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James L. Gallagher
President,
Gallagher Consulting Group
P.O. Box 35
Monroeville, PA 15146
Voice: (412) 374-9694
Cell: (412) 996-2183
Fax: (412) S5&9692
Email: leojj@aol.com CAREER
SUMMARY
Jim Gallagher is a visionary leader who has forged a career of
successfully guiding businesses through times of fundamental change. The
hallmark of Mr. Gallagher’s leadership is his technical and managerial
excellence, combined with an ability to anticipate and capitalize on
opportunities resulting from changes in the business environment. Through
the application of these skills, Mr. Gallagher has created vibrant growth
businesses that convert innovative products and services into profitable
growth. In recognition of his record as one of the corporation’s best
strategists and change agents, Mr. Gallagher was elected vice president of
Westinghouse Electric Corporation in 1992 Mr. Gallagher is credited with a
number of firsts in the DOE market. The Waste Isolation Pilot Project has
the distinction of being the first and only repository opened for the safe
disposal of transuranic waste, At West Valley and Savannah River,
Westinghouse oversees the nation’s only high-level nuclear waste
solidification (vitrification) facility. After a highly successful 36 year
career with Westinghouse, Jim retired in September 1999 and founded the
Gallagher Consulting Group.
EXPERIENCE
President (1999— Present)
Gallagher Consulting Group
Provides innovative/strategic consultation to the commercial and
government energy and
environmental industry.
Government and Environmental Services Company
President (1996— 1999)
Executive Vice President (1994— 1996)
Mr. Gallagher was responsible for the Westinghouse business unit, that
provided management and operations services to the U.S. Department of
Energy (DOE) and Department of Defense (DoD), It employed 17,500 employees
at eleven major locations and manages $2.8 billion of federally funded
programs, Mr. Gallagher diversified into related core areas by
successfully entering the DoD chemical demilitarization business, and
continued to implement best management practices that saved the government
and taxpayers a total of $2 billion through 1998, via the Saving through
Sharing program. In addition, he muted around previously unprofitable
Westinghouse divisions and directed the growth of new businesses.
As President his accomplishments included;
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Diversification Extended the scope of the government
environmental cleanup business by winning the award for managing the
DoD, ITS. Army, Anniston chemical demilitarization project. |
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Revenue Growth Maintained the largest DOE contractor
fee market share and increased fee growth 35% over four years. Created
a new government services profitable safety management business which
grew to $SOM/year of revenue within three years. |
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Operating Margin Improvement Westinghouse continued
to produce strong cash flow and exceptional Return on Investment and
has consistently exceeded corporate objectives. Since 1996, revenues
increased 41% and operating profit increased 35%. |
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Business Turnaround Upon assuming responsibility for
other Westinghouse divisions which were previously unprofitable, Mr.
Gallagher returned these divisions to profitability and met corporate
financial goals. Directed the turnaround of a specialty container
manufacturing operation, turning a $5M/year operating loss into a
$2M/year profit by installing new management, cutting unprofitable
profit lines and achieving increased revenue. Improved the financial
performance of an electromechanical manufacturing division by reducing
costs, improving working capital and. reducing inventory, thereby
exceeding all financial objectives. |
1994-1996: Executive Vice President, Westinghouse Government and
Environmental Services Company
Mr. Gallagher had direct management responsibility for the segment of the
Government and Environmental Services Company (GESCO) that performs
management services at five DOE sites. In addition, Mr. Gallagher provided
strategic management support for the four other GESCO divisions that
provided radioactive waste treatment and environmental cleanup services
for government and commercial customers.
As Executive Vice President, his achievements included:
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Reengineering and .Downsizing. Downsized DOE sites
pursuant with the change in strategic mission and dramatically reduced
budgets, while maintaining the highest safety and performance
standards. Created the Saving through Sharing program which identified
and transferred the best technical and management practices across the
DOE complex, resulting in a savings of $2 billion for the American
taxpayer. |
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Improved Financial Performance. Anticipated
Congressional budget cuts and successfully negotiated new contractual
agreements that decoupled Westinghouse fees from the DOE’s budget,
enabling Westinghouse to earn its highest award fees to date, despite
reductions in overall DOE funding. Surpassed all corporate financial
objectives for four consecutive years (1991-1995) through exemplary
technical performance and strong financial management. |
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Value Creation. Increased the warranted market value
of Westinghouse’s government business in five years by $160 million
with virtually no investment. |
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Outstanding Safety Performance, Inculcated
disciplined conduct of operations resulting in Westinghouse-manage~
DOE sites — where hazardous and radioactive materials are regularly
handled — having a safety record that is more than twice as good as
the average for all DOE sites, and six times better than the U.S.
industry average. |
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Virtual Organizations. Defined and implemented new
business arrangements to bring together the best-in-class skills
needed to successfully downsize and manage complex DOE sites.
Successfully implemented this new arrangement to win multi-billion
dollar contracts for Rocky Flats and Savannah River. |
1994-1994; Government Operations Business Unit
Vice President and General Manager (1992-1994)
General Manager (1990-1992)
Mr. Gallagher had direct management responsibility for five Westinghouse
managed DOE sites and was responsible for transforming these operations
from a group of individual Westinghouse divisions into a cohesive business
unit. Mr. Gallagher also led these sites through the swift and profound
changes in mission brought about by the end of the Cold War,
As Vice President and General Manager, his achievements included:
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Transformation Agenda. Employed a challenge
leadership style to transform a culture that was committed to the
status quo and had acute labor-management tension to one in which
employees routinely initiated productivity improvements, reinvented
work processes and shared best practices throughout DOE sites, |
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Process Improvement. Managed the development of a
world-class proposal process through the benchmarking of best-in-class
organizations, |
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Business Development. Leveraged existing core
competencies, combined with new partnerships, enabling Westinghouse to
participate in the multi-billion dollar chemical weapons
demilitarization market, Established a foothold in the Russian
chemical weapons demilitarization market. |
1988-1990: Westinghouse Savannah Rivet Company
Vice President and General Manager, Reactor Restart Division (1989-1999)
Vice President and General Manager, Engineering and Projects Division
(1988-1989)
Mr. Gallagher was responsible for one of the most complex technical
challenges ever faced within the DOE complex, the upgrade of the nation’s
only tritium production reactor. To bring this 40-year old reactor up to
current engineering standards within budget and schedule constraints, Mr.
Gallagher assembled a new 5,000-people, $600 million organization with
superb technical skills, and transformed the operating workforce culture
into a model of disciplined operations.
As Vice President and General Manager, his achievements included:
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Team Building. Formed a new division with a capital
project budget of $1.7 billion and 8,000 employees which integrated
two culturally distinct groups — Systems engineering and constriction
management into an effective organization team with a shared vision. |
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Change Agent. Instituted a more disciplined approach
to conducting operations based on naval nuclear standards, Acted
decisively and instilled a sense of urgency in order to meet the
demanding milestones of the restart program, which was designated as a
national priority by Secretary of Energy Watkins, |
1984-1988: General Manager, Nuclear Technology Systems Division
Mr. Gallagher guided Westinghouse nuclear business in a fundamentally new
direction based on his insightful analysis of the future global nuclear
energy market. Mr. Gallagher recognized the downward shift in the new
nuclear power plant market and redirected the corporation’s strategy to
focus on the nuclear power plant engineering service business,
As General Manager, his achievements included:
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Strategic Vision. Identified the shifting priorities
in the commercial nuclear market. Re-engineered the division by
changing the culture and mission to an engineering services business,
and shortened the time-to-market R&D cycle |
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Customer Satisfaction. Led an organizations
transformation, from one that was internally driven to one that looked
outward to the needs of its customers, resulting in the creation of
over 80 new products and services. |
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Business Growth. Achieved growth in revenues from $30
million to $125 million in four years. |
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Innovation. Anticipated the demand for an inherently
safe reactor and initiated development of the AP-600, an advanced
passive reactor that is being developed by an international
design-team and funded by utilities, industry, and government. |
1982-1984: Manager, Strategic Programs, Water Reactor Division
Mr. Gallagher developed the five-year Strategic plan for Westinghouse’s
nuclear energy business. In this strategic capacity, his achievements
included:
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Shareholder Value Focus. Implemented a Strategic
Value Management methodology to assess the impact various strategies
would have on shareholder value, resulting in a greater organizational
focus on the creation of value for shareholders. |
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Competitive Analysis. Established a formal planning
process for analyzing competitors and identifying sources of
competitive advantage. |
1977-I982; Westinghouse Nuclear Espanola, Madrid, Spain
President (1980-1982)
Vice President, Engineering (1977-1980)
Mr. Gallagher directed Westinghouse’s commercial nuclear program in Spain
with 180 employees and a $20 million annual budget. He was responsible for
several large scale, complex engineering and Construction projects, and
demonstrated an ability to effectively achieve results in an intercultural
environment,
In this capacity, his achievements included:
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Project Management. Accomplished a $100 million
upgrade of the lose Cabrera plant to NRC safety standards, and the
commissioning of the Almaraz plant, taking it from initial criticality
to commercial operation, |
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Public Acceptance. Initiated the first nuclear public
acceptance program in Spain, which resulted in a significant
improvement in the public’s understanding of the Spanish nuclear power
program. |
1975-1977~ Manager, Projects, Nuclear Energy Systems
Mr. Gallagher developed the corporation’s nuclear energy strategy, which
placed greater emphasis on global market opportunities. In this capacity,
Mr. Gallagher’s achievements included:
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Strategic Analysis, Defined the strategic planning
methodology used to formulate Westinghouse’s global strategy on
nuclear energy. |
1974-1975: Manager, Safety Systems, Nuclear Energy Systems
Mr. Gallagher was responsible for determining the safety worthiness of
nuclear plant designs to ensure that the projects complied with strict
regulatory requirements.
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Engineering Excellence. Managed safety evaluations
and assessments for nuclear power plant systems, and obtained the
first and only four-unit construction permit granted by the NRC for
Georgia Power’s Vogue nuclear plants. |
1972-1974; Manager, Systems Engineering, Westinghouse Nuclear Europe.
Brussels, Belgium
In order to capitalize on emerging global opportunities, Westinghouse
called on Mr. Gallagher to establish the company’s nuclear systems
engineering group in Europe. His achievements in this regard included:
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Team Building. Assembled a multi-cultural
organization with the technical skills needed to successfully complete
complex technical projects. |
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International Liaison. Served as technical advisor to
the European market on reactor safety issues, demonstrating an ability
to deftly resolve the attending technical and political issues. |
1963-1972: Systems Engineering, Nuclear Energy Systems
Mr. Gallagher managed the first containment systems design group in
Westinghouse which developed a new market that generated $1 million in
annual revenue through customer-funded products. While in this
organization, his achievements included:
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Technical Leadership. Played a pivotal
role in establishing the engineering designs and safety standards of
the commercial nuclear power industry. |
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Engineering Excellence. Co-developed an
innovative and unique computer program to assess and calculate flows
and pressures in complex safety system piping networks, assuring
reactor coolant in the event of a malfunction, |
1959-1963~ Chemical Process Engineering, Mobay Chemical Company
Process design engineering at a urethane chemical facility.
1958~ 1959: Chemical Process Engineering, Kimberly Clark
Paper plant engineering; served as a troubleshooter on energy issues.
Education and Professional
Certifications
M.S., Chemical Engineering: University of Pittsburgh PA; 1969
B,S., Chemical Engineering; University of Pittsburgh, PA; 1958
Professional Engineer, Pennsylvania
University of Pittsburgh, School of Chemical Engineering; 1999,
Distinguished Alumnus
Completed executive management programs at Penn State and INSEAD, France
Worked in and traveled in more than 35 countries
Memberships and Publications
External Director, Pennsylvania State University College of Nuclear
Engineering
Advisory Committee, The Engineering Center for Environment and Energy,
University of Pittsburgh
Member, American Institute of Chemical Engineers and American Nuclear
Society
As a senior Westinghouse executive, Mr. Gallagher testified before the
United States Congress
Over 30 publications and presentations on technical performance and
management excellence
Board of Directors, Louise Child Care
Board of Director Waste Management Symposia
Board of Director Versar, Chairman of Audit Committee
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