To provide executive level consulting services to energy utilities, which will enable those utilities to gain competitive advantage through, enhanced business processes and the deployment of technology.
Next Speaking Engagement(s)
None scheduled at this time
My Work Status (1997 – Present)
Recent client engagements follow:
UGI Utilities, Inc. (Reading, PA) Timeframe: (October 2007 through January 2009)
Mr. Weber has been retained as the Change Management coordinator for the UGI/PNG CIS Consolidation project called CONCISE. This project will make modifications to the existing UGI CIS and also migrate PNG employees (from a recent acquisition) over to this Customer Information System (CIS). Mr. Weber will work closely with the Project Director, Mr. David Lahoff and also with the designated Change Management Lead, Ms. Susan Napkora.
Mr. Weber will also act as an advisor to the CONCISE Project - Executive Steering Committee made up of Mr. John Barney - Sr. VP Finance, Mr. Peter Terranova - VP. Operations, Mr. Robert Stoyko - VP. Northern Division, and Mr. Scott Culbertson – VP. of Information Services.
Mr. Weber will also perform “Health Check’s” after each fiscal quarter during the 14 month implementation period.
Nicor Gas Company (Naperville, IL) Timeframe: (April – June 2007)
In a previous assignment, Stan P. Weber Executive Consulting, LLC (SPWEC) was contracted to perform a brief assessment of Nicor Gas’ existing GIS implementation.Mr. Weber traveled to Nicor Gas and spent time with Mr. Hans Bell (GIS Project Leader) discussing the status of the GIS progress to date. This work effort was conducted on November 20, 2006. At the conclusion of this work effort and after several telephone discussions, SPWEC was requested by Ms. Kris Nichols (VP Engineering) to assist in the development of a “Nicor Operations Asset Management (OAM) STRATEGIC PLAN”. This OAMS Project kicked off on April 3, 2007. The OAMS Project Team developed a combined set of integrated applications to meet the OAMS vision statement. Guided by both Mr. Weber and a colleague Mr. Steven Dick (MICON, Inc.) they identified areas of opportunity, developed desired process flows, qualified benefits and high level cost estimates. These systems, some requiring purchase and installation along with asset data conversion, were then placed on a 5-year timeline.
Mr. Weber successfully delivered the final report and presentation to the Senior Executives on June 7, 2007. The Senior Executive team accepted the strategy and agreed to follow the ‘next step’ action plan.
UGI Utilities, Inc. (Reading, PA) Timeframe: (September 2003 through January 2008)
Having previously guided the direction and development of the FLAME (Field Level Asset Management Environment) Vision and Business case, Mr. Weber was retained as the Change Management coordinator and FLAME Team Consultant. This integrated database and support system will enable UGI field engineers and employees to be more efficient in the design and maintenance of the gas distribution network. They will enter data directly into the FLAME database as their work is performed in the field.
Mr. Weber worked closely with the FLAME Project Director, Mr. Dave Stahovich.
Mr. Weber acted as an advisor to the FLAME Executive Steering Committee made up of Mr. John Barney - Sr. VP Finance, Mr. Peter Terranova - VP. Operations, and Mr. Scott Culbertson – VP. of Information Services.
Mr. Weber performed “Health Check’s” twice a year during the four year implementation period.
Sacramento Municipal Utility District (SMUD) (Sacramento, CA) Timeframe: (June 2004)
After a competitive bidding process was conducted in March 2004, Mr. Weber was awarded the contract to perform the final Quality Assurance "Health Check" for the District's SDIT Project. Mr. Weber interviewed over two dozen people in various levels of management and users. Mr. Weber’s extensive utility experience was also used to determine "Lesson's Learned" during the multi-year SDIT project.
The SDIT project is an integrated GIS, OMS and Mobile Data Dispatch project which spanned over 5 years, with Intergraph as the main vendor. The extensive data conversion process was completed by the Apex data conversion company.
Mr. Weber had conducted the previous three (3) Health Check audits as a subcontractor to another firm.
Mr. Weber successfully delivered the Health Check results to SMUD on June 4th, 2004.
The Gas Company (Honolulu, HI) Timeframe: (February 2004)
Mr. Weber was requested to perform a "Health Check" for this company's Smallworld GIS project. Mr. Weber conducted twelve (12) onsite (Kamakee St.) interviews during the period from February 17, 2004 through February 19, 2004. These interviews were approximately 30 minutes long, and the purpose of the questions asked was the identification of issues that have adversely impacted the progress of the GIS project.
Mr. Weber delivered the sixteen (16) findings with associated recommendations. He also delivered a next step "action plan" for The Gas Company to implement.
As a subcontractor to SAIC, Mr. Weber worked on the Power System Optimization Project (PSOP) as an Operational Readiness consultant. The Transmission / Power Supply (TPS) group at TVA embarked upon a six-month study in 2002 assessing how TVA leverages operating data to manage overall utility performance. The Power System Optimization Project (PSOP) study evaluated TVA’s current metering, telecommunications, and applications infrastructure against what is common in the industry. The PSOP study identified opportunities to use accurate real-time information to reduce critical reliability risks, improve asset utilization, and help TVA prepare for changes in the industry.
PSOP is a system-wide program and as such, it will play a vital role in helping TVA reach its Vision and Goals. Among Mr. Weber's responsibilities were the development of a communication plan and an operational readiness assessment for the implementation of PSOP. In addition, he assisted in the definition of performance metrics for the benefits that were identified in the business case.
Hawaiian Electric Company (HECO) (Honolulu, HI) Timeframe: (October through December 2002)
Mr. Weber teamed with Kema Consulting to offer strategic planning services to HECO's System Operations Department (SOD). Acting as both Executive Consultant and Project Manager, Mr. Weber led the consultant scope of work that developed an implementation strategy and high level business case for an Outage Management System (OMS). During this work, other related systems which possibly integrate or interface to the proposed OMS were also examined (i.e. CIS, EMS, and GIS). The consultant team used a sophisticated process modeling tool to capture both the existing and future business process states. HECO is a long time client of Mr. Weber's. Working with HECO's Project Manger, Mr. Barney Yoshioka, he assisted the company in the late 1980's to evaluate and select a computer aided drafting and design system (CADD), and then again in the early 1990's with the evaluation and implementation of a GIS.
Mr. Weber successfully presented the findings of the report to HECO Executive Management on Dec. 12, 2002
Sacramento Municipal Utility District (SMUD) (Sacramento, CA) Timeframe: (June 2002 - June 2003)
As a subcontractor to Kema Consulting, Mr. Weber assisted the SMUD SDIT Project Team as an Organizational Readiness consultant. He conducted interviews with the top Executives and various levels of management and users to gather information which was used to guide subsequent workshops. Mr. Weber acted as a “coach” to the existing SDIT Change Management group and facilitated workshops to assist them in the development of a change management implementation plan. Mr. Weber’s extensive utility experience was also utilized in the development and finalization of “to-be” processes for the Distribution Services organization.
In another related assignment, Mr. Weber was asked to provide three separate QA (Quality Assurance) audits of the SDIT Project—from an independent consultant perspective. Mr. Weber examined the SDIT Project from six (6) categorical views: Process, People, Data, Technology, Project Management, and Business Strategy.
Mr. Weber sucessfully delivered the first QA results to the SMUD Board of Directors on Dec. 17th, 2002.
Mr. Weber delivered the 2nd QA "Health Check" on March 18, 2003.
Mr. Weber successfully delivered the 3rd QA "Health Check" in July 2003.
UGI Utilities, Inc. (Reading, PA) Timeframe: (December 2002)
Mr. Weber was requested to attend an executive budget review of the FLAME project. Costs, benefits and strategies were re-examined in an effort to make refinements to the existing business case developed in an earlier assignment. The purpose of the meeting was to identify the costs that would be budgeted in the upcoming budget cycle.
National Grid (Boston, Mass.) (Timeframe: Dec. 2001 to March 2002)
Mr. Weber assisted Kema Consulting as an Organizational Readiness consultant in developing a Strategic Roadmap for National Grid. A merger with Niagara Mohawk (Syracuse, NY) presented a technical challenge, since each company had it's own GIS, WMS and OMS. Kema Consulting was brought in to assist National Grid in determining which of these large systems (GIS, WMS and OMS) best meet the company's going-forward business process model.
The change management aspects of this effort are quite extensive, and Mr. Weber utilized his expertise to the Kema team in this area. He conducted interviews with the top Executives of both companies to gather critical information which was used to guide the Strategic Roadmap developed by the Kema Consulting team.
UGI Utilities, Inc. (Reading, PA) Timeframe: (August - October 2001)
As a subcontractor to the company, Mr. Weber guided a team of UGI employees to develop a financial Business Case with a Vision and strategy for distributing the in-house Smallworld GIS solution. This business case included integration with legacy systems, data conversion/migration and application development. The FLAME (Field Level Asset Management Environment) project will build on the existing GIS and leverage the concept of field data capture and data ownership. The project was successfully presented to the UGI Senior Executive team and conceptually approved. During the course of this work effort, Mr. Weber highlighted two very important aspects for a successful implementation, namely, Change Management and Data Integrity.
On a previous assignment in May 2001, Mr. Weber provided Executive Management consulting services by assessing UGI's current GIS implementation. A series of meetings and informal interviews was held with various departments and individuals as deemed by the Director of Information Services. The focus of these meetings was to assess how well the current Smallworld GIS has been optimized within the company.
Mr. Weber assessed the effort against UGI's Corporate IT objectives, the original business case and implementation strategy. Mr. Weber then delivered his findings to three of UGI's executives; Mr. John Barney - Sr. VP Finance, Mr. Peter Terranova - VP. Operations, and Mr. Scott Culbertson - Director of Information Services.
See my resume' for previous years of work experiences
