) & supporting staff,
geographic diversity, funding, in-service technology, identification of & selection of service
provider(s), Contract’s Award, & monitoring of production schedule through completion.
41) Working collaboratively with Progress Florida’s Supplier Diversity Coordinator during C/Y 2008,
personally achieved Purchasing & Contracting activities exceeding $2M with Certified/Approved
Diversity Suppliers, & accounting for 49.962% of Generation’s total Diversity Spend. To put this
achievement into proper context requires an appreciation of the exclusive or proprietary nature of
a significant number of the components &/or services unique to power generation arena.
42) January 2004 through October, 2006 while providing Supply Chain’s supporting services for
assigned fossil plants & system’s entire CT Fleet such as but not limited to procurement, contract
administration, internal & external financial liaison, & any policy or procedural oversight, also
served CT Operations as Parts Planner for the Richmond County Energy Complex, Progress
Energy’s 4th
largest generating site with five (5) GE 7FA’s in Simple Cycle & two (2) GE 7FA’s in
Combined Cycle mode, paired with a Nooter-Erikson HRSG & Toshiba Steam Turbine. Role
included the monitoring, approving or rejecting, & ordering of ERP System’s Electronic Reorder
Notices (ERN’s) for all Capital & Critical Spares, Vendor Managed Inventory (VMI), & MRO items.
43) Managed & directed the sourcing activities for Anclote Unit 2’s C/Y-2005 Outage; during these
activities, in addition to the Heater Basket Assemblies savings exceeding $100K referenced
previously, achieved a cost savings exceeding $200K & a six (6) week lead-time reduction verses
the scheduled, budgeted, authorized, & anticipated spend for the seals, gaskets, & spill strips
required to effect the Outage’s steam turbine upgrade work scope.
44) 2nd
Qtr. 2009, developed enterprise wide Terms & Conditions between Progress Energy &
Mitsubishi Power Systems for the acquisition of Steam Turbine Capital Spares, operational
spares, field/shop repairs, &/or refurbishment services; engaged in 11th
hour to address/mitigate
emergent issue(s) involving field services, & the ordering & delivery of stipulated Critical Spares
pre-startup, first fire, pre & post commissioning; resolved within allotted timeframe without issue.

7. quality given certain constraints, i.e.: working collaboratively with Plant Management & technical
resources, specific plants’ physical resources/assets, operational schedule(s) & supporting staff,
geographic diversity, funding, in-service technology, identification of & selection of service
provider(s), Contract’s Award, & monitoring of production schedule through completion.
41) Working collaboratively with Progress Florida’s Supplier Diversity Coordinator during C/Y 2008,
personally achieved Purchasing & Contracting activities exceeding $2M with Certified/Approved
Diversity Suppliers, & accounting for 49.962% of Generation’s total Diversity Spend. To put this
achievement into proper context requires an appreciation of the exclusive or proprietary nature of
a significant number of the components &/or services unique to power generation arena.
42) January 2004 through October, 2006 while providing Supply Chain’s supporting services for
assigned fossil plants & system’s entire CT Fleet such as but not limited to procurement, contract
administration, internal & external financial liaison, & any policy or procedural oversight, also
served CT Operations as Parts Planner for the Richmond County Energy Complex, Progress
Energy’s 4th
largest generating site with five (5) GE 7FA’s in Simple Cycle & two (2) GE 7FA’s in
Combined Cycle mode, paired with a Nooter-Erikson HRSG & Toshiba Steam Turbine. Role
included the monitoring, approving or rejecting, & ordering of ERP System’s Electronic Reorder
Notices (ERN’s) for all Capital & Critical Spares, Vendor Managed Inventory (VMI), & MRO items.
43) Managed & directed the sourcing activities for Anclote Unit 2’s C/Y-2005 Outage; during these
activities, in addition to the Heater Basket Assemblies savings exceeding $100K referenced
previously, achieved a cost savings exceeding $200K & a six (6) week lead-time reduction verses
the scheduled, budgeted, authorized, & anticipated spend for the seals, gaskets, & spill strips
required to effect the Outage’s steam turbine upgrade work scope.
44) 2nd
Qtr. 2009, developed enterprise wide Terms & Conditions between Progress Energy &
Mitsubishi Power Systems for the acquisition of Steam Turbine Capital Spares, operational
spares, field/shop repairs, &/or refurbishment services; engaged in 11th
hour to address/mitigate
emergent issue(s) involving field services, & the ordering & delivery of stipulated Critical Spares
pre-startup, first fire, pre & post commissioning; resolved within allotted timeframe without issue.