Sales Power Plant
Resume:
Mark W Roberts
Omaha, Nebraska
****.***.***@*****.***
http://www.linkedin.com/in/MarkWilliamRoberts
CAREER SUMMARY
Accomplished executive with strong capability for mining, logistics and utility industries leadership, including business and corporate development, electricity and coal sales, procurement, transportation and trading, finance, risk management, and strategy development and implementation. Proven leadership in a wide variety of roles supports these skills.
Led projects and teams with increasing responsibility, including through three utility mergers. Robust network coupled with strong analytical capabilities. Dependable, productive professional with a strong work ethic and high standards for teams and self. Continuous focus on value creation.
Financial & Business Analysis
Sales, Business Development
Strategy Formulation, Execution
M&A
Market & Risk Analysis
Electric, Gas, Coal Trading
PROFESSIONAL EXPERIENCE
KIEWIT MINING 2012–2015
International Coal Sales & Business Development Director
Introduced Kiewit coal to international markets, and sold coal in domestic markets.
Optimized coal sales and production portfolio and related pricing, with focus on new customers.
Found new US and Canada contract mining business opportunities.
XCEL ENERGY 2011–2012
Manager, Fuel Supply Operations
Led procurement efforts for electric utility needs of >20 million tons of coal per year, along with biomass and refuse-derived fuel.
Negotiated two related and complex, long-term coal agreements with total value >$1.7 billion.
Developed detailed strategic plan for fuel supply operations.
INTEGRITY ENERGY CONSULTING 2010–2011
Principal
Established consulting company to provide services focusing on M&A, energy supply and risk management (eg advising California company and Xcel Energy on coal supply).
RIO TINTO 2003–2010
COLOWYO COAL COMPANY (indirect Rio Tinto coal mining subsidiary), 2009–2010
Director, Commercial Planning & Business Development
Initiated efforts to divest Colowyo: developing confidential information memorandum, seeking out bidders, making presentations and analyzing financial alternatives – all without investment banker.
Started and completed effort to buy back $30 million of Colowyo bonds.
RIO TINTO ENERGY AMERICA (indirect Rio Tinto coal mining subsidiary)
Director, Marketing & Pricing, 2008
Developed export business from scratch, ranging from research to customer identification and negotiations to logistics, resulting in ongoing new business valued at >$200 million of annual revenues.
Sales & Marketing Director, 2005–2008
Identified seaborne market opportunities when others on team were dubious about the market's potential.
Director, New Market Development, 2003–2005
Enabled product separation and sale of two distinct products at the Jacobs Ranch Mine, resulting in sales at higher average prices and creating >$10 million in annual value.
Evaluated and later divested IT subsidiary that provided optimization software for coal-fired power plants and held significant intellectual protocol.
CAPITAL MANAGEMENT ASSOCIATES, INC. 2002–2003
Independent Consultant
Established consulting niche in risk management, power supply and other services for consumer-owned utilities. Effort included evaluation of risks and risk management practices and development of risk policy.
MIDAMERICAN ENERGY COMPANY 1978–2001
Vice President, Business Analysis, 2000–2001
Coached senior team's efforts to develop business plan for installing emissions-control devices at owned coal-fired power plants, with plan later used as guide for future generation decisions by company.
Evaluated power supply risk management issues for Northern Electric, a UK affiliated company, with result being a detailed report of recommendations.
Vice President, Energy Trading & Planning, 1999–2000
Directed diverse team responsible for $1.6 billion of annual transactions that met or exceeded targets.
Coordinated efforts to evaluate acquisition of blocks of coal-fired power plants.
Achieved approval of power purchase agreement between affiliate and utility after non-utility affiliate had developed a 500 MW gas-fired power plant.
Vice President, Generation Planning & Business Development, 1996–1999
Led development efforts of new 500 MW gas-fired power plant and got approvals for project in midst of an acquisition of MidAmerican by CalEnergy.
Shaped efforts of technical team to evaluate operating practices at owned and operated coal-fired generation units that had inconsistent practices because they had been operated by three predecessor companies, with recommendations being adopted across the board and significant cost savings achieved.
Manager, Electric Administrative Services, 1995–1996
Advanced strategy to put new electric rate structure in place, with structure adopted by company and regulators.
Manager, Corporate Planning (Midwest Resources), 1992–1995
Guided efforts of 16 transition teams of about ten employees each to design integration structure for MidAmerican Energy after merger of Midwest Resources and Iowa-Illinois Gas & Electric.
Coached team in development of open access transmission tariff required as a result of merger.
Special Projects Administrator (Iowa Power), 1986–1992
Directly reported to company president in staff role; therefore, was actively involved in leadership of operations of electric utility that had generation, transmission and distribution.
Set tasks for transition teams in integration effort in merger that created Midwest Resources.
Led Iowa Power effort to provide documents in response to an FTC second request.
EDUCATION
MBA, Drake University, Des Moines, IA
BS, Industrial Administration (Accounting), Iowa State University, Ames, IA
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