Resume

WALTER S. VINOSKI, Ph.D.
234 Pittsburgh Pike, Ruffs Dale PA 15679
Telephone (724) 696-2505; Facsimile (724) 696-2506

VINOSKI & ASSOCIATES, INC.

Created a very successful executive consulting firm that improves client profitability. Build analytical models for Wall Street & Toronto Lenders & Fund Managers. Developed client growth strategies and tactics, then executed through a project screening criteria, targeted and assembled a pipeline assets for acquisition by investors, funds and independent power companies. Work-out manager for poorly managed projects, specializing in large combustion turbine projects. Provided litigation support with 100% success rate (settlements made before trial). Performed dozens of plant management audits and business training to utility plant managers and staff members.

Directed or participated in dozens of power plant and portfolio acquisitions and divestitures, including due-diligence reviews, financial modeling and risk assessment for El Paso and Duke Energy. Developed business plans for those corporations desiring to enter the operations business; (i.e., Siemens Power Corporation, El Paso Energy International & El Paso Merchant Energy, & North Branch). Vinoski & Associates, Inc. works with executives in nine electric power corporations in North American and abroad, England, Israel, and Poland.

• Increased the Net Present Value of VAI clients by over $750 million.
• Participated in the closure of 34 plant acquisitions at various corporations.
• Consultant to corporations running 501G, 501F, 7FA, 9FA technologies.
• Reduced customers' exposure to litigation by $175 million.
• Providing training for utility executives and plant managers on "How to Operate their Assets/Plants as a Competitive Business" (The business of merchant plants).
• Work with Presidents, CEOs, CFOs as part of corporate workout & troubleshooting teams.
• Provide O&M Management Audits with recommendations that get results.

Board of Directors & PRESIDENT of Development and M&A

Board Member of an International IPP. Brought in as a workout advisor to help a struggling & unprofitable management group - made recommendations to assess operations, restructure the organization, reduce overhead and manage cashflow. I successfully convinced the executive committee to narrow their focus by prescribing a unified, focused and achievable mission. I raised over $100 million in funding and brought in two potential buyers. Set in motion the monetization process for Production Tax Credits for the renewable portion of the platform consisting seven biomass power plants.

As President of M&A the development company was responsible for acquisitions, divestitures, development and due-diligence reviews I defined the acquisition criteria commensurate with the funding obligations identified the opportunities of small biomass, wood, coal, gas, and refuse plants. The scope included project development, life-cycle costing, financial modeling, and risk management planning. Evaluated many plants for acquisition, convince owners to sell and presented an acquisition pipeline of 12 plants for embedding into a development fund.

DOSWELL LIMITED PARTNERSHIP

CORP. TECHNICAL ADVISOR: As the onsite business manager for the partnership, directed all facets of operations of a $523 million 665MW natural gas-fired plant. The key contact point for the Customer, Virginia Power and established a professional working environment while at the same time, they were being sued. Developed operational strategies and tactics and provided recommendations to owners committee and then created policy and procedures for operations. Managed partnership meetings and coordinated all business issues for the Partners and a syndicate of 23 lenders. Directed the plant staff regarding policy, technical & business decisions during a catastrophic failure of a 166 MW CTG train, took charge of the turn-around demolition/repair/recovery process and had a new plant train back on line after 4 months; an industry record; then led the management team through insurance claim regarding the failure by working closely with all parties - eventually retained after the incident by the insurance companies subrogation team.

MANAGER of OPERATIONS: Partnership's Executive responsible for administration and coordination combined-cycle assets. First year operations generated 30% more cashflow than planned ($14 million - net). Revised contracts & made 14 capital improvements worth $15 million NPV. Built an O&M transition plan for self-operations, which was executed at contract closure in 1996, achieved 738 MW net plant capacity; developed and put in place all operating policies and procedures.

AES PLACERITA,

PLANT MANAGER: Brought in by AES upper management to revive a brand-new yet failing 120 MW gas turbine cogeneration project. Reported directly to AES's COO and led a Turn-around team. Responsible for supervising all activities of the turn-around, including Project Refinancing. Accumulated 2 years of executive training from AES corporate staff and its private executive training course of the University of Houston.

AES PLACERITA TASK FORCE: AES Medway, 660 MW IPP, combined-cycle plant Kent, England. Recommended 150 revisions to original Medway plant design to improve reliability. Harrison Radiator Cogeneration Project: Participated in fiduciary assessment for Consumer's Union Credit Capital Corporation's equity sell.

PLANT ENGINEER, OPERATIONS & MAINTENANCE MANAGER: Directed operations and maintenance of a 120 MW gas turbine plant. Improved the plant efficiency 6.4%. Directed the rebuilding of a 25MW STG and its condenser catastrophic accident, completed it in 5 months. Directed the dismantlement and upgrade of a Cooling Tower in 33 days. Integrated and coordinated all maintenance activities.

(Advisor to AES from 1984 to 2001) Determined root cause of a failed-new-installation distribution line, utility replaced line at no cost. Facilitated baselining of revitalized 120MW PC plant. Work for publisher, legal counsel, state regulatory agencies, power plants, machine-shops, saw mills, and small businesses. Helped solve issues at Beaver Valley 120 MW pulverized coal plant.

WESTINGHOUSE ELECTRIC CORPORATION

PROJECT ENGINEER, Machinery Technology Division: Routinely created unique solutions to multi-million dollar problems. Administered project budgeting, planning and engineering design, performance and cost analysis, and problem resolution for large-rotating-equipment: mechanical, electrical, hydraulic, and hydrodynamic systems.

INSTRUMENTATION & TEST ENGINEER, Plant Integration: Responsible for improving equipment design by implementing failure modes and effects analysis and preventive maintenance. Created five patents for Westinghouse disclosure.

CONTROLS ENGINEER, Propulsion Systems: Executed preliminary design and development of machinery instrumentation and controls. Performed failure assessment and general troubleshooting.

UNITEK INSTRUMENTS, INC.

TECHNICIAN / QUALITY CONTROL: Repaired, calibrated, and certified electrical and electro-mechanical test equipment and standards. Specializing in calibration of very high voltage instrumentation (100,000 to 500,000 volts), set production records never thought possible improving business income.

EDUCATION

Ph.D. Business Administration, Southwest University, 1994
Masters Business Administration Southwest University, 1992
Bachelor Science Electronics Engineering, Ohio Institute of Technology, 1983

Author of: The Plant Management Handbook (ISBN 0139079653) Oct 1998
Co-Author Power Magazine's The Sourcebook for Competitive Powerplant Management

Numerous Financial & Industry Presentations in New Orleans, Arizona, New York for Platts Global Power Conferences and Power Magazine conferences.

Written and/or contributed Power Magazine, Electric World articles and energy reporters.