Brian Krom has over 30 years of experience in business leadership, project management, and operations management. He currently serves as the Director of Program Management and Source to Pay at Talen Energy, where he oversees the transition program to create Talen Energy and manages the accounts payable function. Previously, he held several director roles at PPL Services, where he established a program management office, led the wholesale energy settlements group, and directed HR operations. Krom has a proven track record of delivering projects on time and on budget while improving processes, implementing new technologies, and developing high-performing teams.

1. Brian K Krom, PMP, MBA
Business Leader; Team Manager; Project, Program & Portfolio Manager
6897 Lentz Rd
New Tripoli, PA 18066
610-298-2672
bkkrom@gmail.com
www.linkedin.com/pub/brian-
krom/20/981/674/
A collaborative results-oriented leader and strong decision maker able to build consensus across teams, peers and
stakeholders. Makes timely decisions while maintaining buy-in and active engagement of team members. Adept at
managing cross-functional teams in standard and matrixed management structures. Inspires a culture of teamwork and
shared objectives through excellent partnering skills, empowering team members, and utilizing a very collaborative and
inclusive management style. Excels at delivering pragmatic solutions to complex or troubled business areas. Effectively
leverages workforce talent and technologies. Installs a strong team and continuous improvement mindset. Advocates
continual learning and improvement, imparting this mindset on team members through effective staff development,
coaching and mentoring.
LEADERSHIP SKILLS AND INTERESTS
• Vision & Strategy Development &
Deployment
• Business Planning & Operations
• People, Process & Technology
• Team Building and Leadership
• Business Process Re-engineering
• Continuous Improvement
• Process Cost Optimization
• Process and Data Governance
• Employee Engagement
• Staff Development, Coaching &
Mentoring
• Risk Management
• PMO Design & Implementation
• Program & Portfolio Management
• Project Management
• Large & Small scale technology
implementations
• Turning Around Troubled Projects
• Business/ IT Alignment
• Change Management
• Fiscally Responsible & Accountable
• Strong Organizational &
Communication Skills
• Strong Collaboration & Partnering
• Participative Management Style
• Excellent Inter-personal Relationship
Building Skills
• Lean Six Sigma Greenbelt
PROFESSIONAL EXPERIENCE
PPL - Services / EnergyPlus / Energy Supply – Allentown, PA 1989 - Present
One of the top 10 investor-owned utilities in North America. Generates about 19,000 MW of electricity, trades and
markets wholesale energy, and delivers electricity and natural gas to about 10 million homes and business in the U.S.
and the U.K.
In mid-2014, PPL and Riverstone Holdings LLC announced an agreement to combine their power generation businesses
into a new stand-alone Independent Power Producer (IPP), Talen Energy Corp, with more than 15,000 MW of
generating capacity.
Director- Program Management (PPL Energy Supply/ Talen Energy) Jul 2014 - CURRENT
Talen Transition Program Management / Source to Pay
Director- Talen Transition Program Management (Jul 2014 – Current)
•Working with over 40 teams, IT Leads and Business Area Owners to identify and govern all major projects to execute the creation
of Talen Energy – over 200 projects at an estimated cost over $150MM.
•Developed and implemented a streamlined governance framework for all projects to meet program objectives and schedule.
•Led the effort to create & maintain an integrated effort-based resource-loaded 10,000 line program plan for all business areas and
projects needed to create and operate Talen.
•Overseeing all transition workplans to monitor, manage and communicate milestones, progress, issues and risks. Working with
senior leadership and key stakeholders to monitor and report status, address obstacles, and ensure completion of all required
activities.
•During this 11-month period, we were able to complete over $40MM of projects and business changes required for deal close – a
volume significantly higher than the organization’s normal capabilities.

2. Brian K. Krom, PMP, MBA
Director- Program Management (Oct 2014 – Current)
• Design and implement the Talen Program Management Office (PMO) for transition and on-going operations.
• Develop and publish Project Management standards for all IT and Corporate Business projects.
• Develop the governance and oversight framework for all projects and business process integration activities.
• Direct all project managers and govern all projects for Talen separation, start up, full disentanglement from PPL, as well as on-
going operations and systems rationalization.
Director- Source to Pay (Accounts Payable) (Mar 2015 – Current)
•Managed Accounts Payable, with a staff of 5, responsible for all miscellaneous invoice obligations, the Corporate Credit Card
program and expense settlement for Energy Supply/ Talen.
•Ownership of all remaining Source-to-Pay activities to facilitate the separation from PPL and integration of Riverstone assets.
•Leadership of the Program to implement the Ariba suite of applications for Talen. This was an “in trouble” program that had
stalled. I re-engaged multiple workgroups with the vendor to redefine and communicate the business case and plans for the
program to key stakeholders and was able to quickly re-start the program.
Director-Program Management (PPL EnergyPlus) Dec 2011 – Jul 2014
• Designed and implemented the new Program Management Office to oversee and govern all capital projects for PPL EnergyPlus
and its Support Groups with the objective of improving project delivery success rates. This included portfolio management,
project governance, SDLC methodology and discipline, project delivery oversight and governance, and identification and
validation of business benefits.
• Partnered with Project Managers, Business Owners and other key stakeholders and implemented effective governance over
project/program identification, project execution, and business value delivery.
• Identified and implemented improved program oversight, tools, processes, and standard waterfall and Agile methodologies and
techniques through partnering with peer organizations, identifying and adopting best practices, and modifying or creating new
processes to match specific needs of the organizational culture and environments.
• Managed a staff of 3, along with direct or matrixed responsibility for several key project resources. Led, coached and supported
all project teams, IT resources, testing resources and others to achieve project results and benefits within schedule and budget.
• Worked with other Program Managers and stakeholders to better integrate, align, leverage and support multiple PMOs across
the Company through shared resources, consistent tools, best practices, and shared knowledge.
• Managed an annual project portfolio of $4MM - $8MM; 12-15 projects with 6 to 10 running concurrently.
Within a year, improvements in project delivery of business value materialized quickly – from an organization unable to
successfully implement large projects to a project delivery success rate >80% including several multi-million dollar
projects.
Project Manager – FTBO (Front to Back Office) IT Strategy Project/ Program (PPL Services) Mar 2010 – Dec
2011
• Asked by Senior Leadership to assume responsibility and management of this “in trouble” project to re-implement the Trading
Organization’s ETRM solution (ZaiNet/ Aligne); build an in-house deal capture solution; and design, build and implement a data
warehouse, business analysis and reporting tool. Total cost over $30MM.
• Assessed project schedules, documentation and deliverables and quickly determined and communicated accurate project status.
• Took actions to regain project control including implementing improved governance structures, improving communications and
lines of accountability across the project
• Created and communicated detailed project plans, and improved transparency to management of project status, cost forecasts
and schedules, issues, risks and required decisions.
• Initiated focused requirements definition/ verification in key areas of the project with clear objectives and ownership by business
stakeholders. Implemented and managed a Change Control Board to address and eliminate significant scope management issues.
• Ensured comprehensive project schedules and reliable cost estimates were developed and frequently updated; governance
structures were followed and adjusted as needed; and decision makers were aware of required decisions, provided the
information needed, and held accountable for those decisions.
We continued to adjust and improve and Phase 1 was successfully implemented in October 2011.
Director-Wholesale Energy Settlements (PPL Services) Dec 2008 – Mar 2010
Led the group responsible for settling all wholesale fuel and energy transactions of the Energy Supply organization,
including fuel and energy physical deals, futures, options, and other related transactions; as well as meeting the
Independent System Operator (ISO) supply-side day-to-day operational requirements including scheduling and billing.

3. Brian K. Krom, PMP, MBA
• Asked by Senior Leadership to lead this group to address significant issues – several of which were negatively impacting relations
with counterparties resulting in significant risk to the organization and its ability to transact with key counterparties.
• Led a review of the organization and its processes. Identified several underlying issues, significant risk areas and opportunities for
improvements. Based on these results, I initiated staff changes and several process and key technology improvement initiatives
to improve process accuracy, control, and cycle time.
Within one year - with an improved organizational focus, clarity of objectives, and improved processes, controls and
technologies - we successfully resolved all critical issues, implemented high-value improvement opportunities,
addressed open audit findings, sufficiently mitigated critical risks, and achieved service and support level targets to
internal and external customers – All will reducing staffing levels and costs by ~40%.
Director-HR Operations (PPL Services) Sep 2004 – Dec 2008
Led a staff of 30 responsible for time reporting, payroll processing, and employee expense settlement for 23 affiliated
companies with over 7,000 salaried and Bargaining Unit employees. Responsible for Program / Portfolio management
and governance for all HR Department process and technology solutions. Managed the development, implementation,
support and maintenance of all technology initiatives supporting the HR organization. Oversaw the HR-related
accounting, data and reporting requirements, including control and safeguarding of all HR and employee related data
and information.
• Upon joining HR&S, I led a team to create and own a comprehensive HR Systems and Technology Strategy Roadmap to design the
processes and solutions necessary to achieve the goals and objectives of the organization. Developed and implemented program
governance to effectively identify, schedule and manage process and technology improvement projects to achieve the roadmap.
• Led or participated in multiple teams and projects to develop and implement improved processes, systems and controls to
deliver the roadmap – including implementing straight-through processing, automated workflows and controls, improved data
capture capabilities, and a re-dedication to understanding and meeting customer needs.
Director-Corporate Disbursements (PPL Services) Mar 1998 – Sep 2004
Led a staff of 43 responsible for all corporate payment obligations, processes and controls including payroll, accounts
payable and corporate payments for 30 affiliated companies.
• Successfully re-engineered and merged the Accounts Payable, Cash Disbursement and Employee Payments/ Payroll departments
in to a single integrated organization. Designed and implemented new or improved processes and supporting technologies to
achieved desired results including improved functionality and service, decreased cycle times, increased customer satisfaction,
improved controls and error/fraud protection, and reduced costs.
• Participated on the ‘New Company Integrations’ Team during a period of rapid Company growth through multiple acquisitions to
help ensure effective and efficient integration of new companies in to PPL. Ensured that Corporate Disbursements maintained
our service levels while controlling costs. While transactional volumes increased by over 300%, process costs rose by only 30% by
leveraging effective technology advancements and efficient scalable processes and technologies.
• Participated on the Corporate Threat Management team to ensure sufficient Business Continuity and Disaster Recovery plans
were in place, tested and maintained to mitigate a broad range of potential threats, including new scenarios after the 9/11
attacks and subsequent regulatory changes. Within Corporate Disbursements, those BC/DR plans were called upon several times
and successfully addressed each situation as planned with minimal or no impact to our customers.
Manager-Corporate Disbursements Solutions Program (PPL Services) Mar 1998 – Jun 1999
Led a cross-functional team with representatives from Accounts Payable, Treasury, IT, Accounting, external solutions
vendors, and other key stakeholders to execute several significant business process improvement and technology
implementation projects.
• Led one of PPL’s first client-server implementation teams to implement PeopleSoft’s Treasury, Accounts Payable and
Disbursement modules. Upon joining, I successfully led a transition from an IT-focused implementation project to a business
reengineering focused project which successfully delivered improved business value with these technology solutions.
• Led various teams and projects to develop and implement new or improved e-commerce solutions including EDI, p-card, on-line
workflow & approval. Also led the effort to implement PPL’s first imaging, OCR, and workflow systems resulting in improved
processes and controls along with reduced cycle times and overall process cost reductions.
Supervisor-Accounts Payable (Pennsylvania Power & Light) Sep 1992 – Mar 1998
Joined Accounts Payable as a Section Supervisor and quickly assumed a broader leadership role facilitating the
transformation from a manual paper-based Accounts Payable to a more robust organization focused on adding value
through end-to-end process management, continuous improvement, and corporate governance by utilizing
streamlined processes and improved technologies to support automated workflows and flexible reporting, monitoring,
and compliance.

4. Brian K. Krom, PMP, MBA
Our success was nationally recognized by the International Association of Payable Professionals and other A/P
Organizations and Departments. I was invited to join that organization as a subject matter expert, presenter and trainer
and helped author the A/P Professionals certification exam.
Staff Auditor-Internal Audit (Pennsylvania Power & Light) Jul 1989 – Sep 1992
Performed compliance, operational and consultative audits across many areas of PPL including Financial, Supply Chain,
Contracting, Logistics, Warehousing, Generation, and Utilities.
EDUCATION
Masters – Business Administration (MBA) (GPA 3.97) Moravian College, Bethlehem PA
Bachelor of Science – Management & Accounting (GPA 3.7) Pennsylvania State University, Harrisburg PA
Certified Project Management Professional (PMP #1549809, October 2012) Project Management Institute (PMI)