anywhere in USA

Name : Walt MacFarland
Industry Type : Electrical Contractors
City & State : Downingtown, PA
Job Title Group President
Relocation Preferences : anywhere in USA
Objective : I am a highly successful senior executive with extensive experience in the energy/power marketplace. I have experience both working as an executive with utility companies and as an executive working for utility clients. My experience spans the construction, maintenance, and operations of power/energy facilities within the industry.I have experience in electrical transmission, distribution, and substation construction; power plants renewable energy, fossil, and nuclear; paper plants, and oil, petroleum, and refinery.

Backed by an M.B.A. and a B.S. in Engineering, I have progressed through a series of increasingly more responsible executive management positions in the energy, industrial, and construction sectors, both in the public and private marketplaces.

My broad-based career has given me strong hands-on knowledge of best practices techniques, startup/turnaround situations, due diligence, P&L, operations management, process/quality improvements, capital budgets, contract negotiations, local/state/federal regulatory compliance, union and non-union environments, and project management with specialization in strategic planning.
My expertise in strategic planning and corporate structuring, as well as my executive leadership ability, problem solving skills, and capacity to successfully achieve objectives within multi-faceted companies are what set me apart from other candidates.
Resume :  
Walter MacFarland


Senior Construction Executive, M.B.A., with over 20 years of demonstrated growth and success developing and executing corporate initiatives, creating and executing strategic/business development plans, and driving to achieve/exceed growth and profit performance targets in both the public and private sectors within the construction industry. Experience in electrical transmission, distribution, and substation construction; power plant renewable energy, fossil, and nuclear; paper plants, and oil, petroleum, and refinery.

Expertise in: P&L management; Operational effectiveness and productivity; Construction and engineering management within the general/industrial contracting marketplace; Managing projects-based, firm price, multi-business unit operations; Managing relationships in both union and non-union environments; Project management and project controls capabilities; Building and maintaining strong client relationships; and Positioning product/service offerings designed to increase growth and enhance corporate profitability..

Strong Management Skills include: Strong business and financial acumen; Leadership skills to manage both strategically and tactically; Manages through accountability and results; Sets high standards and manages for performance; Develops/hires top talent coaches for success; Effective communications skills in dealing with Boards, Senior management, employees, and clients; Leads by example strong work ethic centered around personal integrity and corporate core values.

Managed over 2,500 employees, with revenue streams of $650+ million. Additional strengths and capabilities include:

Matrixed Organizational Leadership & ManagementForming & Leveraging Client/Contractor RelationsCreating a Shared Strategic VisionBuilding Strong Procedures/Processes
Developing Competitive Pricing StrategiesAcquisition/Merger/Corporate Buyout Experience
Contract Negotiations/Deal StructuringOrganic and Acquisition Growth Capabilities


MASTEC, INC.; Coral Gables, Florida2008 to 2010
[International specialty contractor operating mainly throughout the United States and Canada, with building, installation, maintenance and upgrade of utility and communications infrastructure services; 9000 employees; Annual revenue: $1.7B]
Group President Energy - Scope of duties centered on leading and directing the successful development and implementation of strategic business plans for the Energy Group, comprised of three operating companies both a union and non-union company responsible for both overhead and underground infrastructure, including transmission, distribution and substation work. The third company was a wind energy company responsible for balance of plant design-procure-install installations. Focus was 1) growth of all three businesses to gain greater market share; 2) integration of acquisitions into MasTec 3) development and implementation of processes to support growth and improve profitability. P&L responsibility reporting to Corporate COO.

INDEPENDENT CONSULTANT; Philadelphia, Pennsylvania
Provided consulting services to the industrial services business sector.2007 to

[National specialty contractor with engineering, construction and maintenance services for utility infrastructure; 2500 employees including craft labor; Annual revenue: $900M]2005 to

Executive Vice President Electric - Scope of duties centered on directing the successful development and implementation of strategic business plans for the Electric Business Unit, comprised of three operating companies responsible for above-ground electric infrastructure; and oversight of all strategic corporate accounts. Focus was on 1) establishment of best practices of three operating companies to maximize EBITA and optimize utilization of limited resources in the market; 2) increase senior management talent pool in operating units to support growth and profitability; 3) development and refinement of operating processes to increase profitability; and increased effectiveness of integrated resources for strategic accounts. Held overall P&L responsibility for Electric Business Unit, reporting directly to the CEO.
Direct reports included: 3 Operating Company Presidents, VP, Strategic Accounts, VP, Operational Strategy.

Led executive recruitment effort to strengthen and broaden senior management experience within all three operating companies of the Electric Business Unit [Hired 7 outside executives and promoted 3 from within positions from Unit President to Divisional VPs].
Directed the organizational realignment of all three operating companies, including creation of a COO position within two units and the development of a double breasted [union and non-union] operating unit with the third company.
Initiated the expanded engineering capabilities from regional support of one operating unit to support of all corporate operating units.
Initiated capabilities integration strategy across the Electric Business Unit to develop best in class processes across the operating companies.
Grew revenue 30% while increasing profitability by 15% over a year and a half.
Led Strategic Account team in development of improved processes, providing better alignment with clients goals, resulting in improved profitability for corporation.
Initiated an Electric Business Unit strategy to improve project management/project controls functions and processes to support key projects within corporation.

THE HAKE GROUP OF COMPANIES; Eddystone , Pennsylvania
[Regional construction company with five business units; heavy industrial construction in utility/energy markets; 1,800 employees including union craft labor, Annual revenue: $450M]
2000 to

Chief Operating Officer - Scope of duties centered on directing the successful development and implementation of strategic business plans focusing on integration and establishment of full service capabilities for 5 heavy industrial construction companies. Additionally, held P&L responsibility while reporting directly to CEO of this privately held company. Direct reports included: 5 Business Unit Heads, Safety Director, Project Controls Director.

Increased annual revenue within 4 years from $87 million to $450 million while simultaneously improving profit margin by a factor of three.
Integrated 5 business unit operations (Electrical, Mechanical, Civil/Structural, Boiler, Heavy Rigging) in order to facilitate a new marketing strategy and enlarge customer base. As a result, grew annual revenues 500% over a 4-year time frame.
Developed and implemented major process improvement initiatives/organizational changes to support growth potential. Subsequently, awarded and implemented larger contracts with new and existing clients.
Successfully marketed sale of the company for 10 times its value as assessed 4 years previously.

INDEPENDENT CONSULTANT; Philadelphia, Pennsylvania1999 to
Provided business development services for clients in the engineering and IT management industries. Projects included:
Guided technical development while assisting in preparation of proposal for enterprise asset management software analysis for a major company. [DMR Consulting Group, Inc.- A Fujitsu Company; Edison, NJ]
Collaborated in the formulation of a strategy for presentation to venture capitalists for a third party partnership for asset acquisition. [Parsons Corporation; Reading, PA]
Spearheaded development of a proposal and presentation designed to direct a major restart effort for 4 plants. [Parsons Corporation; Reading, PA]

ILLINOIS POWER COMPANY; Decatur, Illinois [On Loan from PECO ENERGY CO.]
[Regional electric utility providing electric service to Central Illinois; Sales: $2.5B; 5,000 employees] 1998 to
Senior Vice President/Chief Nuclear Officer Nuclear Operations Primary duties consisted of overseeing overall nuclear operations (through a management contract). Responsible for 2,400 employees and contractors with O&M budget of $200 million and capital budget of $120 million. Reported directly to CEO. Direct reports included: Director- Operations; Director-Engineering; Director-Maintenance; Director-Regulatory; DirectorOutage Management; Director-Training; Director-Restart ; Director-Finance/Administration; Secretary.

Directed strategic plan development/implementation for the business unit, which resulted in the successful restart of Clinton Power Station (after a 1 - year regulatory shutdown).
Instituted more than 12 new processes targeted to improve day-to-day plant operations and spearheaded implementation of over 200 major initiatives created to revamp the plant and upgrade employees skills.
Established corporate credibility through direct interfacing with regulatory agencies, industry groups, financial groups, and the public. This enabled the implementation of a restart plan within 18 months of a regulatory shutdown and further demonstrated managements capabilities to a wide array of financial groups as well as the public.
Headed a due diligence assessment to effect the purchase of the facility by a third party. This third party purchased the plant in 1999.

PECO ENERGY COMPANY; Philadelphia, Pennsylvania
[Regional electric and gas utility providing service to Delaware Valley; Sales: $6B; 12,000 employees] 1971 to

Vice President - Limerick Generating Station; Limerick, PA (1995 - 1998) Charged with responsibility for the safe and efficient operation of the Limerick Generating Station. Managed 900 employees, with an O&M budget of $120 million and capital budget of $45 million. Corporate Officer. Reported directly to the President and Chief Nuclear Officer-Nuclear. Direct reports included: Director-Operations; Director-Engineering; Director-Maintenance; Director-Outage Management; Director-Finance/Administration; Director-Training; Secretary.

Successfully developed and implemented a strategic plan that reduced generation costs by 25% and helped the station retain top ratings from regulators and industry groups.
Instituted and executed major change initiatives designed to increase reliability of the facility, which proved instrumental in increasing operational capacity factor from 85% to 92%.
Restructured the organization in order to attain work efficiency and lower operational costs. As a result, reduced employee/contractor headcount by 20% while defeating 2 unionization attempts over a 3-year period.
Directed a task force to implement common practices across the generation fleet. Consequently, reduced operational costs and expanded plant reliability through quality improvement, progressive work practices, and a more effective and efficient workforce.

Director Outage Management; Limerick, PA (1993 - 1995) Responsible of the startup and successful integration of this organization into Business Unit operations. Developed processes for integration, prioritization, and management of all station activities, including all capital projects. Led all senior management scheduling and planning efforts through a matrixed effort with other Directors. Responsible for managing a $60 million capital budget as well as a $30 million O&M budget. Reported directly to the Vice President-Limerick Generating Station. Direct reports included: Senior Manager-Outage Management; Manager-Project Controls; Senior Manager-Project Management, Secretary.

Headed the startup of a new division and its integration into the business unit, which resulted in an integrated work planning process prioritized to support overall plant operations and better utilization of the workforce.
Collaborated with other senior management in the development and implementation of a risk-based maintenance schedule (later adopted as a model by the industry). This project resulted in lowering operating costs by 20%, reducing forced shutdowns, and decreasing contract labor costs.
Initiated more than 12 new procedures for more effective and efficient planned shutdowns for refueling, which slashed planned shutdown time from 60 days to less than 30 days, thereby establishing an industry benchmark.
Oversaw the development and implementation of a planning process for capital improvements. Through tightened control of capital expenditures and better scheduling of work, capital budgets were cut by more than 40%.
Responsible for all capital, maintenance, and modification work performed internally and with outside contractors.

Director Maintenance Division; Wayne, PA (1991 - 1993) Key duties included establishing and guiding a new enterprise which performed reactor and turbine maintenance for the corporation. Responsible for 350 employees with a $40 million O&M budget. Reported directly to the President and Chief Nuclear OfficerNuclear. Direct reports included: Senior Manager-Reactor Group; Senior Manager-Turbine Group; Manager-Technical Group; Controller; Secretary.

Led the startup of a new maintenance division targeted to perform turbine and reactor maintenance for the power plants corporate fleet, realizing a 35% reduction in costs for maintenance previously performed by OEM contractors.
Collaborated in the development and implementation of new maintenance training programs that improved technicians competency, efficiency, and quality, thus lowering overall production and maintenance costs.
Facilitated the simplification of maintenance procedures, which created more efficient work processes, higher quality maintenance, and an increased capability of employees to perform additional work activities. This resulted in reducing costs through the elimination of additional contractor support.
Marketed and performed specialized maintenance services for other utility companies, which lowered general costs of maintenance service while improving skill level of the technicians.

Various Positions (1971-1991) Held a variety of increasingly responsible management positions, primarily in the Construction and Engineering areas. These opportunities provided personal career development in major capital construction, project management, engineering, project controls, project startups, nuclear facility decommissioning, and labor relations with Building Trades Unions..


M.B.A., 1989
Widener University; Chester, Pennsylvania

B.S., Engineering, 1971
Widener University; Chester, Pennsylvania

Licenses and Certificates:
Professional Engineers License, Pennsylvania Current
INPO Senior Nuclear Plant Managers Certificate 1994
Penn State Management Development Certificate 1989

Professional Associations:
American Society of Mechanical Engineers Current Member
Montgomery County Chamber of Commerce Past Board Member
Philadelphia Area Labor Management Council Past Board Member
North Carolina Chamber of Commerce Past Member

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