No, this No, not until after the interviews. >> Where will the piece of paper that take notes? >> It's in the section. >> Total sugar. >> Dark chocolate especially. Oh, I got it. Yeah.
>> Get that. >> Ready? Okay. All right. >> Recording in progress on um Thursday, October 23rd. We're going to go ahead and call this meeting to order. >> Call the cab meeting to order. >> You like to start with the
>> Oh, yeah. Yeah. We want to welcome a new cab member from Lynfield, Charles Regusa. So, just uh introduce yourself, please. Yeah. >> I go by Charlie Regusa, unless I'm signing something. Well, Lynfield makes a difference. I've been in
Lynfield for 30 years. Okay. So you have the commissioner on this side and the cab member on this side. >> Okay. And >> what inspired you to take this role? Well, I've been involved with different things in Lynfield with the town and um
they first came to me and asked if I wanted to be on the uh the board for uh building development, which they told me was still I have a
perfect spot for you. That's good. I said, "I don't know anything about it. Um, I don't think of it." I said, "Well, give Paul a call and we'll get information." But Paul, I think he might have been out of the office and I ended
up speaking to Erica >> and she sent me some information and people from Lynfield asked if I'll do it. I said, "I'll do anything you want me to do." And that's why I'm here. I know nothing about electricity other than paying my bill uh to save that few
dollars in the beginning. >> Uh and I'll do anything that needs to be done. >> Thanks. >> I am I don't know if anyone I used to I'm retired but I was the president of a mutual fund and a financial services organization and I was a member of many
boards with that because our company held three different organizations and I was board member of each of those as well. We're very happy to have you. Thanks for joining. Thanks for bringing your expertise >> um to the board and um I think you'll find we're a very collaborative bunch
and we absolutely welcome your feedback. >> Excellent. >> Great. Okay. So, we're going to do a few committee updates. Um I'll go Ray first. >> So, um I'm involved in several things in in the town of Reading. One of the ones
is uh recal which is the senior center new building for the senior center and they've been trying to they're going to be an all electric building and the question is can they afford solar panels to go on top of it and and the question was what would be the the rebate and I
think the the person who was doing the the renewable energy portion of that for the architect um it while he had touched base with Megan early on in the process made an assumption about what the
compensation might be. And so I got in touch through Pam and through uh Kar and Eric and a number of people that I should meet up meet up with u u the group there and and kind of close
the loop. And so I talked with Megan and we um encouraged the two to get together. But essentially what the understanding or misunderstanding is is what is the compensation? And I think the strict answer is well I don't know what your compensation is because we
don't figure compensation until you apply and you're not going to apply for several years. So rules could change. So I don't know. And that I don't know turned into zero >> and there will be compensation. Uh even if we don't quite know the answer and the correct answer I think is assume
that you would get what you get we are offering now. That should be the right answer. And because we're not offering no no compensation, there'll be compensation. There's value all the way around to do this. Um if the town of Reading puts an
electric building and doesn't put on solar, then they're paying the the electric rate. Um and then RMLD is then on the hook for providing more power because they need to buy that from the
grid. and that'll lead to our increase in demand which will lead to more charges. If you put solar panels on then that reduces the town's bill uh reduces the exposure that RMLD has in terms of providing power and it is a benefit back
to the community because they're they're offsetting substantially their their power and is is a greener building. So the right answer is to put solar panels on the building and whatever compensation's needed to get past break even. um that should be where we're targeting our our mitigation, whatever
that might be at the time. So hopefully that that loop's getting closed and that will be um the decision that the the planning board makes. Um haven't talked with Megan again as to whether she's closed the loop, but I think that's the direction it's heading.
Um any questions about that or no? Okay, good. Um I'm also on the uh charter review reading uh town charter review committee. Um and we've presented the changes to the town charter to the select board. The select board had some
suggestions. We followed up with those and we are now preparing for the presentation of the changes to the town charter to the town meeting. Uh and so we've all been assigned sections to present and I'll be presenting some of the sections uh of changes to the town
charter. Um, no real change. No, none of the edits that were made affected the definition of um, Reading Lightboard member or commissioner uh, and the responsibilities. Um, there were other sections that had some comments. So,
none of that changed. Um, but that will that's moving forward and town meeting is the next stop. >> Thank you. Okay, >> great. >> Um, any other I know for from a selection committee standpoint, we're we're here at the next step, so we can
>> hold on that. >> The uh the subcommittee for the candidate screening has completed their work and made their recommendations. So um thank you to the subcommittee members for um all of your time and effort and to the RMLD team who participated in that process. I know there was a ton of
work that went into it. We have a lot of feedback from um RMLD um employees from a lot of time commitment from folks. So, thank you for that. >> Yeah. And I want to thank the RMLD employees for giving us feedback. We had uh Patty uh as a part of our um review
committee gave a lot of great feedback and um so so yeah, I do want to thank the RMLD team and staff for for their feedback. It was very helpful. >> Thank you. Um, okay. Any other committee updates?
And do anything on the contract? >> Uh, I mean, if we Yeah, if you want a quick update on the contract committee. Um, so we shared a uh contract proposal that we voted on last night. Uh, yeah, last night um to recommend to the board.
Um, they we'll be able to discuss it later on in executive session. Um just a reminder that the contract committee is me uh as the chair and then Dave and VC. And so
uh you know a deep thank you to the committee who uh put in a long a lot of long hours. I know VC was also on the um candidate committee and so he was doing double duty. So uh really appreciate it. >> Thank you to that group as well for all
of your time and effort on that. Um, is this contract to the line crews or what contract are we? >> Uh, sorry for the uh for the general manager. >> Oh, I'm sorry. >> For the general manager. >> Good clarification. >> Yeah, everybody may know. Question. Thank you for that. >> This is for the selection. >> I I I didn't know that tax were out.
>> No, >> landscaping contract. >> Very good clarification. Thank you. >> We're gonna cut the shrubbery twice a month. >> Well, I mean, it is fall a lot less. Um, okay. Excellent. So, we have about 20 minutes until we're going to start um
our interview process, but um we're going to use that time to talk through the process for how this evening is going to go as well as uh the plan for tomorrow. And then um we will have uh two candidates uh who are here in person who will be um interviewed. So, um I
will start just by saying um in general the the board of commissioners is not going to take public comment at this meeting. Um if you are listening in and you would like to provide feedback or comments relative to the finalists um after their interviews um you absolutely
can do so via email um you can send that correspondive correspondence to rmldoccrmldd.com um and if you submit that before 11:00 a.m. tomorrow um then uh we will be able to receive that and and include that before we have our kind of planned final
deliberations. on the selected candidate. Um but in terms of folks who are in the room on the board of commissioners and um on the um cabs, our um
Oh, wait a second. We skipped a couple of things that we have to do before that. Sorry about that, guys. Um, >> okay. >> Request. >> Uh, yeah. So, first, approval of meeting minutes. Um, so we have a couple.
>> Yeah. So, why don't we get a motion? Sorry. Can you just read the motion? >> Yes. U move the the RMLD citizens advisory board approve the following 2025 open session meeting minutes as presented. on the recommendation of the interim general manager and the board
and the board secretary August 22nd. >> I sec I I second it. Uh there any discussion? >> Okay. So that all right. So I think we can but but it's joint right with you guys. So that was joint. Yeah.
>> Yeah. I'll wait to see if there's any discussion from your s >> before you vote. >> Yeah. >> Okay. Um, does anybody want to read the >> I can read it. Move that the RMLD board of commissioners approve the following 2025 open session meeting minutes as presented on the recommendation of the interim general manager and the board
secretary August 22 and August 27th. >> Second. >> Any discussion about the meeting minutes? >> Okay. Um though >> there was just one small correction which was pointed out to Erica and I
think yeah >> and those are included in the ones that you guys have. >> Um do you want me to read it for that? >> No it's okay. >> Okay. Um >> so so we can vote. >> Yeah. >> All in favor
>> I only you can abstain if you want but >> I read it but I didn't know what I was correct. >> Okay. All right. >> All those in favor? >> I >> um GM search committee has some notes to
>> So those are actually at the table for the next meeting. >> Oh, they're tabled. Okay. All right. Okay. Uh we have a procurement request to do. Um this is IB 202522 a steam boiler replacement.
Who is going to be speaking from RMLD on this request? I fam. >> Okay. Hi Paul. >> Hi. How are you? How is everybody? >> Oh, >> hi Paul. >> Really hard to hear you. Hang on. Let's we'll try to work on the audio for a second.
>> Try again. I have it turned up all the way on. >> What about Apple? >> Yeah. Can you hear me? >> We we can. It's a little difficult. Um but uh what if you can just speak up as loud
as possible. >> Sure. Absolutely. >> Um that would be great. >> Okay. So um I'm going to report on an invitation for a bid to uh replace a steam boiler.
The project overview. We're replacing an existing steam boiler at station one due to a cracked section in the boiler. It is irreparable. The scope of the project involves removing the current unit and installing
a new boiler system. There is a deadline associated with this and that would be prior to winter bad weather to ensure operational heating inside the building.
The importance of this project is to is the basement houses a continuously operating sump pump. If the boiler wasn't working properly, things could freeze causing the pump and
a discharge pipe failure which would risk the basement to get flooded. building also functions as a paper storage facility for RMLD which requires stable humidity levels maintained by
this heating system to prevent moisture damage. The procurement details are bid was issued to 15 companies 15 six responded.
Contract was awarded to ambient temperature corporation also known as ATO the lowest responsible and responsive bidder.
The estimated cost cost is $49,600. ATGO's bid came in at 439 or $5700 under budget. That's all I have to report. >> Thanks, Paul. Questions or discussion?
>> I'm just curious what the fuel source is. >> Gas boiler. >> Gas boiler. If you may like convert to electricity at RL just asked >> I David the notes that I have don't talk
about that >> okay >> electrification >> any other discussion >> I had the same question but >> I guess that's been looked at >> is in the room.
>> Is Patty >> Sorry. Say that again. >> I say is Patty there >> that works with Chrisino? >> No. >> No. She might know. Okay. Sorry. >> Yeah. I say it's a bo it's a boiler. It's either oil fired or gas fired
boiler. It's not an electric fired boiler at that scale. It's not economical. So, uh I was assuming it was one or the other. >> Sure. I'm just confirming, you know, why wouldn't it be heat pumps? But >> all right, never mind.
>> You're moving water is the heating agent. That's probably why it's not heat pumps. >> Okay. Any other questions, comments? >> Ready for the vote? >> Oh, sorry. We didn't Somebody read the motion. No one read it. No one read it. Okay.
Who read the motion? Do it. Move that bid. 2025-24 for the RMLD steam boiler replacement be awarded to ATCO Inc. for 43,900 pursuant to master laws chapter 30 section 35M as the lowest responsible
and eligible bidder on the recommendation of the interim general manager. >> Second >> I'll just modify that that it was bid 2025-22. It's correct. It's >> the 24. So, I'm just >> I said 24. Sorry.
>> That's fine. >> One of those 20s. >> Um, all those in favor. >> Okay. Motion carries 5. >> Make a quick comment. >> There is an Eastern Gateway meeting coming up. Um, but I did not know if
anybody from RMLD is attending. >> I am planning to attend. >> Planning to attend. >> Okay. But you're not planning to attend as RMLD. You're board members, but you're in there as citizens. >> I'm as there as a dearested citizen. >> I didn't know if anybody from AR MR I
could say that RMLD directly is going to be attending. >> Not that I believe as of now. >> Okay. >> And then if three of you do want to attend, we will have to probably post it as a meeting just to be safe. >> Post it as a meeting just to be safe,
please. Thank you. >> When is it? uh 27. >> Yeah. >> Yeah. The week of think Halloween that Monday. I just >> just want to caution anybody that you know we don't speak for RMLD
but there we can make comments but we want >> you just have to say I'm I am you can say you're on the board speak not at Yeah. Correct. Not representing the board. Correct. >> Um and that gateway project does not include the RMLD property. It's everything on the other side of the
tracks. Yes. So >> wouldn't affect this site. >> Uh next agenda item is EN information request update. >> Yeah. Okay. No, so thank you. Uh I know W's on the line, right? So hi Win. Uh we
at the last meeting we discussed uh some work that RMLD has been doing with um ENE and some of us felt we needed to get some more detail and the action was for Dave
and me to put some information together put together information request. We did that. We shared that with Paul and that information request has been sent to ENE has acknowledged it and they're planning
to have a meeting with us on November 7th at RMLD. I I think that's been it's being set up or it's been set up and David, you're welcome to join us for that meeting. So, it's going to be Pam >> Sorry, go ahead.
It's going to be a meeting where I I think when do you want to add any comments here? >> He's It looks like he's muted. >> I think the intent was it was not going to be a full cab meeting. It's a um for
the chairs. >> Yeah. He he reached out to the chairs and I said I wanted to make sure Dave was on the meeting. So, >> couple quick thoughts on it. Why wouldn't we just have this be at a at one of our meetings in the next month or
two? Why why would it be a private meeting with two board members? >> This is the the idea is that there may be information that's not public information. >> So then it could be executive session. >> It can be an executive session. Yes. Uh
so I mean any any to the extent it's it's it's it's involves competitively sensitive under the definitions then you move to executive right so that's how you do things as a public board you either do open session or you do regular session
but >> yeah no no and and so the idea was that we we can do it that way so the question is ma'am how would you quickly >> I think if if the request is that the full board is interested in the topic then we can have an executive session.
Um it would be a combined CAB and BC executive session. >> Finally, I think the what what my request was to have this information available to us before we have the budget discussion. Okay. Because I said we we need to have this information
before we we we discuss it as a budget item. >> So I think that means we'd have to change the date. um our MLDD Fridays technically not I mean would we be able to do a meeting here?
>> Yes. >> Okay. >> Yes. Um >> but we'll have to poll for availability from the rest of the board in the so we'll we'll get back to everybody with a poll on the schedule that say you
do not want to keep the November 7th 1 meeting anymore. you would rather change that to either be an executive on that day or an additional separate executive another day. >> I don't think we need to do two meetings. So, it would either be canceled and an executive would be scheduled for a different date or we use
that date and time for an executive. >> Yeah. >> Can everyone here do they know how they can do that? Could we do a quick poll to see who could make it Zoom executive >> schedu? Yeah, >> that we could possibly keep the same time just expand it to be Zoom >> November 7th at 1 p.m.
>> just I I won't be there personally, but I don't know if come on Zoom or >> I I would prefer not to.
>> Okay, sounds like no then. No, on what? >> On the >> make available on one o'clock on the 7. >> So, we will need to look for a date and time that works for as many as possible prior to the 13th. What's our what's our
budget meeting? >> It's the 12th. So, >> we did a poll for the 10th because you uh for your contract negotiations, it looked like most of you could do the 10th, which is Monday. I do not know if Ben can do the 10th. Ben, I know you're
on the call if you're comfortable answering. If not, we can >> als you have the meeting on the 7th at one with just whoever can attend. Um, if it's It's not a board meeting. It's not a board meeting. And then if you want to
do an additional, then you can do that. But um if you want it before the budget, I think that might be the only date that works based on the rules we already have. >> Yeah, it works. Um so first of all, I I do think it should be a meeting. Um we
talked about at a public meeting. It should be it should be a board meeting. If it's if it's appropriate under executive, then we move to executives. But that this is information that the board I just think we should do meetings as a proper board, not a couple of members. >> Just just to counter I think let's kick
it off with maybe you'll even help develop a framework of what the questions you can ask and and Ben can >> Yeah. No, the questions have been asked. I mean we've asked the questions. >> Okay. >> And so I think they we've compiled a list of information that we wanted
because what in the past we were given information about various programs. What we wanted was everything buttoned up and presented in a certain way. Okay. So, that request has been made of EN.
And I'm okay. Um I I have a conflict on the 10. I mean, I I've tried to be very flexible on this. I I I had a lot of flexibility going into this. They suggested four, five, six, seven. I said yes. Then I'm saying
no. Okay. So I'd like to find another one. >> Are there fourth, fifth, sixth option options any of those days? >> I'm out that whole week. >> Okay. >> So you join I mean I I'll make myself available,
>> you know. Um we could >> if there's a Z if I I'll look and see if I can join the good as you know only limited conflicts I could probably make a a range of options
there. Uh fourth is the election day. >> What about the sixth? >> I could do the sixth. >> Are we talking evening or >> sixth? Yeah. >> Either with me. >> Yeah. Let's do the six. Let's check with >> Ben. Could you do the six?
>> Works for me. >> Okay. >> Thank you. >> Okay. So, thank you so much. >> Okay. >> All right. So, we're going to move into the general manager interview portion of
the evening. Um so we have uh again big thanks to everybody who is part of this process um to get us up to this point. Uh we have two candidates this evening. Um we we did have a third candidate um who decided to remove themselves from the
process due to personal reasons. So we totally respect that and appreciate their participation and certainly wish them the best of luck. Um very excited about these two candidates. Um I think we have two highly qualified um and
fantastic option. So, I'm really excited and I hope the rest of the board is really excited about um talking to each of them this evening. Um so, we have a couple of packets uh or packet in front of everybody with interview um questions
and uh notes sections. Um so, we'll go through the questions or the topics in a moment. Um what we're going to do is um give everybody the space to take notes on each of the questions that are asked. um and provide a score between one and
four, no halves, um for each of the questions. That will be a guide for us as we go into deliberation around, you know, strengths and opportunities for each of the candidates. Um we will ask for that input from both the CAB and the
board of commissioners. Um once we have an opportunity to talk through all of that feedback um I will then uh ask the board members um to um give their first choice vote. Um the cab we will take their feedback but we will not ask the
cab for a vote. Um any questions on the process in terms of capturing feedback or taking scoring or how we will vote likely tomorrow?
>> Yeah. Okay. >> Most likely. Yeah. We're going to be doing two two hours worth of interviews. um then we will need to move into an executive session for um discussions on the contract that we would like to offer to um the eventually selected candidate
and doing that plus then deliberation around the candidate themselves is probably too much for one meeting. Um so we're going to also then that also gives us an opportunity to ask the public or anybody else you know anybody who has a say that they can send in an email um and we can look at it um before we
deliberate tomorrow at noon. So, so I just want my CAP colleagues to be clear. There'll be a question that Tim will ask on behalf of the CAP. Okay. And then you guys will score the information and you'll share with me and
then I will collect that information and I'll socialize with Pam. >> Yes, you can. You will represent >> represent. Yeah. Okay. >> That's scoring in this book or Yes. >> Yes. or whichever way you want to do it. But this makes it easier >> by different people or yeah.
>> So there are two sections. Um the first section just alphabetically is uh for Mr. Small. Um so any of the notes around you'll see this kind of gray section divider here with small on the front. That's that'll be like the dart of that
section. And then there is also a gray divider um with Yusovich on the front. That'll be U miss section. Um so the way we're going to go through this is I'll do some opening remarks that'll take three minutes. Um the then I will talk
about um a particular question category. We'll have each of the board members will have a category. So um I will talk about I will ask questions regarding leadership decision-making and crisis management for 10 minutes. Um strategic vision and long-term planning. Mr.
Talbot will ask questions about that for eight minutes. Um, execution, resilience, and results. Mr. Swanson will ask questions about that for eight minutes. Labor relations and organizational culture. Mr. Coulter will ask questions about that for nine minutes. Um, stakeholder engagement and
communication. Mr. Woods from the cab will ask questions about that. Um, motivation and fit. Um, is Mr. Border me four minutes for that. I didn't didn't realize we give you less than that, but um we can certainly give
you extra time if we have time for um at the end. Um so you'll see on this that that's the first section and you don't have to take notes there. Notes can um go on the major pages. You'll see the next page has the score one through four for each of the sections. So please feel free to
fill that out there. Um and the score guide you can see there on the pages, but each score will get one through four. One is does not meet expectations. Two would be partially meets expectations. Three is meets and four is exceeds expectations. So please select
one of Thanks. one of the uh four for each of the question sections. Um I know that this has been sent out to um the board to review in advance. So before we jump in, I just want to ask if there are any questions about the
questions, any modifications to the questions. Um we do want to try to uh maintain consistency in questions between the two candidates. So if anybody has any thoughts >> now only the only one would be to get into a
little bit about what the customer engagement strategy would be as that grows increasingly important. Might segue into that in in a couple of these. >> So agree that's very important. Um we we
do have a stakeholder engagement and communication section that Mr. Wood is planning to cover. Can you ensure that you include a specific question about um rate payer? >> Yeah. >> Communication. >> Okay.
>> Be great. >> That mean that says I mean the question is who are the most critical stakeholders. It it doesn't really ask how are we going to at scale kind of engage more robustly with all of our rate uh sorry our >> people who are >> Can you maybe just um what would what
would you like to say and then we just make sure people >> Sure. I guess it's just like, you know, with our 30 odd thousand customers, we're going to need to be more involved in interacting with them, understanding how to shape load and with the smart meters and everything, how how will they implement and and execute on that? How
will what do they see doing in this whole area of of increasing customer interactions and customer engagement? Does that make sense? I I think it's a whatever you brie form on on the question. Sure.
>> Just brief on the question again. >> Yeah. >> To the next candidate. I don't think we need to change the question, but I just think we just need to repeat it >> for both candidates. I'm no objection to it because I think that's part of the >> Yeah. Yeah. Just be flexible in the dialogue. Yeah. I agree with you. >> Yeah. No, I I Yeah. No, I
>> once we're in the conversation, I could >> anything I agree. >> Is that enough Tim to go on? >> Okay. Any other feedback on the questions or changes? >> Okay, great. Are there any questions on the
process note scoring expectations? >> Yeah. Um, >> yeah. So, I'm I'm I've got four minutes and I've got more questions to ask than any other section. Um, >> why are we doing four minutes in the last >> Yeah. Um,
>> I think we didn't change the time and last minute added some to yours, right? So, that might have um >> Why don't we Why don't we Why don't we do this? Leave Leave Let's eight minutes for my section. I don't I don't know why
I got 10. Um, eight minutes for Bob's section and eight minutes for your section. Right. >> Right. >> Okay. Then everybody's even. >> Yeah. I'm just >> And I'll be super close to it with my opening remarks >> because I'm looking at the questions and some are quite similar. So I don't know
if if paraphrasing them to get to the point is uh >> in your section >> my section. It's whether it really needs to be six distinct questions. Um but we'll work through it and try to keep it
consistent between the candidates. >> Sure. >> Okay. >> And some some questions like a yes no answer, right? Yeah. >> Well, the first two can be combined. It's it's ask for a single response. Um
and the the last one is availability. That's pretty direct. Mhm. >> Um, and then the last one is a follow-up question. So, I kind of see it's really more three questions with a confirmation. And
so, we So, I'm just saying I'm just saying this. I might not ask each question individually. >> One, one possible ad. the first portion of your job. Why do
you want this job? Right? That's probably the either that should be the summary. It should be the intro or it should be the conclusion. Maybe take that back to pin. Um but that's always a um that's the why do you think you're the right fit for this job? That's a great, you know,
>> I don't have the problem with the question, but then the next one is kind of the same thing except some added words >> I think. So, so I would combine the two. >> Take that out of your out of your question and either give it to Pam as a as an ending or you >> Well, I am the ending. I mean, I can
make it the last one I ask. >> Make that the last one you ask, right? Why do you want the job? >> Tell me why the you're the best fit to have this job and then maybe move that down and then that's somewhat of an un unt untimed. You got a couple minutes to ramble. We go >> with respect to time. with the respect
of time, you know, we want to go in, but I think 10 minutes in the beginning. I think you'll be done for 10 minutes. >> Oh, great. >> Yeah. Yeah. >> Good. All right. So, we will um we'll do our best to move through it quickly. Any other questions or comments? I think we can go ahead and bring in the first
candidate. >> I don't think I don't think so. I think we can let them go. Both of them go. candidates are going to be told it's not a decision tonight, right? >> Um, yes, that's a great point. I will tell them that. >> Yeah, just so they're they're not
anxious for a phone call. >> Yes. >> They get sent home. I was going to do perhaps corn section, but they're in the closet. Have to wait. You keep the time. >> Oh, you have the time.
>> Put a stopwatch on the >> on your iPad. >> On your iPad. >> Oh, okay. What happens when it um goes off? Is it making a loud noise or is it just >> I just stopwatch. I didn't do a timer. Do you want me to do a timer? >> Uh, no, that's fine. I'll just do a stopwatch.
both keep an eye on it. Maybe I laps in my duties monitoring time please. Welcome. >> Love you. Thanks for joining us. >> Um so welcome. Thanks for your interest in this um role. Uh before we jump into
specific questions. Um I just want to make you aware of kind of the process and the timing of how this is going to go. Um so we'll have about 50 minutes um for questions we'll go through each of the board members as well as one cab member. We'll have a particular topic area. We'll probably spend about eight
minutes for each of those topics, multiple questions within the same topic. Kind of rotate there. Um and our uh it's most likely that we will not have a decision in terms of the candidate to nominate tonight. The plan is that we will um meet again as a board
tomorrow um at noon and have that conversation. Okay. So um you don't have to stick around for hours. Um any questions before we jump in? >> I'm all set. Thank you. >> Okay. Thanks so much for being here again. Um so we wanted to start for um
to by asking you to just tell us a little bit about yourself um maybe for about two minutes or so um about your background, what you know about our type of business um and your public or private power utility experience at high level. >> Well, first thank you for having me here tonight. I appreciate the opportunity.
Um I've been in the electric utility industry for just over 24 years. I have a bachelor's of science and a masters of science and electrical engineering both of them and also with a concentration in and um power. Um I started off my career
at National Grid as an operations engineer where I did a little bit of everything. Uh new customer services, uh system improvement jobs, switch and tagging, cable testing, um just kind of did everything on the distribution side. Um I did that for six or seven years and
opportunity came up and I moved over to the project management side of the house where I was a distribution line project manager. Uh so any project that was over a million dollars in the capital spend got a project manager. Um I worked on that for about six years. During that
time frame, um there was a substation group and a transition line group that did project management as well and they had a a process that they called it a playbook of how they manage projects and the business decided to try to um update that include distribution line into that process. So I was I spent two years on a
special assignment um with five other people going around reviewing that process, making changes to it, incorporating distribution line side to it, then creating all the training and the procedures. Um and then we implemented it into the business. Um I was lucky I did that and when that was
done they had combined project management where anybody could manage any of the types of projects. So at that point I was managing transmission line projects, substation projects, uh distribution projects. I was given at the time the greater Boston study which is the second largest group of projects
in the national grid. It was over I think it started off at about 500 million. It got whittleled down to about 250 million. Um but I did that for a couple years and then an opportunity came up at the town of Dan electric division where I could move over and go back to getting my engineering roots. I
had recently at that time completed my master's degree in engineering and I kind of got that bug again and uh went over to Danvers to be a system engineer where I where we did a little bit of everything all the stuff that I did when I was operations engineer but we also did substation
um projects uh maintenance all that stuff. So I've been there for 11 years and for the last four years I was able to I got promoted to the engineering operations manager where I oversee a group of approximately 30 people um between uh engineering uh line
operations and technical services meter. >> Excellent. Thank you. Um so we're gonna I'm going to ask a few questions around kind of leadership and decision- making crisis management. Um, so if you can start by just describing a little bit of
your leadership and management style and specifically how do you handle disagreements with your your team or make difficult decisions? >> Okay. Uh, my management communication style is open and transparent. I'm very direct in my communications. Um, and
that's how I communicate with people. As far as like conflicts in between team members or others, um I I actually think that the best thing that come out is I incurred some conflict as long as it's professional. Um I think that's some the best way to get to a good solution for a
problem. People are going to have differing opinions of how to do things and I think that fosters um a good possible solution. So I try to encourage that in my team when we talk about topics or um designs or how we're going to handle a situation.
Um, one example was we had some newer engineers starting um, and uh, it was suggested by one of my engineers that we create kind of a a a set of switching language, the common set of terms and and how we write switching orders. And
at first I was kind of a little bit of against it because my belief was I I didn't want to hand somebody something where they just copying when they're writing switching. I want the person to understand what they're doing. is very important when you move a load around or you isolate something for crews to work on. So I I was a little hesitant at
that, but we kind of continued that discussion and after a while I said um we came to a a compromise where we we limited it to phrases and specific terms, specific pieces of equipment or um or how you do a certain thing, make sure that we do it all the time, but it
wasn't necessarily you could use to go right in order. Um, and that helped out our newer engineers greatly and and it also provided consistency um, across all of the control authors in there with those orders. Um, I also have an open door policy. Um, always available for my team to come in and talk and discuss
anything. Um, very open and willing to have that talk. I enjoy having conversations with my team about just about anything that has to do with the job. >> Thank you. Um can you share an example of a challenging situation that you
faced professionally um and what was your approach to that and the outcome of the situation? >> Um this last summer I think everybody remembers in the end of June it got really hot. We had that 100 degree day. Um in Dammers we were already operating on a contingency in our 23 KV system. Um
so during the middle of the day the loads were creeping up on some of our other circuits. So we moved some load around and shortly after we did that we had we lost another 23 KV circuit where cable failed and actually failed into another 5 KV circuit. Um it was uh with
the loads really high. It was during the middle of the day. Um there was only so many places we could put the load. Um it was very challenging. So my engineering group at control authorities uh got right on to looking at how we could possibly pick up the customers. We had about third of the town out um during
the heat at the same time. Um this year is the first year we had a 5 megawatt battery on a 23 KB system and they had had some issues the night before charging. So they were actually charging in the middle of the day um to add to the load problems. Um so that was
different. So, um, once that started, uh, we got the team going on looking at possible ways to to pick up the customers as quickly as possible and put the load where we weren't going to be overloading other circuits. Um, they noticed that the battery was charging. Um, they immediately reached out to them
and had them stop charging. Um, that was a semi difficult decision because we knew it was going to be a peak that later that day that we wanted to hit and there was financial incentives for both the battery operator and Dammers Electric. Um so that was the thing and then once we got the crews in the
manhole we found that one circuit actually went damaged another circuit and the um material that was down there was older been there for a while um was non-standard construction. Um we started so I had I got the lineup starting to
look at our underground um stock. Um we quickly determined that we didn't have the stock to make the repairs. So, I reached out to our line contractor and got that process rolling for them to look at if they had the stock and if they were able to come and help us, which they were. Um, in the meantime, to
add to it, um, Danvers also has a new town manager that started about a month or two previously, and this was the kind of the first foray into having a big large outage. Um, so, um, me and my team made sure we kept town hall, um, apprised of of the restoration efforts
and as we picked up customers, made sure that they knew the customer counts. We made sure our outage map on the website was up to date so customers could come and see as we were restoring what where what was still out. Um, and then I also was working closely with the business division. Um, they typically don't get
involved in outage. They take calls during the day, but they don't get too much involved in putting stuff into MS or um or handling that larger or extended unless it's an actual storm. So, this was a kind of not a storm. So, they weren't there for that. But, we do
actually buy annual training with our business division to keep them up to date on how to input calls into our MS and they did that um very well and they were able to also tell customers and give them updates. Uh, one of the outcomes of keeping a town hall up to date was that 5K TV circuit that was in
that hole that got damaged had no backup from that point to where the customers were and approximately 80 customers were going to be off for the duration of the repairs which is ended up being about 19 hours. But keeping town hall up to date, they were able to reach out to the Red Cross. They got the Red Cross involved and they were able to assist the people
down there. There was a Damas housing authority >> down there. So, um, the customers all got restored very quickly with the exception of the people that were out for the repairs. Um, we got them all back on within 2 to three hours. Um, everybody, it went very smoothly and,
uh, went pretty well. >> Um, so how would you apply what you learned from that particular situation um to kind of leading RMLD through a potential future event similar?
So, uh, it relates as I had a few different departments that were involved. I had, um, along with external consultants, contractors trying to keep the teams working together towards a common goal. So, we're we're able to with the business division, um, line
ops, engineering services had a big play with our association group, the switching, um, just getting everybody in different departments to work together towards a common goal and have a successful. Um are there any systems or strategies that you would prioritize making sure
we're available to ensure continuity and resilience in the system? >> Yes. So um for the continuity um this is so can you repeat that again? >> Oh sure. Um what kind of systems or strategies would you want to ensure in
place to like to help ensure continuity or resilience in that situation? So one of the things I I I mentioned was training cross trainining in our business division the call takers to take the calls what information is important and and how to input that into our MS system so that those calls come
over to the the engineering side of things so they helps them it the system it it predicts where the outages are what the causes are it helps narrow down some some of that so working through that that was some stuff that we've done we do that by annually so that it's kept
up to date um with the switching and tagging um just like I said even like what I just mentioned with keeping those the common language up to date. So it was allowed the um engineers to write the orders consistently if they divied them up and they couple engineers were
writing some orders and others writing others. Um over time we've added all the loading information and percent loads of downstream of each device on our one lines. So that's there so that during any situation they can quickly see what they're going to pick up. Also we pick up on another circuit to make sure they
don't overload anything else. Um we have our monthly load reads that we keep in the database. We have our SCADA system that goes in the database and everybody's up to date on how to make those reports and to keep the continuity going. Um because this is not normal. >> Okay. Thank you very much. Appreciate
that. Move to pallet I think. Yes, >> Jason. Thanks for flying and it's good to see you here. Um, so there's eight minutes here and we want to just get
through the questions of like this the strategic vision and long-term planning and the challenges that we're going to face and what do you see as RMLD's most pressing strategic challenges over the next 5 to 10 years and how would you prioritize addressing them? >> Okay. Uh, one of the the main things I
think that's going to be our priority over the next 5 to 10 years is electrification and load growth. Um, I know we've been talking about it for a while, but it is going to it is going to start to take off. I think that and to be ahead of it and be and have stuff in place because some of the possible
solutions to that um like system upgrades or upgrading substations are long-term um lengthy projects that need to be done. Um, so some of that you need to start now. um between long lead times on materials and the design. Um they're
also looking at non-wires alternatives. Um trying to look at the demand response programs getting those seeing what works, what doesn't work, trying to make improvements on those, whether it's the time of use rates or other rates, trying to limit and move load around to other spots and encourage that behavior. Um
there's a lot of different ways to like try to get that. Also, it's going to probably eb and flow. it might ramp up for a short period of time and then kind of plateau or even slightly drop and it's going to ramp up again. So to make sure that the staff that there's staff in there may be looking at consultants
for those quick ramp ups so to bring in to support the the in-house resources and then when that kind of plateaus or drops off you can go back to maintaining stuff with the current staff so you're not augmenting staff and then left it um potentially when it if it slows down having too much
>> staff. Um so yeah you mentioned both the the traditional engineering approach to solving the problem and also the softer kind of demand side response becoming increasingly important. Um, anything any more you want to elaborate on that of and and also how do you balance
short-term operational needs with those long-term strategic goals? So, um, for like demand response, I I know um there's been a lot of discussion here on the board that I've noticed and just kind of reviewing those programs, trying
to figure out what works, try different things, have the team come up with different solutions. Um, balancing with the short-term stuff. I think um what needs to what could happen is the RMLD staff I think is very talented um maybe they've been pulled in different
directions over recently uh trying to get back to the core business side of things and do what uh Lichill does well keeping the lights on keeping the rates down um getting the system up to speed and improvement and focus on those areas and then as those start to take off
start bringing in some of these additional um projects that might a different way of handling things. >> Thank you. And um when you were talking about that uh that kind of crisis you had in Danvers, I just made me look up you know by by 2050 we're going to have
7 to 26 more days per year according to the state website of greater than 90 degree days. So there'll be a lot more days like that coming up. And um so when you you know how how are you going to in engage staff but also stakeholders including customers in you know kind of
being ready for that and and being ready for the more crises that are sure to come like what you faced in Denver that day. >> Yeah. Um trying to look at the various programs that are there today. Um I know the emails go out for the shape the peak share the peak. Um
working on those don't nec may may or may not work. maybe trying to find some incentives for customers or whether it's time of use rates. Um looking at you can have um the integrated races department start looking at um customers that um are on the regular rate and then
comparing that to a uh time of use rate to see if they maybe might already be saving money if they switch to just by not even changing any habits. Yep. um and then retargeting and reaching out to those customers to try to get them on the time of use rate um to increase that
and then they might find additional incentive to change their behavior and even save more money. Great. The last question in this category is to please share an example where you identified a strategic issue or opportunity and led the organization to address it
such as in your Go ahead Repeat that again. uh just just an example uh of where you may have identified a strategic issue or opportunity and led the organization to address it.
>> Okay. Um one of the things we had um after coming out co the the transformers lead times really grew and and the pricing barely went up um and we were looking at our current inventory. So one of the strategic things we did was we
had just en uh started a new transformer load uh overload transformer program where we went more to a necessary it wasn't an overload program. It was more targeting transformers of a certain age with a certain loading and certain area or um if it was underground actually doing inspections and rating them. We
were just getting that off the ground where it was more than just looking at overloads when that happened. Um so what we did was we put that aside for the time being. We started keeping our transformers in for uh if we had failures or new customers that
needed them. Um and then transformers that we would have normally had junked if they were in good shape and of a certain age, we actually started keeping them. And then we looked at our ordering process and we were getting quoted lead times back of of uh four years. Um, so
we looked at what we thought we we said we're going to run rates of transformers and how often we we install them and use them and went out to bid for four years worth of transformers, but we didn't just do our normal ordering. Um, we ordered all sorts of sizes and voltages
and we took a look at our inventory and we strategically picked certain sizes of certain voltages that could meet multiple needs. um even if it wasn't ideal and reduced our ordering to certain stock and then put that out so
that that we could you so we reduce how much we had to order reduced the cost of that. Um luckily for us uh after we put that order out was roughly about $2 million worth of transformers. Uh they actually most of them came in within the first year or two years. Um, so we
received those. Um, we had to get a little bit of clear on some storage, but we were able to get them. And then now, um, it's working out for us because we've identified some more transformers that need to be replaced, as well as, um, depending how the tariffs play out with the pricing. We might have actually, it seemed expensive at the
time, might actually be a little bit less expensive than it could be if tariffs hit. >> Thank you very much. >> Great. Uh hi Jason. Um good to see you here. So this section is on execution,
resilience and results and just like the others. Uh there's just a few questions here and um so we'll dive in. Um you talked about the kind of that crisis day in in Danvers. Um this one this question this first question says can you share
an example of a time when a project didn't go as planned? So you had uh you know the I think the spirit behind the question here is just if if you had an objective things were perhaps going along swimmingly and then all of a sudden went off the rails. Um describe
that if you could and then maybe talk a little bit about what you feel like you might have learned from that and how that impacts the way that you lead today. >> Okay. Um, I mentioned in my brief overview that I was on that uh social assignment for a couple years, working
on the project management playbook for National Grid. And so we go through the process of bringing in all the different departments, reviewing the different processes, getting their feedback on what works, what doesn't, what, trying to make the process more efficient. We brought in the distribution line side,
um, got them involved in that process. Um, went through the whole thing. um developed a common process that we could use across all three different businesses. And then uh when I went to go implement it, um I I received a lot of push back from the distribution line
side of the business saying that the project um that that process would actually um cause more harm than good because it would make things would take longer or um they just it was hard for them to follow. It didn't necessarily meet all the different types of projects
as distribution projects tend to be they can be of various sizes small, medium, large where transmission and substation projects typically to be on the larger side. And so um part of that was um that was kind of a big roadblock to kind of get that implemented.
So, I got um various department heads together, held different meetings, um got support from senior leadership that wanted this to happen um m multiple times um with them to try to to get that through. And then um we were at at
finally after a lot of meetings, a lot of discussion, we were able to make some tweaks and changes to the process that met most of their needs and then we were able to get it implemented into the business. Um but some of the things I learned from that is um you know you meet and you get
the various stakeholders together and you try to try to get everybody to agree on something but then time goes it was a two-year process. Some of the people that were there in the beginning weren't there in the end. So just trying to keep everybody and as people change out trying to keep them involved in the project and keep them up to date so that
when it gets to the very end um you know they're not hit with something they weren't expecting. Um, and I I try to carry that with everything I do. I just try to make sure I keep all the different stakeholders up to date as often as I possibly can. >> That's great. Sounded like you had to
adjust your expectations a little bit and sort of recommunicate uh with everybody and kind of get them back on board and everything. So, yeah, that's that's terrific. Um, so I'm going to read this question. A natural answer would have been what
you experienced in Danvers that you just described over the summer. Uh so I'm going to suggest perhaps a slightly uh different alternative in terms of the answer, but it just says, can you describe a time when you faced significant operational challenge or unexpected setback and you had to act
quickly to deliver results? Um, is there a time perhaps when that operational challenge took place with people uh with a team or something like that that just didn't go quite um how it was supposed to and it turned into uh a challenge or
unexpected setback? >> Sure. Um, another situation that we had in Damas was back in 2018 in October, we actually hit with a a bomb cyclone. Um, I know it's kind of a newer term, but basically uh uh it formed right over Danvers
um in at like uh 2 in the morning um and it wre havoc on our system. Uh we have six 23 KV circuits that feed the town and four of them went down during this event and all of them got damaged at the beginning of the feeder. Um significant
damage, trees down, snap poles. Um at the time I was an engineer. um the on call engineer was responding to it. I I happened to wake up and see all the crazy alarms and on my phone and I I reached out to him and and offered my
help and then I immediately came in and we started trying to piece together exactly what happened because it's 3:00 in the morning and and uh you're trying to look at your skater and your MS and and nothing's making sense because so much stuff was was damaged and out um
that it just it took a challenge. We were getting other people in. Um, it ended up being a three-day restoration event for Dammers, which is actually probably I think it's the longest restoration event that that anybody there is aware of and we have some people that's been there for 30 years. Called it like the the worst storm
they've had. Um, we were it went fairly well because we were able to get everybody in. We started getting everybody in teams and on storm uh roles, but in the past they had never been hit that hard. So, nobody there wasn't like specific storm assignments. um you know, you do this or you do that.
Um we were slow to realize the damage the extent of the damage to the system. So we we um we didn't put out any calls for mutual aid um until later that later that day. We actually tried to get for us to get our line contractor that we
had on and uh they were they were also busy, but they were going to get us, but it was going to take a couple a day to get there. um the NEPA mutual aid network that's there today wasn't that the ease of use of that system wasn't there in 2018. Um we did call our
neighbors um PBD and and Middleton and we were able to get some help from them. Um but um in that in that process um we also weren't able to pick every circuit up and keep get every customer back on and we were able to work with Puberty
Light to get them to agree to to we have a tie with them and uh to get them to pick up some of our customers for the couple of days where we we made restoration efforts. Um over that some of the things that didn't go well because we didn't have clear roles and responsibilities. there was a
lot of overlap and duplication of sending people out to the same place multiple times um or um not knowing exactly if this was done or not. Um I think overall it was a very um successful restoration because it was it
was only three days. Um but there was a lot of lessons learned that came out of that. So um since then we've worked and and as when I became engineering operations manager we have revisited our our major emergency plan um we've working on completely overhauling it.
It's in draft right now, but we are have a clear role uh reporting structure, clear roles and responsibilities um for what people are doing, what they're responsible for. And then we're going to be training on that and we're going to do um exercises where we mock exercise
it so that everybody gets trained in that started in 2018. We're in 2025. It it took a while to to move forward because those things also don't happen very often. So with everything else going on, um it kind of took a long time to get there, but that was definitely
event. >> Yeah, that's great. Um okay, last question here and this one has to do with accountability and uh follow through uh from the people that you're leading, but how do you ensure accountability and follow through when
leading complex initiatives? Um I try to um with my team to give them um objectives and timelines to complete them in um you know we have regular uh meetings whether it's with the entire
staff or um with individuals to discuss um getting making sure that projects are completed on time and when they're needed. Um uh some other examples uh when I was at national grid as a project manager it's more of a matrix organization. So um I
was a project manager responsible for delivering projects that touched many different departments across national grid. Um but none of those people reported to me. So trying to get make sure that those projects moved stayed on schedule on budget and in scope um is challenging when you have to learn ways
to to work with people to get them to do things when they have competing goals because they're they're in different department. They may have competing projects. Um one of the ways I I I found that helped with the accountability was I I really enjoy face-toface conversation with people. So, um, when I would talk
to some of my whether it was like an engineering team member or a construction team member, um, some of us all of a sudden it's a large building, a wall and a lot of people would just use the messenger or an email or pick up the phone. I like to go walk across the building, um, sit down with them, make sure they have the time and and have the
discussion and talk about the project where they they stand on their deliverables when they think they can get it to me. But I found that I got a lot better answers and upfront honesty uh back to when I was going to get this by having that face tof face conversation and I've carried that
through today to to my management style. >> That's great. Thanks, Jason. >> Over to me, Jason. >> All right. I'm going to be asking a couple labor and organizational culture questions. The first one, you know, Armald is a union based organization
with ongoing contract negotiations. What's your philosophy on contract negotiations and how have you approached your previous leadership roles with when dealing with union workforce? >> Okay. Um, first I'd like to when I try
to negotiate, I like to set clear goals and objectives. Try to be upfront and transparent about what's available to discuss. Um, part of um in dammers I'm as the engineer ops manager I'm more of a a side team member on the negotiations
where I provide information or stuff like that but a lot of the times what I I've done is I've gone through and read the contracts look for areas for improvement or any gray areas that may have caused um potential issues with like dealing with certain situations to make sure we try to clean up some of
that that language that doesn't linger um that can also become depending on what it is could become a bargaining chip for something else. Um, I've actually been on the other side of negotiations where for a short time in Dammers I was the unit president for the engineering group which was also unique
because it wasn't just electric employees that are in that group. We also had a lot of the town um rest of the town department group. So trying to to look at that and trying to figure out what to negotiate and that we have a bunch of different departments that do completely different things and what
they need and want and and uh so kind of to pull that together. Um, as far as um dealing with the unions, I have a very good relationship with I have two unions in Danvers. The one the deep for the for the uh engineers and the and then I have
uh uh ask unit which is our line ops and our tech services. Um I work very closely with them. Uh we're everything's been very smooth. They they know when we have contract issues, we work through it. We talk through it come to a compromise and we're in a good spot.
Okay. Um, next part of the question is how would you foster positive organizational culture to bottom? >> Yep. Um, first off, um, like I kind of lead by example. I, uh, make sure I I'm
always present. I have the open door. I'm very open and direct in my communication. I'm very transparent. My actions meet my words. >> Um, and then as far as culture, I got a couple small stories. Um, so our in our
line department not too long ago, um, you know, there we did have a few issues down down our line department with certain things going on, but um, I had always tried to push to get a a rodeo team for the NEPA rodeo competition and I couldn't get anybody to ever sign up.
So, you know, we were trying to they said that they would like us to get them certain things so that they could practice and and or tools and whatever they needed for it. So, I had assigned a person to work with them on that, thinking that would get that going. And then they were talking and we would try to get updates. And then there still
wasn't a lot of movement. So, we went down and and sat down with them and said, "I I'd like to have a rodeo team. I think it would be very good for Damas to have one. I think it'd be a lot of fun. I think it would help prove things. What do I or we need to do so that we can get at least three people to sign up
for a team." And then they gave their list of like what we want. we need a bunch of tools and accessories. U we want a practice yard. We want practice time because if we're going to do this, we want to compete. And I and I said, "That's it. We're going to do it." And so, um, to make sure that they knew
that, I I met with them every other week, got their list of what they needed, started having it ordered, it started showing up. Next thing you know, I have I didn't have just one team, I had two teams this year, um, the first year after meeting that demand. Um, so half of our line force competed in the
NEPA rodeo. Um they did pretty well. Um everybody was super motivated after that super like they want to go win it next year. Um the rest of the team that didn't enjoy well you know to make sure there wasn't any hard feelings you know while they were practicing you know we allowed them to do some things that we weren't asking them to do major
construction projects um but get some things done but um and the culture down there improved immensely. Um, one of the other things that we we did that that has worked is because as I mentioned the business division is DPW and electric. Um, so
they and they oversee the billing systems and getting the bills up to customers and in the past um like with our meter data management system when that was put into place they kind of ran it. So they didn't allow a lot of engineering access to that data. Um, we
were able to get a transformer load report but eventually broke and so I worked closely with the the business manager, business manager. Um we started meeting regularly. I started I now have a bi-weekly meeting with business, my engineering and the IT which is also
town not electric. Um where we walk through all the different priorities that we have and that where we intersect and try to get that going and we started fosting a a good relationship where we got a lot of other reports into the meter dish for engineering purposes like voltage on demand voltage reports. Um
and so that culture got better. And then to even make it better, um the town has a Halloween competition. It is that time of the year. Um last year, um the business division and the uh engineering, the electric engineering got together, decided on a a theme, uh
and we all dressed up in that theme because the town is a a custom contest. And we went down, everybody got involved, everybody had a good time. We went down, we actually won the competition. Um, we came back and um, it just started floing some of those relationships where you might not
necessarily talk to everybody all the time, but it just kind of got that spirit going and what was your class? >> It was uh, it was dodgeball. So, the business division was not your studio and the electrical engineering group was the purple.
>> That another question. >> What support or structures do you find most effective in leading labor relations? So for support um I I understand that in writing you know the general manager would be the go-between between the labor unions and and the board. So the
support that in that instance that I look for is you know what are the goals what are the guidelines what are the rails um that I need to negotiate within and then you you know try to work towards that um and then depending on and then have meeting up and giving updates on that
and getting feedback as to where things might need to go or change or what the feeling is but from a support standpoint it's more just given the clear guidelines and goals >> and uh one One more. Uh, can you share a specific example when challenging labor
negotiations have led you or part what you've led or participated in? What was the situation and how did you work towards resolution? And you kind of answered those already. So, I think that that >> got another not really.
Okay. Thank you. All right, Mike. How are you? Um, I'm going to be talking about uh stakeholder engagements and communication. And so the first question would be is how would you foster trust and maintain open transparent
communications with key stakeholders including the board of commissioners who are the ultimate decision makers. >> Okay. Um throughout my career I've had to do that in my I'll just start my current role as engineering operations man Danvers I present to our life board monthly um to keep them up to date on
any engineering operations construction projects that that are going on um in the electric division so I keep them very informed. I I have handouts I present every every month I I keep updated on reliability numbers stuff like that. um
from also um from National Grid. It's not necessarily an elected board, but they have they have the leadership team or the leadership board and as a project manager, you would have to go to their monthly meetings to to present a paper, you know, to request funding and schedule to get approval for all that.
So, one example of of that was um one of the big projects was to replace an existing 345 KV gas insulated substation to replace it in kind. And we had gone through the RFP process and we wanted to award and we had a couple finalists and
um we had been kind of negotiating with both of them and it became clear during that process that one of the manufacturer vendors was had a better proposal but at that point when we looked at price they were uh more a million dollars more than the other. Um
so typically um we would have to go with a lower price one. So, uh, worked with the project team, um, to develop a a good case as to why the the slightly more expensive, uh, substation, um, was the way to go and and why it felt that and presented that to the board and got
their approval to kind of not do the standard and and that. So, keeping everybody the team um stakeholders um for one of the key stakeholders obviously is customers. So, um, with my
team in Dambers, um, I make sure that we keep our our outage map up to date as close as possible. We don't have a 24-hour dispatch, so it's not like in the middle of the night. It takes a little bit to get it up to date, but we make sure that any outage gets out to the outs as quickly as they can do it, to make sure that's communicated. We
have a process where we uh reach out to the communications team for town hall to make sure they can push out out those notifications out to the social media. And then from a project standpoint on any um larger construction project, we make sure that we either put out uh door
knockers or letters to any of the area prior to the start of construction to let them know what to expect um upcoming and then a number they can reach out to to get any information or if they have any questions. So we um let them know the stakeholder we keep up to date all the time.
>> Perfect. So uh that blends into the second part of the question of uh from your perspective and uh style of leadership. What do you think is your most critical stakeholders if you were the general manager? How
would you build that relationship with those people as far as uh some of the people that you mentioned are the groups that you just mentioned? >> Okay. Um for reading I would think some of the biggest key stakeholders um obviously the board of commissioners and
the cab um the the rate payers um because reading um has ters that report to it keeping each of the town managements uh up to date that's a key stakeholder and then of course the employees are another important stakeholder so being open and
transparent with them communicating um all the different objectives having common goals goals. You know, the goals get set by the board. Gym has goals. Making sure some of those goals flip those down into the the rest of the the departments and teams to make sure that everybody's going in the same direction.
>> All right. And last um sort of three parts to this whole question. And the last one is just to give us a specific example of when you successfully engage with the board of Danurs or here and align with the strategic initiatives to
build that uh what your vision is and how that move forward. >> Can you repeat that? Um, so can you share a specific example when a time you successfully engaged with the board or other stakeholders to align with a
strategic initiative and build a mutual confidence in in the outcome? >> Um, I I point back to that example um with like that national grid. I know it's a little bit different board, but it was an executive board on moving forward and making sure that they're in
alignment with that project because there was some very specific needs for that that GIS substation. There was a lot of wetlands in that area and that, you know, um trying to have a solution that minimized wetlands impacts. um one of the vendors was was better at
it, but making sure that we were able to get that project through because that was one of the issue because um gas and soy substations um have SF6 in them. Um so, and that one that we really needed to replace that one because it was leaking. >> Um and that was a very important climate
objective goal, strategic goal for national at the time was to that to reduce those six emissions. >> Yeah. >> So, making sure that we were able to push the right solution to that with the minimal impact. Um, so even though the project the the RFP was maybe a million
dollars more, not having to replicate wetlands all throughout the community, um, probably could have it might have actually overall saved money in the long run. >> Right. Okay. Thank you very much. >> Getting near the end, Jason.
>> Last one to ask you questions. Um, what do you hope to accomplish in your first year as general manager? Um what I'd like to accomplish in the first year as cent manager at rating would be to um come in um get to know
all um I have some luxury of being on the ad been on the advisory board knowing what some of the projects are and some of the initiatives but coming in getting to know the the different departments and groups um what they're working on um what are the priorities um get getting everybody together um
start to push forward um but I mentioned earlier here. Um kind of getting back taking a look at what they're working on, what are the projects, what are the priorities, finding a common vision and goal to get to the core uh business of a writing
light department um which is keeping the lights on um low cost and uh increasingly carbon free or neutral. um trying to get back into those core aspects, try to pick the the major projects that would have the biggest
bang for your buck, getting everybody start to focus on those. Um working together as a team to start pushing that and then um and gaining trust with that as along the way, being very open to my communication and um expectations so
that everybody is is clear. and then start to um maybe towards the end of the year start to look at how that's going and then what else can we start to add in that might be a stretch goal and to have that might meet some other criteria.
>> Uh good thank you. Uh how do you find success in leadership role like this and how would you measure it? What sort of metrics would you be looking for as to measure and monitor a GM? I mean been part of the discussions of that sort of
thing on the cab. What >> um ma u making sure that um that what reading is doing is on having the budget um working towards the budget staying staying within the budget. Uh we look at certain metrics on that throughout the
year looking at spend versus actual spend versus budgeted to look at some of the metrics on are we forecast to overspend on certain things? We're looking to undispend other things. Um success would be um um some of the things would be like the
union negotiations, trying to get those wrapped up, making sure those were were complete. Um I would look at that as success. Also, um just the culture, just starting to see it's if we're looking to change culture, it's slow process, but just looking to see some positives in
the culture. Um, just seeing how just gauging on how the employees are doing, having done check-ins with department heads, just trying to feel like is the is it starting to get better? Um, and then making and looking at the schedules that all the when you look at the
budget, it's basically a large portfolio of projects and project management, which I had experience. It's just are we on track to complete what we said we're going to complete and u and if not, what can we do to get it back on track? Um, before I end with the the big question, just one more. In terms of
logistics, are there any constraints that might affect your ability to start in January 2026? >> No. >> Um, okay. Last question. What why do you want this job? Why do you feel you're the right fit for the JM
role at RMLD? >> Um, >> yeah. No, I um having been a member of the advisory board. Um looking at the initiative, some of the initiatives that Reading is doing, it's very exciting. I I want to
be a part of that. Um I have some of that in Damvers. Um it's a little bit different setup in Damvers where we're a part of the town. So, some of that stuff is a little bit harder to accomplish in Dammers. Even though um I I enjoy my time in Dammers, but some of this the the stuff that Reading is doing and
trying to get into the future, I'm excited about want to get involved with. I'm also a rateayer, so I feel like my um the Reading's goals and my goals as a rateayer are in alignment. Um I like that my power does not go out and I like
to keep it that way. Um I'm also very passionate about this industry. Um, I'm always involved. I'm always coming in helping my team out um off hours if needed. Um, I I love the electric utility industry. I I love to talk shop. I can talk all day about it. Um, just
very passionate and I just feel like writing and this role would help me get there and continue in that realm of what I've been doing in Danvers and just have that little extra um things that I might not necessarily do in damage. Um,
any questions for us before we let you have the rest of the evening off? >> Uh, no, I think I'm good at this time. >> Well, thank you very much. Um, is there anything else that you were hoping that we would ask you that we didn't ask you
and you want to share? >> Uh, no. I think I I touched on the most of it. Yeah. >> Okay, great. Um, well, thank you again. It's great to see you here. Um, we appreciate your time and interest and um, I know sitting in front of a panel like this is not easy. So, I appreciate
um, uh, your uh, your engagement on this and thanks. >> Thank you for having Thanks. >> Thanks. >> Thanks, Jason. >> Yeah. So, um, what we will do is we're going to take a 10-minut break. um we can take care of your needs and then
also um maybe just give yourself a little bit of time to reflect on your notes and scores while it's fresh. Um and then we will start again at 1,310. Oh yeah. >> Oh, you can go right here.
>> Oh, I see that. It's spelled correctly. >> I'm impressed already. >> We have a great team over there. >> Well, yes. >> Welcome. Thank you for being here. >> Thank you. Thank you.
>> Very excited to have you here. Um I know we we met, but I'm Pam Dalak as the the board chair and this the board of commissioners here and the citizens advisory board over here. >> Um so I'll just talk to you a little bit about how this is going to work. Um >> and just before I jump into the process
tonight, I want you to know that we're our plan is that we we will not complete deliberations tonight. Um we're going to do that tomorrow uh at a meeting at noon. >> Okay. >> Um so our we you will hear decisions after that point. So very fast, right?
So um but in terms of this evening uh we're going to allocate about 50 minutes okay the interview um we have uh seven different sections um I'll kind of cover the first two and then we'll have the remainder of the board as well as one of our cab members um talk through
different topics um about eight minutes each and uh we'll go through a few questions um to each of those. Okay. >> Um any questions before we jump in? >> No. >> Okay. >> I hopefully can everyone hear me? All right. I mean, I know this is on, so >> I can hear you. Great. Everybody's good.
>> Good. >> Check. Check. Is all good? Okay. And if you see me looking at this, I'm just gonna do some times. >> Um, so first of all, thanks again. Welcome um for and thank you for your interest in working at um RMLD as our general manager. Um just want to ask you just
for a couple minutes to just give us a broad kind of overview of yourself, your experience, and particularly in the public or private power utility. >> Sure. So um well I have most of my career has been in energy. I did start off I did go to school in Washington DC.
So, I did start off with uh very much involved in politics, but then um met my husband, moved back up here to New England and got a position in the city government, then went worked for the MWR. And from that, I learned a lot
about project management and building projects and a lot of it in water and uh sewer. And then um Tennessee Gas Pipeline, who is a gas company, said, "Hey, how do you get all these projects built?" And they said, "Oh, you need to
talk to Mary Yusovich." And next thing I know, I was hired by Tennessee Gas Pipeline to build most of the pipes that they did in that time span. Um, from the 90s, uh, all the way up to the early 2000. And then I went to work for
Repsol. Um, I don't know if you're familiar with them, but they were an LG company that build a facility up in Hanniport and they brought down LG um, gas down the Maritimes um, into Beverly and Drake and then um, they had
to sell all of their assets when YPF got in Argentina, a political mess and everything. So, there wasn't much of a future there. And I started also understanding that gas in New England did not have a long life to it. Um that
there was a movement towards going to renewables and less dependence on gas. The funny thing is I was very close to the renewable community because they embraced me in the beginning because they were like you're going to get rid of oil and coal for us. Thank you. Thank you. And then all of a sudden we got rid
of oil and coal and now they were like now we need to get rid of you. So um which was understandable. I I could understand uh the the hope of going to non-carbon. So I started to look around to see where I could go into a field in
PRC which an engineering company um knew the president there and said I want to get really into the electrical side. So he put me in charge of business development and a vertical which also had some gas but a lot more electric. So I started um working on large
transmission projects and very large substation work and got to know the electric side really well. Um but I had a tremendous interest in the renewable side. Um so I did um start working a
little bit on the NCC project and hydro which brought me to UMass LOL because as part of the NCC project down from Maine from Hydro Quebec they did a partnership with UMass LOL and UMass LOL at the time she's the chancellor now she said can you come on the team and help us with
energy innovations. So I started working on WinStar and offshore wind projects and started to look at other technologies to enhance um we did infrared drones and things of that nature to provide energy efficiency
and things of that nature. And then I was working at UMass LOL when someone said Marameck is looking to hire a general manager. They have gone through I think at that time it was four GMs in one and a half years and they really
don't have anybody interested in the job because I said one thing I would really like to get involved in is understanding the distribution on a local level and they said so here's your chance run for it. So I interviewed and got hired and I've been a general manager at Marramac
for three years. >> Great. >> And that brings me today. >> Excellent. Thank you. Hopefully that was short enough. >> That was great. Just fine. Um, so I'm gonna just ask a few questions around sort of leadership, decision- making, crisis management. Um, so if you could
just start by describing your leadership and management style and specifically how do you handle disagreements with your team or make difficult decisions? >> Yeah, sure. So I truly I know people use the words collaborative and team but I
actually uh walk the walk and talk and it's really something I put into practice. Um I uh especially when I started in the distribution system even though I had over 25 years in energy remember this was a new area for me and
I was very open and honest with my team and I think they really enjoyed it because then they became like teachers and we worked collaboratively together and I'll give you one example. I came in and I had been working on line loss um analysis when I was at UMass Low and I
came into Marramck and I noticed that we had 14.7% line loss and I'm like wait a second this is way too high for a distribution system like that is on average about 6%. So I brought everyone in my room
together and I said, "Hey, let's start brainstorming. Let's figure out where this could be." And actually it was my first uh line uh first uh yeah was I think it was apprentice bill. His dad had been the um superintendent or
general foreman and he said could it be that transformers were keeping warm over in Burnside. So Burnside was a substation that we had abandoned and had consolidated over into 20 Federal Way. Um when So he's like, "What do you
mean?" He's, "Well, we're keeping those transformers warm because somebody thinks they're valuable and we could sell them." So I'm like, "Well, that could very much be the cause, but being new, I didn't want to just, you know, rip the plug and said maybe this person
had a valid reason to keep them warm." So, I went out on an effort of trying to sell Transformers, substation transformers, great price, they're for sale. Come pick them up and give us a little money. And I found out they wanted to charge me. Everyone that came
said 6,000, 5,000, 10,000. I'm like, no, I don't want to pay. I want you to take them. And I was like, you can take them for free. And u but nobody had the 4KV that you know, so it was a very limited market. I finally found someone out of New York that paid me a thousand and
took them away. And when we took those offline, we went down to 6%. So that's where I think I and everyone really liked that model. We used it several times other cases, but it was really for me to say, "Come on, you guys know
you're out there. You're on the front line. Tell me what you think." And so that is where the team I like to mentor people, too. Um I had a customer service rep. She had never done customer service and now she's a rising star in customer service. So she had never done social
media. She had never did web management something I have a lot of area of expertise in. And she loves it now. And when she came to the job I knew she had the right temperament, the right in intellect, but she was concerned that she didn't have the skills. And I said
that's okay. I can mentor you and now you'll be um a rising star. And that's what she is. So those are basically my management style. How do I handle crisis? Well, first of all, I wrote the crisis management plan for RepSOL. So if
anybody knows, gas is very concerned about safety. It's something we drill in every day on gas. Um so that has always been one of my top priority. I will never compromise on safety. I grown up in the energy industry where we were given reports
zero incident days. Congratulations. zero incident day. I start all my meetings with a safety tip. Every meeting we do a safety tip and people know that and the guys come prepared. Okay, we got to have a safety tip. She's going to ask us what's the safety tip.
So that's it. And so the crisis communication um I had to do a detailed plan on how to handle it. It's basically preparing, planning, and executing. So when you do any kind of crisis communication plan, the best thing is to do simulated
exercises because once people do lots of simulated exercises, when the incident happens, you just go into the mode that you have been trained on and that's what I find is the success um when you're dealing with crisis is everybody knows
their role, everybody knows what their responsibility is and then you have contingencies because you're not going to always have all the same people that you need there. So you always say you are the backup person for this and you train them on that as well.
>> Um can you share a specific example of a time that you led an organization through a major operational disruption, a systemwide outage or storm situation? >> Well, I think it's one that you guys hopefully will never experience. I was very first year I was on the job only a
couple months in and um our board of selectment at 10:00 in the night at the last issue that they took up said let's sell the light department. So I got into the office the next morning and people said started popping
up on our Facebook feed, hey is light for sale? I heard this likeman said they're selling it and I was like news to me. No one consulted me about this. Um so my commissioners came running in um every one of the staff like are we for sale are we still and like getting
information. So it turned out they did. They said at town meeting they were going to try to sell us. It's um I can tell you everything about being sold um and they had to get two um townwide meeting votes. They did it at the hopefully crunch time so there wouldn't
be enough time for organize and I said oh well we got a campaign on our hands. So, I divided up. I called the union. I had the union come and I said, "Okay, I need money and I can't spend the light money. So, hopefully you have some money because we need lawn signs. We need brochures. We need ads and that's going
to cost money and I cannot use light money." And they're like, "Okay, we'll pay." So, I got that set. Then I called the commissioners. I said, "Have you ever campaigned?" Oh, yeah. Well, we ran for light commission. I said, "No, campaign. Like, really campaign." And they're like, "No, not really." So I,
you know, said to them, "But you have to be the face. I can't be out there. So you have to do the lawn science. You have to do the the literature drops and things of that nature." So they they were they were actually having sometimes fun with it. Um, so they kind of did all
that. We had a town meeting measure and um, normally they get about 100 people for town meeting. We had it was a cold cold rainy night and there was a mile long because you have to register to vote because this is
going to take a twothirds vote and had to be registered. Um a mile long of people waiting in the rain in the cold to register and the town was very strategic. They blocked all the parking so people had to park two miles away and walk in.
We had 782 people against selling the lake hybrid and six for and we have three select men. They're all married. So, talk about being thrown into a situation of crisis and the potential of
people not having a job. Um, that was one of the first salvo that they did. So, so we're good for a couple of years now and we're safe. But that was a learning experience. I hope that answers your question. >> Yeah. No, that's uh that's great. Um I'm
going to just follow up with a um maybe just like a slightly different type of Sure. >> uh disruption in terms of your approach to dealing with um whether it's you know storm management or cris like an outage type of crisis. >> Yeah. So I can give you two. I'll give
you a storm win and then I'll give you a very interesting one. So we, as I told you, we no longer have Burnside substation, but we never removed the reclosure to where our new substation was. So one day, um, the feeder from
National Grid, they had an out and then we had to get the reclosure and the guys go, "Oh, the town's out." And I'm like, "Yeah, I know that the phones are ringing off the home." Well, you know, the reclosure, somebody's got to go down there and um take a computer that the
former GM got from uh put together with Radio Shack pieces and go up and kind of do something like push these buttons and I'm like I'm like and they're telling me this over the radio. I'm like, "Excuse me, did you say Radio Shack?" They're like, "Yep." I'm like, "No." So, they
got it up and going and I called him and I said, "Oh, no. We're not doing this again. Reliability is my second most important thing and I told you that when I started. So we ended up moving the reclosure over to the substation getting two new reclosures to users that had a
fiberfed everything. We've never had a town white out it. So I mean it was very interesting that they were just like that's just the way it is. And I'm like no that's not acceptable you know business as usual. So we are changing
that. And then we had um a townwide outage uh very bad storm and um I learned a lot from it and I put in a bunch of different procedures because they didn't have a set of procedures listed like we didn't have someone bird
dogging because we only had four alignment. So basically when you're doing two poles are down it's that you need all four to do the work. So, um, I implemented a bird dogger where we brought in a retired lineman to come.
So, he is basically we have him under contract. We don't pay him unless he works. Um, and he was my bird dogger because um, they would rely on fire and police to do bird dogging and we mostly had an incident. So this is what they
had told me was the established procedure that when we're busy doing work in one end of the town and people are calling in and fortunately this way the lady described it. I was like I don't think that's communication. I
think that that's our electric outlet you know like it's off the house. So I said I told my linement I don't care what you do. I need you to stop go down and check it out. and he said, "Thank God you did because you had half hour and probably the house would have burnt down." So I implemented a whole new
procedure and I like I said, I got this retired lineman to come on and do bird dogging for us and that's what we put into place. So we have it really good. We have scripts that I've designed for all the customer service people that come in. Um we have basically a Facebook
feed that we provide. People will tell them we're getting updates. We're working into updating our AMI system. So, we had AMI, but they were, as I tell people, they were smart, but they're not smart anymore because they were in 2008. So, our new AMI system will allow us to
do an outage map and texting. So, we're working towards that. >> Great. Thank you. Um, I'm going to pass it over to >> Commissioner Talbot. >> Thank you so much for coming, applying, and thank you for being here. um want to ask you about strategic vision and
long-term planning. First question is uh what do you see as RMLD's most pressing strategic challenges over the next 5 to 10 years and how would you prioritize addressing them? >> Well, basically um from what I have been able to observe externally and of course
I might change my point of view as I get in here internally is that I'd like to get back to basics. I like to get to the three core pillars that I think are the basis of most of the MLPS and um what I
see that is like as I started off I said safety both public and internal are their top priority and that will not be compromised. I think reliability, resiliency and looking at grid stab stability is very important as my next
pillar and then it does come down to cost being cost competitive. Um I have read your roadway your roadway technology paper that you wrote that was online. I found that very interesting.
Loved it. Um I would add also drones. I think drones um could play a role especially in detecting line loss uh just because of the infrared. I would process look at your Hendricks. I'm at 95% Hendricks. I know roughly you're
about 80%. I kind of found that somewhere. Um but I also looked at the age of transformers. We did a GIS layer on our transformers and we did an entire inventory. We did a crib analysis too on our GIS layer. So we are actually
putting a schedule on our transformers um and looking at through our crib analysis of having to upgrade or split the cribs. And then the other thing is uh getting into reliability as the vegetation management. I've actually
implemented a vegetation management plan that actually came out in the RFP very competitive. I broke it into zones and my zones were basically um three piles. The main feed zone which is your main
line and then I broke it into the different primary the taps and then the subtaps. So I broke that into three zones. The reason that I got an incredibly competitive price on my vegetation is I didn't do it based on I
said give me a price on the zone. You can do it whenever you want. Okay? As long as they meet the ordinances, noise and it's all but you just give me a price on the zone and the rule is has to get completed in this time frame and it has to be inspected by my foreman and
then we're good to go. I got Mayor Tree came in extremely less than all others. And I finally after I awarded him the bid, I said, "Why?" And he said, "Because the biggest problem I have is scheduling." And the fact is that you let me design my schedule. So I could
have like a tree job as a resident say in the neighborhood and I could say, "Okay, go over and do that in the morning and the rest of the afternoon be in Marramck." So he said it was incredible. So he said I wanted this because this is the way people should do vegetation. Leave it up to the tree
company to schedule it instead of doing a time use. So I So I those are the things hopefully that answers your question but those are my three pillars. >> Um just to follow up quickly on on on that same question. So obviously load
growth is predicted over the next couple of decades perhaps very significant load growth. And at the same time, and since I I brought it up last time, I'll do it again, is that there's a projection on the state's website in as far as we'll have 7 to 26 more over 90 degree days um
by the midentury. So that's only 25 years from now than we do today. So things are getting hotter and you're going to have a lot more of those heat waves. Plus, you have load growth. So this provides how do you how what are your strategies for addressing those challenges? Well, that's why I focused in on the transformers and doing the
curb analysis because we are that same concern that we have um is to make sure that we have the adequate supply that we need out in the distribution system. The other thing is with that um I also was
concerned about transmission and capacity costs going through the roof. And so one of the things I was able to do is I was able to purchase a 1.4 4 megawatt gas fired transform uh generator um at our substation. It was a
cost sharing project with Duke that the town had put in. It hadn't only ran for two years. It was offline for three years because of an STR um an STR part was not working. The STR was
not working. So, um, and I had, um, I read a lot. I read a lot of the journals and things of that nature. And I read came across a speech that the CEO of Duke said which he wanted to get out of carbon emitting um, programs or equipment or things of that nature. And
I wrote him a note and I said, "Oh, by the way, I'm the general manager in Marramac Light and you have a carbon emitting generator on our property that we did a cost sharer project for. would you like to sell it since I know you want to get out of this business? And he
sent me a guy, a very uh young business development guy. He goes, "Oh, well, the PPA." And I said, "Yes, I know. I used to write PPAs." He said, "There's a provision in there. You can buy it." And I said, "Yeah, but I I don't want to buy it for $2 million." He goes, "Well, well, what do you want to pay for?" And
I said, "A yard sale price." And he goes, "Okay, I'm confused." video on those. And then um time went by and then I got this guy who was given the responsibility of getting rid of these carbon emitting generators. And he said
um I have one question for you. What did you mean by yard sale price? I said, "Well, when you go to a yard sale and you pick up an item that says $5, you offer the person a dollar. If they fight with you, you say, "Okay, it's not a yard sale. It's an estate sale." And he says, "Oh, so you want it cheap." And I said, "Bingo." And he said, "Okay."
Well, he said, "I can't let it go for less than this." And I said, "I I'll make a deal with you. I'll agree to that price, but every day you don't get the STR done. I'll lower the price every day." So, that'll be incentive for you to get the STR repaired, and it would be
an opportunity for me to get it at a lower price. And um we closed on the degenerator December 16th for $541,000. It was appraised at 2.2 and it was
original cost was 3.2. So now we have already saved 292 last year and we're projected to save next year 322. >> Great. I think we're we're pretty tight within this category, but let me just add the one more of how would you engage
stakeholders and what stakeholders would you engage in shaping and executing RMLD's strategic vision? >> Um, and when you mean internal stakeholders or external? >> Well, it st you have adjusted staff a little bit. So you both, but but also
the external ones and which ones? >> Yeah, so external. I'm big on external. I believe that we do a great service to the community and it's important that we keep the community informed and let them be aware of different programs and what we're trying to offer. I implemented
several programs to do that type of engagement. I do a program called ask the general. I do that on a quarterly basis. It's an open form. You can come I schedule it at their at a later time like seven at night. people when they come home from work and
things of that nature, they can go I'll answer any question you have about our system operations, anything. And they're very popular and people love to come on because they always have different topics and they learn from each other.
Another thing I uh so that is one area I I've put together. I'm very big on our Facebook. Uh we I redid our entire web page. I must say not to be critical but our web page we have only 3,000 meters
and we have one 1500 followers on our Facebook you have 30,000 meters and you have 1,400 followers which in our analysis and I brought along my analytics too from my web page which I'll be glad to share
with you guys. We do a lot of engagement through those types of tools. So we do it through our website, we do it through our Facebook post, we um which mounts people I do a post every month on a different topic for people to
understand. Um so I'm just trying to think of all the other things. We also do a great way of getting people involved to understand about projects through what I call electrify mirror map. So, we took our energy conservation money and we said
instead of us coming up with programs, um, we're going to let the community vote on the program. So, any nonprofits or municipality organization can supply a pro a project up to $5,000 and um what
we do is do a ballot and then the public votes on which one they want to see that money go to and then we enhance it. So this year the winner was the senior center. They still have um they've needed to do overall their lighting to LED lighting and they were the winner.
The community loves it because first of all we educated about the importance of LED lighting. We talked about our free light bulbs in the office. Then we talked about the need to understand you know basically how we have to conserve. Um the other way we've done programs is
I've just been rolling out our whole AMI and I've been trying to get people to understand time of use and dealing with off- peak um on peak uh concepts which is it's a difficult so I go to various types of organizations when they
have their meetings I ask if I could be a guest speaker and then I go talk about electricity. So engaging the community I think is extremely important and once you become a source of resource for them to ask questions and I say there is no stupid questions ask away they all of a
sudden really take an interest in it and then when we have to tell them that we have to do something they have a trusted partner they feel that they can trust me that I'm not going to sugarcoat it I'm going to give them exactly what is you know why we need to do it why we needed
to do it this Are we out of time? Okay. All right. I have to pass the baton here. >> I'll try to keep my answer shorter. I apologize. >> Um, sure. >> Yeah. Hi, Mary. >> Hi. >> Um, so these questions are around the
themes of execution, resilience, and results. And so the first one just says, "Can you share an example of a time when a project didn't go as you had planned? And what did you learn from it? how those lessons influenced your current leadership style.
>> Yes. So, as I told you, our gatekeepers were dying when I came there. And the uh commissioner said, you know, one of the first things we have to do is look at um our meters. They're very old. They're since 2008.
So, I had a meeting with Eaton. I had a meeting with Honeywell. Um they had uh basically had talked about doing an RFP but Honeywell said you already have our system and we can and Eaton they had
done an RFP with the town of Welssley and they had gotten a price. So Eaton was looking at doing the whole system over new servers, new gatekeepers, all new meters and it had a price tag of 635,000. Honeywell said we can do it all for
100,000. All you have to do is change out the gatekeepers. 100,635,000 to me seemed like a no-brainer. So, I changed out the gatekeepers. I did have it and I have it in writing. I did ask a lot of questions and they told me, "Yes,
the wreck ones can be read by the new gatekeepers. You will have no trouble." Um, we tested it out in Canada. Totally not a problem. So, we changed out the gatekeepers. Guess what happened? >> Didn't read
>> 950 and we only have 3,000 did not read. I had to do of course estimates you know and it was not a happy dime because we had never done that in the town of Marramck and people were confused about that and it was a big mess and I learned
a very important lesson from that is that you know what when someone tells me don't worry guaranteed I really should have done a deeper dive I should have gone out and said I want to talk to the people in Canada I want to make sure they use recons and things of that
nature so I learned a very invaluable lesson and I will never be fooled like that again. I have to say the end of the story is Honeywell came out and they put in four more additional gatekeepers. They never charged us. They paid um they
came out and they paid for all the overtime we had to do to do the manual reads um for the ones that weren't reading. And on top of that, the only problem was is that we had to go out and redo all the meters at once. We were going to phase out the meters over a
five-year period and now we're doing them all at once. And that's the only downsides of it. But end of next year, we'll be totally all fully new AMIs with new gatekeepers. And the one good thing was yes, the server did work and it's
cloud-based now. >> Great. Thank you. Um, the next question says, can you describe a time when you faced a significant operational challenge or an unexpected setback and you had to act quickly uh in order to
deliver the results? You could talk a little bit about your role and perhaps the outcome. >> Yeah, I'm trying to think because I have one of the best foremans known to mankind. He does a really good job when we sit down and do the capital because
he really thinks out through everything. We think it out strategically with the timeline. I think it's more what happened was we had a capital project. We were in the process of doing it. Then we had this curveball given to us with
the AMI and um we thought we could actually do the change out of the meters but then we got a second curveball given to us that we had not anticipated and that was the opportunity for Ripple to come in and do fiber. So that is we're
struggling with that right now doing the scheduling. So, the way I addressed that is I went to Ripple and say, "How much do you want this fiber?" And they go, "Oh, more than you could ever understand." I said, "Well, I'm going to price out the job and overtime and you
if you can pay that you we can do this while we're doing the AMI and our capital project." So, they were amendable to that. So now the way we're adjusting the schedule is the guys are doing overtime for the fiber project and still maintaining our schedules for the
other two major projects we have going on. >> Okay, great. Thank you. Um and then my last question uh relates to accountability and follow-through, but it just says how do you feel like you can ensure accountability and follow
through while leading through complex initiatives? How has that worked in your experience? Um, I have a very good commissioners. I have to say I really really enjoy all three of the guys. They all bring their
own skill sets there and my accountability ends with them. I I come in to them. I tell them my ideas. I come with a lot of information. I bring a lot of uh the deep dive. I go out and talk to other MLPS to see how they do things,
where their experience, pros and cons. Um, I give them my action plan of what how I'm going to proceed. Um, I tell them where there's risk and what the level of the risk is. And that seems to work very well because when we execute,
they have a full knowledge of what's going to happen. And I have to tell you, if we run into a bump in a road, they have been 100% behind me. And I I cannot thank them enough. They're always there. They're like, "Hey, she told us this could be the bump in the road." and you
know, she had told us about it and we'll get through this. So, um, we just recently had it happen. Um, we have an old building, um, at 10 West Main Street. We tried to do the renovation. The cost was cost prohibitive. The co the the renovations were 395,000. The
value of the building is 400,000. It's a bad investment. So, I did all my work and analysis and everything. And I said, we really should merge down in the garage and bring the offices down there. it'll be less cost in terms of duplication of services and we can make
this happen and I said but the problem is we have to get a twothirds vote from the town and you know how the board of selectment feels about us and you know how the finance committee which is made up of town you know town members you know the department heads not the
residents and I said so there could be a chance that they don't allow us to sell 10 West Main And that just happened the other night. So we went before a town meeting. I had done postings and meetings and everything. But when the board of
selectmen all vote except for one against it and the finance committee which listened to board of selectmen and said that we never purchased the property legally, which we had done legal analysis. We did not get the votes. And the commissioners the next
day I said to him, I'm very sorry. I thought I done it. And they said, "No, Mary, you laid it all out for us. You did all the homework. You did all the analysis. You had all the financial information and you told us that could be a possible outcome. We cannot be
dissatisfied with how what you did." So, we're regrouping and trying to figure out the next plan. But I would say that that's how I have my accountability is from them and the residents, which I'll give you the other thing. We just won a silver award and uh you can see our
success. We had 98% in terms of reliable service to customers, 100% for restoring power outages and they're all in the 90s. The only one that we didn't we got dinged on which is why we didn't get a gold is on providing um basically
offering innovative programs and that's something I'm working on with ENE through looking at the her program. Um it's the people we had done a deal deal with homeworks where they went out and did the mass save for the gas customers and the people like but I don't have gas
I have oil and I I said yes I understand that but the nice part of working with homework is they're giving us all their analytics so that we'll know how what worked best in the community was it direct mail was it canvasing was it phone calling and we're going to take
that data and hopefully we are selected for the her pilot and we're going to try to offer those services. >> Thank you. >> No, thank you. And I know I didn't make enough because I did not realize I'm done. No apology, but if everyone can share, we'll share.
>> All right. Hi, Mary. I'm going to ask you the next question. >> Yes. >> Uh it's going to be on labor relations and organizational culture. So, the first one, >> RMLD is a union-based organization with ongoing u negotiations. What is your
philosophy on collective bargaining and how have you approached labor relations in your leadership role? >> So I am 99% union in my shop too. Um and I have done
a CBA um three-year that'll be up next year. Um so I I should give you full disclosure. My husband was a mayor of city of Salem and over the years watching him negotiate multiple unions I
have always had a fascination about labor relations and I've picked his brains to the point where he's like okay enough. Um but I did want to learn as much as I can knowing I was going into an all union shop. So what I had to do is set the expectation from my commissioners.
they um one commissioner wanted to come in really hard like we're you know we're not giving them anything and I said well let me do some work before we even develop a strategy on how to approach the CBA. So what I did is I got analysis
from all over the region you know in terms of within the 30 minute drive. So I wanted to show that the commissioners in my negotiation strategy is that there are four openings within the 30 minute drive. Okay. So, we need to know what
the alternative is if they wanted to leave. Now, I only have four linemen. So, you have to understand I lose one lineman, I'm out of business. So, I retention is extremely important to me. That might not be the case as much as RMLD, but that was the situation for me.
So, I wanted to get that point across to my commissioners. So, what I did is I advertised for a first class line to see how many applications would I get. Would I be flooded with applications? I would like to ask you guys, how many applications do you think we ran it on?
Everything in NEP, on Union, everything. We ran it everywhere. How many applications do you think I got? >> Nope. Zero. I got zero applications for first class. I got a lot of people who wanted to be apprentice, which was great, and
we ended up getting an apprentice, but I got zero first class. So, I gave a bit of reality to my commissioners. I said, "Let me give you the reality. We're 12 hours standby and everybody in the region is 21.
We are about $2 and a half dollars less than everybody else um on average." So, I said, "So, we we we come in hard, we come in strong, we hold the line, okay, and we lose a line." Then what do we do? because I just advertised for about six
months and haven't had a single applicant. So they were like, "Yeah, we need to rethink our strategy." And I said, "I'm so glad you think that." So I presented my strategy where we where we could give and where we could be in compliance with the region and where we
could go strong. So a couple things we did. We got them to agree to do the street light programs in four in three communities. So that is an added revenue for us. So during the work hours they go out and maintain the street lights in Habil, Aimsbury and Salisbury and we
made over 100,000 in extra revenue from them doing that. Um yes. >> Um I'm I'm going to jump Sure. >> to another question. >> Um what support or structure do you find the most effective in leading labor relations?
>> Building trust. When I came in, I looked at their CBA and there was nothing about FR clothing. Nothing. There was no allowance. There was nothing. And I went to the guys and I said, "When was the last time you bought some FR clothing?" They go,
"Well, we had to bring it up to the general manager and he had inspected and if he felt it needed to be replaced, he would tell us we could have x number of dollars to replace it." I said, "Well, that's going to stop today." Well, our CBA is not. I said, "I don't care. I am
going to write anou onto the CVA and we're going to create an allowance for FR clothing. They you you going to just do that? And I said, yes, I am. And they go, why? I
said, because safety is number one priority. I'm not an FR clothing expert. I'm not going to jeopardize your life over allowance that you should have had in your CBA and I'm sorry they didn't but we're going to take care of that. And when they saw me take on that
voluntarily to say I am serious about safety. When I got to negotiations they were like there was a trust factor there. When I said to them we really want to do this but we can't do that. They went, "You know what? We trust you, Mary, because you have never ever
bullshitted with us." And I hope that's acceptable to say all >> another another part of the same genre. Can you share a specific example of a challenging labor negotiation you've had or participated in and what was the
situation and what was the outcome? So our union is all one union which is very difficult when you have clerks and they're outnumbered every time it votes with the lineman. So there's only a finite pool of money. And so if you're
going to do one and you have to take from another then then it's like oh let's take it to a vote. And of course it's always going to come out five for what the linemen want and two for the clerk staff. And I was like, "All right,
I would have never set up the union like this, but I wasn't here when you created your union." So I went to the commissioners. I said, "That's really unfair. The clerks work just as hard. Giving them just a cola is unfair." And they said, "Well, how do you expect you
to dress that, Mary?" And I said, "Well, I want to give them an incentive that they could get the match that the guys are getting, the same percentage, but what I'm going to do is I'm going to put in some objectives. And if they're measurable and they meet them, then they
can get the same percentage that the guys are getting. Okay? Because that's unfair that they're not. And this way I showed them if they met those objectives, it was going to reduce our costs. So it would be able to be from our savings would be able to cover it
because it was it was very specific, very detailed objectives and some of them were things that we were outsourcing that we were going to take in house. and the clerk were like, "Yeah, yeah, yeah. We're we're good for that." So, we have a system now where the clerks have objectives and if they
meet those objectives, they do get the incre it's a sliding one. So, it goes from one percentage to another. So, it's not a straight and it's based on on the valuation of those objectives and that really that you know was never done
before and it was not really a fair system I felt. Thank you. >> We have about four minutes or so, Tim. So, I'm gonna try to keep yours around >> and I will try to do short shorts. >> No, I'm kind of quick and easy. It's
about stakeholder engagement and communication. So, um, there's a couple questions, but I'll just put it into one is, um, how would you foster trust and maintain open, transparent communication with the key stakeholders, including the board of commissioners, our customers,
the rateayers, um, and um, how would you go about that? >> Well, I think I answered a lot of that, but I will go over to about how um, our web page is is excellent. If you haven't never gone to it, please go to marramaclblite.com.
You'll see it's constantly updated. One of the things is that we it's called where's Waldo, but I call where's lineman. So every day we post where our linemen are. When my husband was a mayor, I always used to resent when people say those DPW guys, they do nothing. Well, I would say do you want
to be out in three o'clock in the morning in knee deep a sewer trying to fix a pipe? I don't think so. And I always thought that those people work hard. So I wanted to get across our alignment are working all the time. They're not sitting around in the garage. So we do a wear wall that we
call where's alignment. The lineman love it. Now they send me pictures and we post them and we say hey our linemen are out doing this today. You know putting in a pole replacing a um a transformer things of that nature. And the comments we get are incredible. And then I bring
them to the staff meeting and I read them all. And at first the guys are like, "Oh, we don't want to hear this." Now they get all excited like where what did they say this week and it builds morale because they know the community appreciates them >> and the community feels engaged and so that's one of the areas we use social
media a lot and in order to get across our communication. Um so I hope that helps with that one. In terms of my board I I inundate my board with a ton of information. And they go, "It's information overload, Mary." But I said
to him, "It's better information overload than not enough information because I want you to be informed. I'm making some very important decisions here. And I want you to feel confident." Okay. So, we are a team. We are working together to become the best light
department out of all the 40 light departments. >> Excellent. >> So, >> good answer. Thanks. >> Yeah, no problem. >> I'll say >> pause it. Oh, thank you. overachieving their tend. >> Okay, perfect. Um, well, I'm sure
Commissioner Porter will think the extra minute. So, >> um, >> I'm the last person to ask you a question. So, we're in the home stretch here. >> Oh, I can breathe a little. >> Yes. What do you hope to accomplish in your first year at general manager?
I like to get calmness to Ready Municipal Light Department or RMLD. And I don't mean to say that, but I I listen. One of the things I'm into is external communication. I don't have to tell you you've gone through a revolving door situation. I would like to bring
stability, calmness, and direction. I think the people that there there needs to be a sense that there's somebody driving the ship, driving the bus. We know where we're going. We're all on it together. We're all working for the same common good. So, I would like to see
that culture foster that culture, foster that sense of this is the greatest place to work. Um, it is sad if I got this job to leave Marramck. I really, really love all my employees and my commissioners
and the community that I serve. I hope to bring that same spirit because when I got to Marramac, it was a sad place. They had gone through general manager after general manager. The staff felt skittish. They didn't know where to go. They
didn't know what to do. They really didn't feel good about things. They loved their jobs and they loved the work they did, but they didn't know if they were recognized or if they were ever kept informed. They never knew what was going on. The place was very po heavy
silo was kind of everything was done in secrecy. Um I was like guys full transparency. Um you are going to know as much as I because I need you. This is my first job of being distribution. I
know energy but I've never done distribution. And I need you to correct me every time I say megawatt. You have to remind me it's kilowatts. Okay? because I'll be talking to some lady and say, "Oh my goodness, you have 500 megawws." And they're like, "Oh yeah, kilowatts." So, um, I
said, "You are a part of this team. We're going to turn this place around together." Okay. And I have to tell you, they're having a watch party right now. And they're very, they understand. They want they say this is what they said to
me. We want what's best for you, Mary, because you brought what's the best for us. you brought this place back. So, we're all very proud to work here and you did that and I hope you can do that for another ML. Even though we'd love for you to stay, but if you can do that for
another MLP, then you know what? Go do it. >> Oh, thank you. Uh, how do you define success in leadership? And how would you measure it? What metrics would define success? I think you guys, you're owned
by these people, your customers. Okay? There, that's what that is. It's a customer owned. Those are our stakeholders, shareholders. And when you get like I did those kind of results, then you know you're doing a good job because those are your those are your
customers. They're your shareholders. I mean, companies go, "What do our shareholders think?" That's how they measure. These are our shareholders. They think we're doing a great job. So, I would say that that's success. >> Um, administrative question before I get to the final one. Uh, are there any
constraints that might affect your ability to start in January 2026? >> Yes, I think I disclosed that to the head hunter. I have a planned trip that's all been paid for for two years for my husband and I to go down the
Nile. So, it's been a present that I put together and it's non-refundable, but I did disclose that to the head hunter at the time. He said, "I'm sure we can work on it if you're chosen." >> Okay. >> So, the the date then the availability
date would be >> would be February 15th, unfortunately. Okay. >> Okay. Last and final, uh, why do you want this job? Why do you feel you're the right fit for the JM role at RMLD? >> I love a challenge. When I got the job
at Marramac, they went, "Oh, here's another one. Number scorecard number four going down." I said, "Not so fast, guys, because I love a challenge." And that's not going to be the case. I think that there's an opportunity here to
verse the course. And I'm not I don't even know what it is. I just know that you've had multiple managers. It seems to be a same scenario that I had in Marramac. Um, I like the challenge. I like to come into places and I like to
see and figure out what's gone wrong, how can we correct it, what can we do better. I actually brought some articles that I've I've actually penned and um have put out. One is called Defending Public Power: A Lesson for Utilities in
Competition and Community. You're not you're not you have competition. I I've heard so many GMs tell me, "Oh, you know, we're a monopol. We have no competition." Yes, you do. And you you got to stop thinking that way. You have competition. Okay? I use are losing their gas industry. They have only so
much service territory. They're the ones who put the bug in the air of our board of selectmen. Okay? So, there is competition out there. You have to provide the services they provide at a competitive price, which means a lot less than them. So if you're not
thinking that way strategically then you could be finding yourself like Marramck where you know the board of selectman and the knights want to get your money and say as one selectman said to me the lights are not going out somebody else will provide the power. So that is so
that's one thing and then the other thing is all about my lessons I learned from when we were up for the sale. So those are the things I think that I can bring. It's a new way of thinking about the municipal light department. Um, and I think that that's important that we
have those in place. >> Thank you very much. Um, is there anything that we didn't ask that you were hoping that we would ask? >> Um, no. I mean, I I you're you're you have a lot of information on your website. I understand you're redoing it because it's not as user friendly. um
the engagement from the customers, you know, um you want them to be able to do everything in one transaction. Um so those are kind of things I was looking at. Um did you do ever a cost of service study? I just couldn't find that online. Okay,
>> that that's actually one of the things that's in flight. >> Okay. All right. And then um and I had another one and um no that was my big one because I couldn't find it at all.
>> Great. >> So thank you. >> Thank you very much. We really appreciate your time tonight. Thank you so much. >> One too. I only have one of those but you can keep that one. >> All right. And it was a pleasure meeting all of you. I don't didn't get to
personally meet you guys. >> Charlie, >> I'm Charlie also. >> Oh, Charlie. Charlie. >> I'm Tim Woods. Nice to meet you. >> Mick. I know. I know. Dave, I'm okay. >> Nice meeting you. >> Pleasure meeting you all. And have a nice evening.
>> Thank you, Mary. Thank you. >> Um, so we will take a break after this to give people a chance to um, uh, kind of take recapture their notes. Um but after that we will move into
um executive. Um before so before we do the break and then move into executive um anything else we need to do in terms of scheduling? got tomorrow at noon. We've got our budget
meeting on November 12th and then a I can't remember if we said this was tentative or firm >> on the 6th. November 6th. >> November 6. >> So November 6th and then November 19th we also have meeting
>> regular board. Okay. Uh and is it the 12th that is in North Reading? >> So it's the 12th is in North. >> Okay. >> And 19th is back here. >> Correct. The 19th. >> Yeah. Okay. What time did we say on the 6th? >> 6 p.m. >> 6.
>> 6 p.m. would be fine. >> Great. Thank you. >> Can you just send out a text last the 10th on the 11th? That must >> here. >> All right. >> It was a reminder because I muscle memory
right here. Okay. >> Oh, I did. Did it happen in Wilmington? I just muscle memory and I come right here. >> Do you want someone to pick you up? Okay. Um, all right. Perfect. And then it looks like we have an U MCLA meeting for those interested in participating
December 4th. The next one. Um, okay. So, any questions about process from here before we uh vote to go to executive session? >> Are you doing the executive session here? >> I think we normally move. So, we won't be here. >> We will move. Yeah. Okay. All right.
Yeah. So, then we'll just debrief here. >> Okay. Um, Do we need Okay. >> Yeah. >> You to do that in open meeting or No. No. No. Okay. All right. >> Um Okay. So then you can adjourn.
>> Okay. Um we if we just going to if we're going to debrief, we don't need to adjurnn right now, right? >> Well, it should still be an open meeting. >> Debrief and enter. >> So why I >> Okay. >> Why don't you
>> Okay. be a motion to adjurnn. >> Okay. >> Second. >> All right. >> Okay. >> All right. All in favor? All right. All right. Fine. I >> Okay. Um, we want to Somebody move to move to executive session.
>> Move that board of commissioners in regular session. Quiet. >> Are you good? I think we're we're going to executive session number 16. Sorry, >> I'm sorry. Move that the board of
commissioners go into an executive session pursuant to Mass General Law, Chapter 164, section 47D, exempt from public records and open meeting requirements in certain instances under purposes number two, to conduct strategy sessions in preparation for negotiations with non-UN personnel returned to open
sessions for the sole purpose of German. >> Second. All those in favor? >> All right. I don't know. Perfect. Okay. Thank you everyone. >> Appreciate it. >> Recording stopped.