Joe Marinello, MBA

● Responsible for building a continuous improvement culture across a workforce of 7000+ employees. ● Oversee a portfolio of 100+ continuous improvement and cost savings initiatives across 20+ leads. ● Build strategy to increase accountability for CI within the business through projects and training.

Key Highlights: ● Provides strategy and execution for LEAN Process Management in the organization. ● Oversight of 7 Process Owners driving LEAN process improvement in areas of operations, IT, Fleet, customer experience, and administrative support. ● Executed on a plan to reduce $100+M in operating costs.

Key Highlights: ● Named one of 7 high-potential NiSource employees to serve as Process Owner for our largest cost drivers within the organization. ● Implemented several process improvement and cost savings initiatives across the NiSource footprint. ● Executed a portfolio of projects worth $13M+

Key Highlights: ● Provided direction of all public/staff safety initiatives deployed within Ohio operations and handled $3M budget for state-wide support, safety, public awareness, and cross-bore remediation programs in NiSource’s largest territory (1.4M customers) ● Displayed galvanizing leadership to 6 management-level staff in 4 separate areas and managed 13 Damage Prevention Specialists/7 administrative professionals while providing oversight for locate companies with 200+ workers ● Acted as liaison/negotiates agreements with multiple locating contractors within Ohio region ● Integrated Columbia Gas of Ohio fleet/cross-bore programs into NiSource safety support/damage prevention to establish unified vision aimed at improving employee/public safety across Ohio ● Positive outcomes allowed replication of structure for out of state operations ● Increased capabilities of company response to leakage/abandonment risks by developing locating strategy enhancements with contractors ● Boosted on-time locates from 91% to 98% year over year and decreased unlocatable metric by 12% ● Exceeded 2020 staff damage and injury prevention target of 5%, with current numbers showing 16% reduction

Key Highlights: ● Proficiently managed up to 10 direct reports, along with indirect reports from operations and dispatch, including approximately 200 departmental supervisors/employees servicing over 3 million customers in 6 states ● Spearheaded development and implementation of metrics-driven objectives for emergency response, work compliance, and budget management ● Provided activities to promote professional development and mentored individuals into positions with elevated responsibilities within organization ● Directed scheduling/clerical obligations for over 1,500 staff members while handling $5M+ departmental budget and maintaining spending within state operating budget of up to $100M ● Identified optimal candidates for 3 leadership positions in Planning/Scheduling operations and effectively coached individuals to transition into roles at respective locations in Massachusetts rapidly ● Integrated all KY/MA field agent Scheduling/Planning duties into Gas Operations Integration Center management; assumed control of compliance-related initiatives and effectively drove cultural change within leadership structure ● Dramatically improved emergency response metrics, developed enhancements for compliance programs, and boosted employee morale through cultural changes and clearly defined expectations across organization

Key Highlights: ● Managed overall planning for $33M operation, consulted with leadership to maximize O&M savings/increase employee productivity and coached field leadership through newly established processes ● Serviced GM, State President, 3 Managers, 3 Scheduling Leaders, and approx. 100 field agents serving 500k+ clients ● Implemented updated practices/strategies leading to drastic reduction in expenses, mitigating $7M budget overrun and minimizing financial gap to close year at 2% of expected spend ● Directed technology improvements and transition to NiSource work planning/budgeting platform while collaborating with stakeholders to provide instruction sessions related to new integrations ● Developed weekly planning template to simplify scheduling process for leadership and provide insights associated with outputs from new financial platforms

Key Highlights: ● Relied upon to lead 40 dispatchers servicing 5 states with over 2.5M customers and monitored operations during emergency incidents such as natural disasters/major outages ● Managed overhaul of manual call-out dispatcher process to large-scale automated ARCOS system; developed materials and deployed new training for employees ● Instrumental contributor to decrease in emergency response times, dropping average from 60 minutes to under 45 minutes while deploying changes to standardize scheduling processes

Key Highlights: ● Directed all short-term operational planning for 50+ clerical, field, and dispatch staff members in OH/PA ● Headed preparations for clerical unit daily functions; scouted work, ensured validation of permits, and scheduled jobs for up to 75 field agents; aligned operations with budget (up to $12M) ● Facilitated communications amongst dispatch units/internal stakeholders, resulting in radical improvements to customer experience ● Successfully coached and mentored 5 highly qualified individuals into confident/influential business leaders

● Served as General Manager for the most focal A&F store in the Midwest. Oversaw all operations from recruiting and hiring to developing floor plans to maximize sales.

● Worked through A&F's Manager In Training Program to become a Store Manager in both Ohio and Michigan.

Cum Laude Graduate

Cum Laude Graduate