Leadership and management
Leading the Berkeley Energy & Resources Collaborative
From January 2015 to March 2016, I acted as co-president for the Berkeley Energy & Resources Collaborative (BERC), the largest student run energy club in the nation. I was directly responsible for managing an executive team of 6 people, who in turn managed a leadership team of 40 individuals from across UC Berkeley's campus. My efforts included managing a $100k+ annual budget, executing the annual BERC Energy Summit with 500+ attendees, and launching a new membership data initiative.
I also established the Berkeley Cleanweb Hackathon (now in its third year) to help stimulate innovation in software and data solutions for energy and resource problems; successfully applied for and received a DOE grant to run the new $100k Berkeley Cleantech University Prize (link); and oversaw the 10th anniversary of BERC which was commemorated with the video below.
Reviving the U.S.-China EcoPartnerships program
As a program manager at the State Department, I led the revival of the US-China EcoPartnerships program. A program initially established by Secretary Paulson under the Bush administration, the Obama administration decided to revive the program in 2010 as a new avenue to encourage US-China dialogue and cooperation on environment, energy, and climate change. Throughout 2010 and 2011, six new EcoPartnerships were established which involved interagency coordination, negotiation, and outside stakeholder engagement. To this date, new partnerships are established each year at the US-China Strategic and Economic Dialogue, affirming the strong foundation on which this program is able to grow.
Click here to learn more about the EcoPartnerships program and current US-China EcoPartnerships.
Leading new renewables integration initiative at PG&E
Given the high level of solar and wind resources being deployed on California's grid, there is a growing need for reliable resources to help integrate solar and wind energy onto the grid. While acting as a policy consultant within PG&E's demand response policy and planning team, I established a new interdisciplinary working group to help use demand-side resources to help integrate more renewable energy onto the grid. The goal of the working group was to 1) identify demand-side resources that can address renewables integration issues and 2) incorporating these resources into the planning process. In a short amount of time, I was able to work with five different demand-side teams (Demand Response, Distributed Generation, Pricing Products, Energy Efficiency, and Electric Vehicles) in identifying those resources and quantifying them such that the Energy Procurement division (Integrated Resource Planning) could incorporate them into long-term planning. This estimation process involved coordination of other internal units within PG&E such as Demand-Side Analytics and Measurement and Evaluation. The entire effort involved both heavy analytical work as well as organizational strategy and leadership. In the end, the "Demand-Side Management for Renewables Integration" initiative was pitched to senior leadership and formally launched with their approval.