1. James Spaulding
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Executive Brief of Qualifications
James Spaulding PMP
San Antonio TX
 Experienced in complexity and managerial requirements for performance based contracting
 Energy savings analysis and expertise with understanding of guarantees and safety margins
 Prior military officer experience, understand required leadership qualities
 Experience with complex integration of multiple Siemens functional business lines to execute
 Understand ROI and Risk Mitigation applied to business decisions for a go no go
 Decision maker on viability analysis for pursing specific opportunities
 Recipient of multiple awards for collaboration and pulling complex teams together
 Primary communicator with multiple Federal agencies and customers
 Speaker and education facilitator on alternative financed projects
 C‐Level and Policy Level interaction experience
 Understand the importance of relationship building with customers for collaboration
 Finance contact between financial institutions and customers
 Have direct relationships with national financial institutions
 Expert in Energy Performance Contracting to include Water, Energy, and Waste and Energy Security
 Direct experience in facilitating PC with infrastructure construction and M&V
 Experience managing complex projects a plus in understanding how to maximize energy conservation measures
 Sought after for public speaker on Energy sustainability and Alternative Energy options and integration
 Understanding of the complex multi depth Federal project approval processes
 Knowledge of Federal Acquisition Regulation similarities between State and Federal
 Procurement expert in selecting vendors/subcontractors that benefit project and budget
 Long term resident of San Antonio, this is home, easy access to east or west coast
 Prior business owner of two construction companies in San Antonio, understand skin in the game
 Experience in Federal, Municipality, University, Schools and Hospital (MUSH) markets with PC
 Engineering background from Louisiana Technical University
 18 years experience in the Energy business with external and internal financed projects
 Management experience on very large ARRA project across 11 state
 Firm believer in cradle to grave long term customer interaction as well as land and expand
 Thorough understanding of contract terms and conditions and ability to negotiate fairly
 Proficient in Excel, Microsoft Power Point, Oracle CRM and Microsoft Projects
 PMP certified, know how to build teams, drive sales and bring projects to close, not afraid to ask questions

2. James Spaulding
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“Jim is results oriented and demands the same of him as he does of his people. He consistently meets
or exceeds expectations with a strong customer focus. Jim is proactive and takes ownership of the
issues seeing them through to resolution. He is very effective in formulating ideas and solutions and
contributing to the development of the company’s strategy and direction. His dedication to serving his
external customers as well has those internal is second to none.” April 29, 2015
~ Mike Kearney, Senior Director, Siemens Building Technology Group ~
JAMES SPAULDING
18406 Emerald Forest Dr ♦ San Antonio, TX 78219
Home: (210) 402‐2899 ♦ Cell: (210) 218‐5731 ♦ E‐mail: swspaulding@hotmail.com
https://www.linkedin.com/in/spauldingjames
PPRROOFFEESSSSIIOONNAALL SSUUMMMMAARRYY
Dynamic Senior Level Director Federal Energy Solutions/Operations Management Professional with 18+ years
experience in business development, team building, and effective project execution strategy ♦ Accomplished
strategic manager with proven ability to increase bottom‐line profitability ♦ Experience to effectively make
business decision that are based and what’s best for the customer, project and budget ♦ Articulate communicator,
building rapport at all levels ♦ Proven architect of cohesive, high‐performance teams ♦ Results‐driven leader who
thrives in a high‐expectation, fast‐paced environment ♦ Skilled business analyst, implementing leading‐edge value
solutions ♦ Strategic and tactical program/project manager with PMP credentials
CCOORREE CCOOMMPPEETTEENNCCIIEESS
P&L responsibility ♦ Federal energy solutions business development ♦ Value engineering in all aspects of energy ♦
Leadership development, training and coaching ♦ Benchmarking and performance metrics ♦ Materials/logistics
management ♦ Professional services, project controls and critical path planning ♦ Superior organizational skills with
strong attention to detail ♦ Vendor/supplier/subcontractor management ♦ Multi‐site management skills ♦
Extensive estimating experience in both parametric and average means methods♦ Direct pipeline development
experience ♦ Committed to exceeding customer expectations ♦ Meticulous about quality control ♦ Passionate about
hands‐on leadership by example and expanding all contracts and developing new opportunities
PPRROOFFEESSSSIIOONNAALL EEXXPPEERRIIEENNCCEE
SSIIEEMMEENNSS IINNFFRRAASSTTRRUUCCTTUURREE AANNDD CCIITTIIEESS Chicago, IL
A $79.4B global energy, environmental and infrastructure company with services including power generation and
distribution, innovative alternative energy and water savings projects of all types, mega infrastructure projects,
horizontal projects, for various federal division as well as city, state, and local entities. With 362,000 employees, the
company has customers in more than 150 countries and is a global presence.
National Director Federal Energy Solutions January/2012 – April/2015
Reported directly to Senior Vice President Building Technology. Manage all strategic business decisions and
operational tactical aspects of a $200M+ Federal energy savings performance savings contracts and operations
business line. Duties include Staffing, Proposal Capture Management Development, Business Development

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Training, Operations Direction, QA Oversight, Cost Control Coordination, Client Management, Finance directions
and education, Safety for multiple high value projects providing business oversight, contract development and add‐
on opportunity guidance and close out service measurement verification contract support on multiple national
locations and military installations.
 Managing 20 direct reports and 100 indirect functional matrix reports. Grew business from$5M in 2010 to
over $200M in FY2014
 Marquee projects included Ft Irwin Waste to Energy and Co‐Gen Energy Security project to include
developing a 15 mile pipeline with KERN River Gas Utility, Dollar value in excess of $100M, National
contract with Forest City for financed performance guaranteed conversion of their military housing to
dynamic controlled ground source heat pumps in conjunction with water saving measures such as meters
and demand flow control pumps, Dollar value in excess of $200M , Corpus Christi Army Depot Maintenance
Facility Energy Savings Performance Contract, value in excess of $50M, DOI National Parks Service Energy
Performance Contract to include $3M in annual water savings, value $39M, ESCO for performance based
contracting at Ft Irwin and Dugway, projects include energy, water and alternative energy augmentation,
value in excess of $60M
 Implemented standardized project status call format and daily client reports form used weekly, improving
internal communication by 75% and increasing client satisfaction by a factor of 5 on CPAR evaluations.
 Brought Siemens Government Technology, Infrastructure and Cities, Major Projects, Legal, Finance and
various other internal and external business lines together to form a cohesive team, accomplished this by
getting all parties to set aside difference and focus on the customer and the project, led to a 98% on time
success rate with a 100% outstanding customer feedback, gathered on a monthly basis
 Implemented metrics‐driven account receivable process, improving billing accuracy and cash flow by 15%.
 Launched Project wide “Know your Job” cross functional initiative, involving all project functional
personnel to learn their competencies as well as understanding the other project functions to enhance the
communication and efficiency between functional groups resulting in a 20% reduction in overall time
charged against specific projects because of understanding gained on the project processes.
 Standardized processes including organizational structure, work breakdown structure, and cross
functional workflows which enabled 10% G&A reduction with no impact to project service.
EEAATTOONN GGRROOUUPP Cincinnati, IL
Eaton is a power management company with 2013 sales of $22.0 billion. Eaton provides energy‐efficient solutions that
help our customers effectively manage electrical, hydraulic and mechanical power more efficiently, safely and
sustainably. Eaton has approximately 103,000 employees and sells products to customers in more than 175 countries.
Director of Federal Energy Solutions Business Development May/2008 – January/2012
Reported directly to Vice President Federal Programs. Responsibility for “kick starting” Eaton Federal Energy
Saving Performance Contracting Program and establishing Eaton as a recognized Energy Savings Company (ESCO)
in the industry
 Hired and managed 8 direct reports focused on growing the Federal business and 90 indirect functional
matrix reports.
 Achieved Department Of Energy (DOE) ESCO status in a record 60 days by walking approval through
utilizing relationship and knowledge of process
 Recognized as a pinnacle performer in 2011 for collaboration, communication and growth

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SSHHAAWW GGRROOUUPP Baton Rouge, LA
A $19.4B global energy, environmental and infrastructure company with services including power generation and
distribution, vertical construction of all types, mega infrastructure projects, horizontal projects, for various federal
division as well as city, state, and local entities. With 27,000 employees, the company has customers in more than 150
countries.
Director of Operation, Atlantic Contingency Construction (ACC), Joint Venture February/2006 – May/2008
Reported directly to President of ACC. Manage all strategic business decision and operational tactical aspects of
$1.0B+ in Worldwide NAVFAC Global Contingency Contract Vehicle, Operation Duties include Staffing, Proposal
Capture Management Development, Business Development Training, Operations Direction, QA Oversight, Cost
Control Coordination, Client Management, and Safety on a Global scale
 Managing 17 direct reports and 65 indirect functional matrix reports.
 Marquee projects included Navy Photovoltaic and Energy Efficiency Upgrades in excess of a $100M Dollars,
85MM Design Construct LEED Silver Building Integrated Photo Voltaic Green Secure Compartmentalized
Information Facility, Sustainable OFF Grid Energy Design Build Administration Complex for USFWS
Vieques Puerto Rico, High Efficiency Operations Centers in the Bahamas and Santo Domingo, Photovoltaic
and Geo Thermal enhanced Design Build Visitor Center for USFWS, Paris Tennessee
 Consolidated Multiple Functionality such as QA and Safety under the single auspices of the Construction
Manager for smaller projects reducing G&A operating expenses by $200K per project.
 Created Project Support War Rooms, leveraging employee feedback which improved project moral and
schedule efficiency by 15% and sustained a voluntary separation rate of less than 1%.
MMEERRCCEEDDEESS IINNCC.. Melbourne, FL
A $2.4B national construction company with construction services including infrastructure development, and vertical
construction of all types.
Director of Operation, Mercedes Inc May/2004 – February/2006 San Antonio, TX
Reported directly to Company Senior VP. Managed three major developments and coordinated raw land
acquisition infrastructure development operations, across the San Antonio Division, in some of the most severe
topographical locations in South West Texas.
 $250M P&L responsibility; managed 5 direct reports and 150 indirect reports in 3 locations.
 Marquee projects included Sonoma Verde, Vineyards, Mountain Lodge, Dominion, and Edgewater
 Designed and implemented Time/Cost Control processes, reducing production time by 35% (from 180
days to 117 days) with no negative impact to customer service levels and a 15% reduction in overhead
cost.
 Upgraded staff and streamlined procurement management processes and workflows, generating an
additional $12M in annual revenue, capitalized on statewide buying power.
 Implemented “just in time” supply chain improvements, saving $200K annually, year‐over‐year.
 Improved division margin performance by introducing cross functional sales teams.
 Restored customer satisfaction levels from 80% to 100% will recommend within one year following
implementation of “customer is always right” training.
 Consolidated construction/supply services and leveraged corporate accounts, reducing actual construction
costs by 15%, $1.8M annually on a division level.
 Instituted construction manager effectiveness training, improving customer and subcontract satisfaction
survey results by 20%.

5. James Spaulding
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TTOOLLLL BBRROOTTHHEERRSS IINNCC.. Horsham, PA
An $8.7B national construction company with construction services including land development, and vertical
construction of all types projects.
Project Manager, Toll Brothers – San Antonio, TX – May/2002 – May/2004
Reporteded directly to Division VPGM & Division Marketing VP. Key driver in creating a $75M profitable division.
Responsible for taking a non profitable division and turning it into the most profitable division within the
company. Increased strategic plans for new growth initiatives, marketing collateral, and support of business
development/business acquisition opportunities.
 Authored business plan used to make a $200M land development acquisition.
 Coordinated interaction between City, State and Local Officials as well as Utility Service Companies for
streamlined fast tracked development results
 Developed and launched the 1st Division‐wide web‐based customer satisfaction survey.
TTEEAAMM CCOONNSSTTRRUUCCTTIIOONN,, LLLLCC.. San Antonio, TX
A $20MM Texas based Construction Company with commercial construction services including land development, and
vertical construction of all types’ projects.
Business Owner, Team Construction – San Antonio, TX – May/1996 – May/2002
Responsible for all facets on multiple commercial projects within the state of Texas and surrounding area. Projects
ranged in value from $750K to over $20M. Directly responsible for initial start up of the company with building the
project teams, coaching, motivating, and instructing dynamic methodologies for successful project completion as
well as setting priorities for asset allocation and project development timelines. Manage the proposals, contracts,
purchasing, construction operations, capital acquisitions, and closing departments, ensuring all departmental goals
were achieved.
 Built start‐up commercial construction company operations from scratch and within 6 months of company
entering the market, showed positive cash flow and profit projections exceeding 10% in first year of
operation.
 Grew operational revenues from $1M to $50M in 4 years.
 $50MM P&L responsibility; managed 21 direct reports and 100 indirect reports.
 Exceeded plan sales targets by 14% in 1999, 5% in 2000, 23% in 2001, and 25% in 2002.
 Deployed sales management metrics and implemented “action selling” training – to achieve individual sales
resource performance of >100% of target across 8 sales resources.
UUNNIITTEEDD AAIIRRLLIINNEESS Chicago, IL
Pilot, Captain Check Airman – May/1996 – May/2004
Managed the training and quality control of all new transition pilots into the Airbus A320/319, as well as flying the line.
Unique position and flexible schedule allowed for enhancement of my construction skills and the ability to start a
business on the side. A true challenge in maximizing time management.
UUNNIITTEEDD SSTTAATTEESS AAIIRR FFOORRCCEE Worldwide .
Fighter Pilot, A‐10 – Aug/1984 – May/1996
Followed a dream, and became a fighter pilot. Progressed in every aircraft to the position of instructor, adaptable
personality made for easy selection into positions where interaction was required with others. Noncurrent Top Secret
SCI clearance

6. James Spaulding
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EEDDUUCCAATTIIOONN
LOUISIANA TECH UNIVERSITY, Ruston, LA
Bachelor of Science, Aviation Engineering Technology
PPRROOFFEESSSSIIOONNAALL DDEEVVEELLOOPPMMEENNTT,, NNOOTTAABBLLEESS
 Special training (highlights): Project Manager Institute, Project Manager Professional (PMP) –8 year;
Command Resource Leadership Training (CLR) United Airlines; Executive Leadership Training at Toll
Brothers; Federal Design Build Training and Integration, Capture Management; Shaw Group.
 Industry experience includes Conventional Energy & Utilities, Sustainable Energy Development, Waste
Water Treatment Plants, Commercial Office Complex’s, Specialty DOD Construction (SCIF), Visitor Centers,
Levees, T‐Walls, Lock Gates, Pump House’s, Pipelines, and Balance Cut and Fill land development.
 Member of PMI, AFSRME, SAME, ASNE.