Todd W. Haberland

Edwardsburg, MI

574-***-****

adg7r4@r.postjobfree.com

PROJECT MGMT CONSTRUCTION MGMT NUCLEAR

GENERATION OPERATIONS MAINTENANCE-FACILI-

TIES MGMT COMMISSIONING DECOMMISSIONING

CAPITAL PORTFOLIO MGMT BUSINESS STRATEGY

CONTRACTS OVERSIGHT

LEADERSHIP STRENGTHS

• Project Management

• Operations, Maintenance & Facilities

Management

• Nuclear Power Generation

• Construction Management

• Engineering Modifications

• Decommissioning

• Cost & Performance Management

• Change Management Leader

• Regulatory Compliance / Commissioning

• Contract Negotiations M&A

• Organizational Performance Analysis &

Recovery Execution

• Organizational Effectiveness, Oversight

and Assessment

• Strategic & Long-Range Planning

• Risk Management Due Diligence

• Team Leadership & Development

Innovative and results-oriented operations and project management leader, leveraging deep industry experience in power generation with strong busi- ness acumen. Expert in planning, executing, and commissioning large- scale, multimillion-dollar projects on time, on budget, and exceeding ex- pectations.

Leverage project management best practices for quality project execution, diligently assess and mitigate risks, and effectively control quality, scope, costs and schedule to deliver project value and bottom-line results.

Recognized as a strong team leader, recruiting the best, building high-per- formance teams, and providing development opportunities, which capital- izes upon the strengths of each individual.

Persuasive relationship builder, able to form alliances with internal and ex- ternal stakeholders and seize upon opportunities for revenue growth and efficiency improvements.

CAREER EXPERIENCE AND CONTRIBUTIONS

HABERLAND CONSULTING LLC 2017 – Present

Executive Consultant - President / CEO

A leading technical and strategic business advisor to the energy industry. Providing strategic and technical advisory services for energy, industrial, and public infrastructure projects for lenders and investors, owners, executives and developers, regula- tors and utilities to keep projects performance on target.

Executive Consultant to a prominent Independent Monitor-Construction & Project Management Consulting firm seeking to expand their nuclear market share. Performed reviews of Capital Life Cycle Management Projects and Plans. Estab- lished a new nuclear business development market model for emerging nuclear decommissioning market. Holtec International 2019

Sr Management Oversight

Retained to lead project oversight for the preparation and execution of the DTE Energy Fermi 2 dry fuel storage campaign. Providing independent observation, oversight and reporting of the programs, execution, loading, transport and storage of 11 dry fuel storage cannisters. Ensuring programmatic and procedural compliance were upheld and executed within behavioral standards and performance requirements of Holtec and the client. Interfacing with the project leadership team to ensure gaps and opportunities were known, promptly addressed and corrected within the CAP program as required.

Executed the Holtec Dry Fuel Storage Oversight Program requirements and reporting for the campaign. Completed all required operations training with project leadership team and crew to ensure qualifications were obtained and executed as required by training program requirements

Providing direct observation of leadership command and control and in-field crew activities for all critical steps within procedures. Providing project leadership direct feedback on observation results, opportunities, trends and suggested mit- igating actions where and when required

Routine reporting to Holtec corporate Operations Program Director and Operations Manager. Routinely interfacing with the client’s Oversight team to ensure shared alignment and real-time mitigation of any potential adverse trends

Project completed 100% safety compliant, event-free, ahead of schedule and received direct acknowledgement from the DTE Fermi Project Manager and Fermi executive leadership team for a extremely well run project Holtec International 2017 – 2019

Project Director

Retained to lead the final design, construction and regulatory commissioning in recovery of a ISFSI Expansion and Security construction project. Transitioning to and leading the Fuel Transfer Operations Project for the largest ever Pool-to-Pad Dual Unit Fuel Off-load Campaign in the world at the San Onofre Nuclear Generating Station. Established alignment and partner- ship with the utility and the San Onofre Decommissioning Services (SDS) Project for concurrent successful execution of project objectives.

Established and executed a recovery plan to turn around the Security and Dry Fuel Storage Project which suffered from schedule, scope and budget performance shortfalls to achieve commissioning, regulatory compliance and approval.

Executed the Dry Fuel Storage operations campaign through initial start-up and post regulatory required changes. Estab- lished improved robust training, staffing and procedure upgrades as requested by utility and regulators. Independent As- sessment teams determined enhanced programs to be best in the industry. AMERICAN ELECTRIC POWER – DC COOK NUCLEAR POWER STATION 2013 – 2017 Director, Projects

Reporting to the Vice President of Engineering, brought on board to provide the leadership and recovery of the $1.2B Lifecycle Management Program. Led the PMO for all major capital and large-scale performance improvement projects in collaboration with stakeholders to enhance the reliability of the nuclear generation business unit while successfully interfacing with state regulators and independent auditors. Strategically allocated the budget, controlled costs, mitigated risk, and oversaw the safe, on time, and on budget execution of the project management and controls team. Established strategic long-range plans and schedules, and took corrective action as needed to keep projects on target. Directed the activities of 6 managers with up to 85 indirect reports, while providing development opportunities to improve skills.

Turned around the Lifecycle Management Capital Project, which suffered from up to $60M in performance shortfalls to achieve value performance targets of 1% – 3% on up to $250M of annual spend. Established Engineer of Choice and EPC Performance based contracts and an Engineering Work Management Program to improve comprehensive performance.

Project was recognized by the state regulator and auditor as “well managed” and for “strong leadership with strong project controls in place.”

Assumed an executive project sponsor role to manage all phases and commissioning of the successful $240M GE/Alstom turbine replacement project, spearheading the installation of a new 250-ton turbine crane, and delivering the project on time and under budget. Oversight of Phase 1 of the Reactor Baffle Former Bolt replacement project.

Recognized with multiple Nuclear Energy Institute Top Industry Performance Awards for innovation, safety, and seamless execution of the project.

Developed and implemented an INPO Level 1 IER 14-20 Enterprise Risk Management Program, which established the scale and level of risk projects potentially had the company. Rated by INPO as a “beneficial industry practice.”

Achieved INPO 1-Excellence in Nuclear Power Operations status DTE ENERGY CORPORATION, Detroit, MI 1996 – 2013

Manager, Nuclear Support Projects, Contract Management & Facilities – FERMI 2 NUCLEAR POWER STATION (2010 – 2013)

Charged with planning, scheduling, and leading multimillion-dollar capital projects to align with the safety and reliability requirements of the nuclear generation business unit. Developed, executed, and managed Nuclear Generation Contracts Pro- gram in collaboration with the legal department and supply chain management. Oversaw vendor performance and a $180M EPC contract budget, ensuring the efficient and expedited allocation of contract funds. Fermi 1 Decommissioning contract management oversight.

Project Manager for centerline projects-Main Generator Overhaul and HP Turbine 10 yr ISI and Turbine Steam Valves Manager, Nuclear Support Strategic Planning, Business Support – FERMI 2 NUCLEAR POWER STATION (2008 – 2010) Spearheaded complex projects to support business plan objectives and the long-term reliability of equipment. Oversaw site documentation, procedures, and records. Developed business plans and strategic, long-range plans. Ensured all projects were prioritized and implemented with the highest regard to quality and safety, and delivered on time and on budget. Led team of 8 managers with 20 indirect reports, and oversaw budget management team.

Served as DTE case manager for the successful Department of Energy (DOE) Spent Nuclear Fuel litigation. Manager, Power Generation Projects – HEADQUARTERS (2003 – 2008) Promoted as direct report to the Executive Vice President of Power Generation and CNO Nuclear Generation to represent the business unit and lead a 5-year, $450M ERP project, overseeing the implementation of Maximo, SAP, Primavera, Documen- tum, ESRI, and MDSI software applications used to optimize business processes. Drove change management initiatives to onboard stakeholders to the new system and trained and led a cross-functional power generation team of 45.

Provided the strategic direction for the project, developing the business case for board approval, establishing benchmarks, and managing risk. Reviewed, recommended, launched, and tested the applications.

Recognized as the corporate change management and operating systems lean expert-Lean Certification Manager, Nuclear Production-Maintenance & Facilities – FERMI 2 NUCLEAR POWER STATION (1999 – 2002) Led maintenance and modification projects for all equipment plant-wide and facilities to maintain seamless operations. Served as management sponsor leading the construction of a new $13M technical training center and managed 8 direct reports, in- cluding mechanical, electrical, instrument controls maintenance, and facilities; 1,200 staff during outages.

Achieved INPO 1-Excellence in Nuclear Power Operations status. Successfully completed 3 successive refueling outages on schedule and under budget within 5% of budget targets.

Led the recovery of the Maintenance and Supervisory INPO Accredited Training Programs from probationary status to set INPO acknowledged new industry standard status. ADDITIONAL HIGHLIGHTS

EDUCATION

Bachelor of Science, Construction Engineering-Cum Laude • Saginaw Valley State University Associate of Science, Architectural Technology-Cum Laude • Delta College Senior Reactor Operator License, US Nuclear Regulatory Commission Executive Management Development Program, University of Michigan CORPORATE

EDUCATION

Contract Administration • Project Management • Senior Management of Labor Relations Corporate Spokesperson • Media Confrontation • Operating System Expert • Lean Certification Electrical Distribution Engineering Certification

MEMBERSHIPS

Institute of Nuclear Power (INPO) Project Management Working Group (PMWG) American Association of Cost Engineers (AACE)

Project Management Institute (PMI)

American Nuclear Society (ANS)

Electric Power Research Institute (EPRI)

AWARDS

RECOGNITIONS

INPO 1 Rankings

Nuclear Energy Institute (NEI) Top Industry Practice (TIP) Awards MRO Maximo Software Customer Client of the Year

ADDITIONAL IN-

FORMATION

AND

COMMITTEE

PARTICIPATION

INPO Assessment Host Peer -4x • INPO Assessment Team, US – (5x) World Association of Nuclear Operations (WANO) Assessment Teams – Brazil & Germany Emergency Director and Corporate Spokesperson, Emergency Response Organization Chairman, Institute of Nuclear Power Operations Excellence in Project Management Standard Governance Committee Member, Corporate Work and Asset Management Maximo Project Contract Negotiations Team and Nuclear Division GPPMA Owner Founding Executive Committee Member, EPRI Nuclear Maint. Application Center (NMAC) Chairman, Onsite Safety Review Organization, Operational Excellence Plan, Corrective Action Management Council Sponsor, Security, Emerg Preparedness, Engineering Obsolescence Teams Team Manager & Executive Sponsor- Nuclear Safety Culture Assessments (5x) Mentor, Project Management Institute (PMP) Program Member, Corporate Strategic Nuclear Asset Mergers & Acquisitions Due Diligence Team Chairman, Project Resource Group and Project Change Control Board Member, MRO/Maximo Software Nuclear Advisory Board Case Manager, DOE Spent Nuclear Fuel Litigation

Governance Committee Member, Corporate Ethics and Compliance Board Member, Harbor Habitat for Humanity; Mentor, Big Brothers/Big Sisters

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