Selected engagement experiences include leading teams assisting in:

• Leading a major project for the U.S. DOE Office Electricity to support the $4 billion Smart Grid Investment Grant and Smart Grid Demonstration programs. Guidehouse’s role involves developing the processes, approaches and analysis of the project build metrics, impact metrics, and overall benefits. This is a 5-year program involving approximately 140 major smart grid projects aimed at understanding the benefits and business case for smart grid investments.
• Managing a team of consultants supporting the U.S. DOE Office of Electricity. Projects involve characterizing the benefits of smart grid technologies, conducting a market readiness review of the high temperature superconductivity program and developing a market review and assessment of energy storage technologies.
• For a Li ion battery manufacturer, he led a strategic assessment of power generation market entry opportunities. This involved detailed characterization of energy storage applications in the grid and an assessment of business model options, regulatory barriers, and economics. Working with the senior management of the company, the team prioritized market opportunities and partners, and assisted the company in developing a strategic road map for the market.
• For a Fortune 100 appliance manufacturer, he managed a project to assist the company in developing an approach leveraging new opportunities created by changes occurring in the utility and energy industry. A scenario planning approach, in order to develop a wide range of future market conditions. A range of strategic options was developed for each scenario. The most attractive long-term strategic options were selected for comparison and implementation.
• For a major Japanese power equipment manufacturer, he has conducted annual assessments of the market for power equipment worldwide. This has included coal, gas, nuclear, hydro, wind, and other renewable energy technology systems. This work is conducted to support annual strategic planning activities for the company and support decisions regarding manufacturing plant additions, development of new products, and entry into new regions and countries.
• For a U.S.-based energy equipment manufacturer, he led a strategic planning project focused on identifying growth opportunities. This project involved two phases. The first phase focused on characterizing the company’s strengths and weaknesses, and identifying and assessing business growth options. In phase two, business strategies were developed for the top three opportunities. The company has implemented the recommendations. 
• For the New York State Energy Research and Development Authority (NYSERDA), he was responsible for the Energy and Environmental Technology program, assisting startup businesses in New York with business strategy, partnering, and raising capital. He has assisted NYSERDA with their incubator program and also with several of their programs for startup business assistance.
• For a major electric utility, he directed an R&D benchmarking project to compare best practices in R&D portfolio management at leading international utilities and fortune 500 companies.