1. Confidential Page 1 1/29/2015
Douglas J. Mader, P. Eng.
Vice President T&D Planning/Engineering/Operations/Construction
CTO/CIO
T & D and IT/Telecom Technology and Operations Business Management • Leadership and
Vision • Continuous Improvement
Customer-driven seasoned executive with acknowledged business and leadership skills in leading
continuous process improvement, customer service, safety performance, and driving cultural change.
Transmission business experience spans Canadian and US utility Planning and Operations, T&D
Engineering, Construction and Program/Project Management, Information Technology and
EMS/SCADA - creating a process-oriented organizational culture emphasizing strong teamwork,
best-in-class technology utilization, repeatable outcomes, and delivering customer value and
satisfaction. A change agent and critical problem solver, skilled at establishing strategic vision and
driving execution on that vision through process and engineering benchmarking, strong governance,
financial accountability and cost control, coaching and employee development. Center of influence
extends across the global utility community, industry R&D forums, universities, and industry
organizations including NERC.
Professional strengths include:
• $MM Budget Management
• Strategic Planning
• Continuous Improvement
• FERC Standards of Conduct
• NERC Standards
• Asset Management
• T&D Operations
• SOX Controls
• Change Management
• Business Culture Change
• Power System Planning
• System Operations
• EMS/SCADA
• Project Management
• Engineering & Construction
• Cost Control
• Information Technology
• FACTS and HVDC
• Driving for Results
• Ethics and Integrity
• Driving Safety Culture
• Reliability Management
• Contract Management
Recent Roles and Key Results
□ As Director of Engineering and Construction for a major vertically-integrated
utility in the southern US, impacted by long project cycle time with poor project cost
and schedule performance, chronic large Capital Work in Progress balances,
declining engineering quality, and lack of teamwork, spearheaded the redesign of
business processes, measures, and project controls based on PMI best practices.
Amid acute cultural resistance from entrenched functions, established a strong
matrix organization based on cross functional project teams and a fully accountable
project management office. Over three consecutive years this new approach was
gradually embraced by the organization and delivered best-in-class project cost and
schedule performance:

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 Over two years the size of capital program responsibility grew from $80MM
annually to $255MM. Program, largely consisting of merchant power plant
interconnection infrastructure, delivered on time and to budget while
addressing staff recruiting and contract resources required as well as
successfully carrying our significant process change management to improve
performance
 Project level schedule and cost attainment improved from under 60% to
better than 96% over three years.
 Engineering quality improvement resulted in the introduction of several
leading edge transmission technologies and was recognized by the top level
internal Chairman’s award.
 Employed centralized estimating, and constructability peer reviews to
improve installed unit costs by 25% over 3 years
 Top decile site safety performance
□ As Director Technology Delivery and Chief Information Officer for the
Transmission Business Unit, responsible for dedicated business unit software
applications, and the EMS/SCADA systems and network for six control center sites,
overcame chronic lack of processes and controls around these systems, and
established robust documented business processes and IT change management
based on Sarbanes-Oxley Section 404 IT General Controls, and realigned the entire
Transmission IT organization to support IT best practices, separation of duties,
robust application development and testing processes, and compliance with NERC
CIP Standards, and protection of Transmission information under FERC Standards
of Conduct.
 Developed and funded a strategic plan to consolidate six control center host
computer sites into two while addressing chronic equipment and application
obsolescence, reducing operating cost, and providing full disaster recovery
capability. This project is currently in progress and is on target for completion
in June 2009.
 Instituted and developed Transmission IT Program Management Office with
accompanying IT system development processes and governance framework
including prioritization methodologies to ensure development plan alignment
with established business objectives.
 Held overall responsibility for Information Technology software and
infrastructure systems requirements development, design, implementation,
and operation to support Entergy’s Independent Coordinator of Transmission
(ICT) implementation with Southwest Power Pool and Weekly Procurement
Process based on Security Constrained Unit Commitment. Projects
completed on time and within budget while meeting all specified
requirements.
 During Hurricanes Katrina and Rita organized resources and systems to
maintain 24/7 operation of two critical transmission control centers, directly
impacted by the storms, on emergency power and cooling while doubling

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control and alarm handling functionality on-the-fly to support restoration and
monitoring capability.
 Realigned responsibilities between Transmission EMS/SCADA organization
and Corporate IT to overcome “turf protection” culture and clarify appropriate
roles
 Sponsored leading utility participation in North American Phasor Project
which received several industry awards and recognition by DoE.
 Sponsored Country’s first utility installation of a real time simulation lab for
protective relaying and controls testing
□ As Director of IT Infrastructure and Enterprise Services for a Fortune 500
company with a multiregional footprint in the United States, including the planning,
budgeting, justification, specification, sourcing, licensing, design, implementation,
integration, operation, maintenance, refresh, and upgrade, of the following IT
Infrastructure systems and services:
 Met a challenge to reduce $60MM Enterprise IT operating cost budget by
10% on a permanent basis while maintaining top quartile customer
satisfaction. Introduced demand price signal philosophy to control demand
growth for IT services
 Championed alignment of field telecom safety programs with those of top
safety performing Transmission and Distribution. Eliminated chronic vehicle
accident problem
 Transformed department “micro-management” culture into collaborative
team approach, valuing input at all levels and empowering managers
according to their demonstrated technical and business competency
 Moved outsourced Project Management function, overseeing $60MM Capex
program away from “cost plus consultant” approach with all the risk on the
customer to a shared risk model, covering project planning through close-out,
with multi-stakeholder project team involvement. Goal to move
underperforming project cost and schedule measures to top performing within
first year
 Steering Committee IT representative for Entergy’s AMI/Smartgrid project
Career Snapshot
____________________________________________
ENTERGY CORPORATION , New Orleans, LA 1998-Pres.
Director IT Infrastructure & Enterprise Services, Entergy Services 2007-Pres
Director Technology Delivery, Entergy Services, New Orleans,LA 2003-2007
Director Engineering & Construction, Entergy Services, New Orleans, LA 1999-2003
Director Value Engineering, Entergy Services, New Orleans, LA 1998-1999
EMERA CORPORATION , Halifax, Nova Scotia, Canada 1980-1998
1973-1978
Vice-President, Engineering, Nova Scotia Power Services, Inc. 1997-1998
Director, Technical Services, Nova Scotia Power Services, Inc. 1994-1997

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System Design Manager, Nova Scotia Power, Inc., 1986-1997
Memberships and Affiliations
□ Past Chairman, Association of Edison Illuminating Companies – Electric Power
Apparatus Committee
□ Past Chairman of the EMTP Development Co-ordination Group, an organization of
world-wide scope including such organizations as Hydro One, Hydro-Quebec, ASEA
Brown Boveri, the Electric Power Research Institute, the Canadian Electricity
Association, Electricite de France, several Japanese companies and others. The
organization is involved in the development and enhancement of software for the
simulation of electromagnetic transients in power systems, a project with an investment
value of $13 million US dollars.
□ Member in good standing, Association of Professional Engineers of Nova Scotia.
Registered Professional Engineer since 1975.
□ Member, Institute of Electrical and Electronics Engineers (IEEE) since 1975
□ Past Voting member, NESC Main Committee
□ Past Canadian representative of Study Committee 33 (Power System Insulation
Coordination) of the International Conference on Large High Voltage Networks (CIGRE).
□ Past Chairman of the Canadian National Committee of the International Electrotechnical
Commission TC-28 (Insulation Co-ordination).
□ Past Chairman of the CSA Technical Committee for CSA Standard CAN/CSA-E71 -
Principles and Practice of Insulation Co-ordination.
□ Past NSPI representative on the Northeast Power Coordinating Council Task Force on
System Studies and Working Group CP-7 on NERC Planning Standards and Guides.
Chairman of the Council's former Joint Working Group on Dynamic Control Systems.
Member of many past working groups.
□ Past Chairman of the Canadian Electrical Association (CEA) Power System Planning
and Operating Section.
□ Former Member of CEA Customer Service Standing Committee
□ Member of the faculty for the University of Wisconsin - Madison course on Static Var
Compensators.
□ Member of the faculty for the University of Wisconsin - Madison EMTP Short Course

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□ Developed and delivered in Pakistan a 3 week hands-on course on power system
simulation using the Electromagnetic Transient Program (EMTP).
□ Guest Lecturer EES-UETP Course of EMTP - Paris 1997
□ Guest lecturer for undergraduate courses in Power Systems at the Technical University
of Nova Scotia 1991-1997
Education and Professional Development
Technical University of Nova Scotia (now the Engineering School of Dalhousie University),
Halifax, Nova Scotia - Bachelor of Electrical Engineering with Distinction – 1973
St. Mary’s University, Halifax, Nova Scotia,
- entered 5 year engineering program from 11th
grade based on academic merit and full
scholarship
- Diploma in Engineering – 1971 – promoted to Technical University of Nova Scotia for
specialization
Professional Engineer accreditation, Province of Nova Scotia – 1975
Six Sigma Champions Course, Allied Signal, 2005
Dalhousie University, Advanced Management Centre
Management of Managers and Professionals - April 1989
Technical University of Nova Scotia - Critical Path Method – 1979
University of Wisconsin-Madison - EMTP Short Course - 1982
University of Wisconsin-Madison - Direct Current Power Transmission – 1987
Author of a number of IEEE papers on system planning, power system analysis, and the
application of FACTS technology
Hundreds of hours devoted to ongoing professional development through
workshops, seminars, conferences, and formal and informal training sessions in
business, management, power system engineering, and utility regulation and
economics

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□ Developed and delivered in Pakistan a 3 week hands-on course on power system
simulation using the Electromagnetic Transient Program (EMTP).
□ Guest Lecturer EES-UETP Course of EMTP - Paris 1997
□ Guest lecturer for undergraduate courses in Power Systems at the Technical University
of Nova Scotia 1991-1997
Education and Professional Development
Technical University of Nova Scotia (now the Engineering School of Dalhousie University),
Halifax, Nova Scotia - Bachelor of Electrical Engineering with Distinction – 1973
St. Mary’s University, Halifax, Nova Scotia,
- entered 5 year engineering program from 11th
grade based on academic merit and full
scholarship
- Diploma in Engineering – 1971 – promoted to Technical University of Nova Scotia for
specialization
Professional Engineer accreditation, Province of Nova Scotia – 1975
Six Sigma Champions Course, Allied Signal, 2005
Dalhousie University, Advanced Management Centre
Management of Managers and Professionals - April 1989
Technical University of Nova Scotia - Critical Path Method – 1979
University of Wisconsin-Madison - EMTP Short Course - 1982
University of Wisconsin-Madison - Direct Current Power Transmission – 1987
Author of a number of IEEE papers on system planning, power system analysis, and the
application of FACTS technology
Hundreds of hours devoted to ongoing professional development through
workshops, seminars, conferences, and formal and informal training sessions in
business, management, power system engineering, and utility regulation and
economics