Twelve years in energy infrastructure at one of the largest natural gas utilities in the United States. Work has included pipeline construction and replacement, valve automation, compressor station projects, interconnection project management, engineering and construction contractor oversight and project delivery, capital program management with more than $40M in financial responsibility, energy commodity contract administration tied to more than $11 billion in procurement flows over a five-year period, renewable natural gas (RNG) program development under state clean fuels legislation, and testimony authorship in general rate case proceedings before state regulators.
Contract experience covers engineering and construction contracts, physical gas supply agreements, renewable natural gas agreements, financial instruments, master service agreements, and broker contracts — with direct involvement in negotiation, administration, governance, and regulatory support.
For project-specific engagements in this domain, reach out through the contact page.
STRATEGIC ADVISORY
Most high-stakes decisions don't fail because of missing information. They fail because the actual decision is unclear, constraints are misidentified, responsibility is diffused, or pressure compresses thinking before the underlying issue has been fully understood.
I work with decision-makers at the point where information is no longer the constraint. Engagements are short, centered around a specific decision or inflection point, and end once the matter is resolved, formally deferred, or fundamentally reframed.
The work produces one thing: a structural diagnosis of the decision — what is actually being decided, which constraints are real versus perceived, where responsibility sits, and what the cost of action, delay, or avoidance will be. It does not produce research reports, implementation plans, or operational recommendations. The goal is clarity under conditions where competing incentives, uncertainty, pressure, and institutional complexity have made clear thinking difficult.
The perspective comes from years operating across engineering, infrastructure governance, contracts, procurement, regulatory systems, and cross-functional decision-making under real financial and operational consequence.
If information gathering is still the primary need, this work is premature. If information is no longer the problem, it may be relevant.
For inquiries, include only the context necessary to understand the decision at hand — then reach out through the contact page.