Management Customer Service

Mark Biron

Email: **********@********.***

Address: ** *** ***** *****

City: Colchester

State: CT

Zip: 06415

Country: USA

Phone: 860-***-****

Skill Level: Director

Salary Range: $180,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Mark A. Biron

63 Fox Ridge Drive (H) 860-***-****

Colchester, CT 06415 **********@********.*** (C) 860-***-****

Executive Profile

Operations ~Emergency Preparedness ~ Construction Projects ~ Strategic Planning ~ Change Management

Seasoned, energetic, and visionary leader offering expertise across a range of management functions. Extensive experience in the energy industry (nuclear, electrical, natural gas) operations, driving change management processes, optimizing resources, emergency preparedness & restoration, safety and customer focus. Innovative change agent implementing bold action plans that have delivered cost savings . Versatile leader who views the big picture without losing sight of critical details.

Areas of Expertise:

Operations Management ~Team Building/Leadership ~ Work Management

Safety ~ Change Management ~ Emergency Preparedness & Restoration ~ Project Management ~ Customer Service

Process Re-engineering ~ Employee Coaching and Development ~ Construction

PROFESSIONAL EXPERIENCE

Director - Operations (6/2007- present)

Lead Division Electrical Operations for a large electrical distribution company. Ensure safe and reliable energy delivery for customers over a large geographic area. Develop and maintain effective customer relations. Maintain the electrical infrastructure for the region cost effectively. Interact with Customers, Community Officials, and Regulators. Provide timely storm restoration. FEMA certified in Incident Command; lead successful restorations for hurricane Irene, Winter Storm Alfred and Super Storm Sandy in addition to many minor storms & major customer outages.

* Improved recordable accident rate by 40%

* Brought O&M spending back to budget even with emergent weather issues using forecasting& tracking tools/ enhanced financial accountability.

* Championed OSHA -10 for Utility workers.

* Sponsored 3 Rapid Results Teams around Work-force Planning resulting in the development of strategic critical staffing plans, formalized employee development, and a knowledge transfer process.

* Improved the design-build process and integrated work planning

* Implemented Crew and Work Tracking process for restorations, Onboarding process

* Executive sponsor of the Customer Operations Managers team

* Improved Divisional key performance indicators such that Division has ranked 1 or 2 for the last 3 years

Director-System Projects (2004-2007)

Lead system projects (construction) for large provider of cost-effective electrical and gas infrastructure construction services. Provide engineering, project management, contract administration, and capital budgeting ($286M annually) for major construction projects. Develop project plans and strategies, manage project resources, develop and cultivate vendor relationships, negotiate favorable contracts, improve asset management and construction processes, and establish cost-effective methods to deliver projects on time and within budget.

Exceeded 10 of 17 key performance indicators; met target on remaining 7.

Achieved summer load and capacity goals for the past three years: first time in company history. Completed company`s first bulk sub-station project since the mid-1990s; finished on schedule and within budget.

Delivered 37%, single-year improvement in substation milestone completion; finished 94% of overhead work during difficult 2005 storm season. Completed greater than 93 % of scheduled work for past three years.

Implemented PMBOK methodology; Established cost & scheduling organization

Improved actual vs estimate from plus or minus 50% to plus or minus 10.3% on average

Established organization to comply with Connecticut Energy Independence Act; worked on several initiatives to reduce electric rates in the state and improve revenue stream.

Exceeded safety goals

Director-Field Services (2002-2004)

Directed operations for Stores/Materials Management, Transportation, and Facilities departments. Developed and implemented change management, process reengineering, and operation strategies and plans; benchmarked and performed gap analysis; and implemented numerous productivity improvements.

Generated $540,000+ annual revenue stream by analyzing facility needs and renting out excess space; added additional one-time revenues by identifying six properties to sell.

Optimized fleet allowing for 7% size reduction without decreasing capacity; optimization saved $1.5M in overhead and maintenance (O&M).

Delivered 12% return on capital and grew asset base by creating four-year asset management plan.

Developed and executed 3-year plan to optimize supply chain which resulted in $11M inventory and 26% labor reductions.

Northeast Nuclear Energy Company, Waterford, CT

Director-Support Services (2000-2002)

Transition Manager (1999-2000)

Director-General Services (1997-1999)

Directed support services organization, overseeing 600 employees across 6 departments (Environmental Health & Safety, Nuclear Security & Fire Protection, Facilities, Radiation Protection/Hazardous Waste, Document Administration & Records, and Construction).

Drove company from turnaround environment to normal operations; led company through four successful federal inspections.

Oversaw transition to de-regulated business environment (1999); developed and implemented transition management model, team, and strategic change plan.

Directed Continuous Process Improvement (process reengineering) organization, reengineering four core processes.

Generated $2M annual savings by spearheading state approved managed care program.

Eliminated 56% of overdue commitments, corrected $4M budget overrun, and closed 97% of employee grievances.

Managed General Services Organization through Millstone Station recovery efforts; re-established employee accountability and technical program credibility. Reactors were successfully restarted.

Virginia Power Company, Surry, VA (1995-1997)

Nuclear Specialist / Oversight

Radiological Engineering Supervisor

Helped generate $2M annual cost savings as part of 5-member team that executed performance-based quality assurance model.

Key player on team that developed and implemented performance-based QA model leading to 40% operational streamlining.

Created Radiological Engineering department; saved $8M annually by developing and implementing a cost-effective radiological work planning program.

Cut $9M in payrolls and decreased waste 50%.

Georgia Power, Waynesboro, GA (1985-1990)

Supervisor Health Physics / Chemistry Technical Support

Developed the organization, procedures, equipment, and facilities needed to commercialize two 1200-megawatt reactors; organization began supporting commercial operations on schedule.

Canberra/Radiation Management Corporation, Meriden, CT (1983-1985)

Staff Health Physicist / Product Manager

Drove three products from concept through production; generated $10M in annual after-market and consultative sales over 2-year period.

Connecticut Yankee Atomic Power Company, Haddam Neck, CT (1980-1983)

Plant Health Physicist

United States Navy (1974-1980)

Nuclear Submarine Medical Technologist

EDUCATION

Master of Science (MSM)-Business Management

Albertus Magnus College, New Haven, CT

Bachelor of Science

Charter Oak College, Hartford, CT

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