Nick Florez

- Led the successful turnaround of a $10M Home Energy Assessment (HEA) Program that had consistently underperformed, missing energy savings goals by 20–35% annually. Under my leadership, the program exceeded targeted savings (2,800–3,500 MWh) by 20%.
- Earned $1.9M in contractual Monthly Performance Incentives (MPI) in year one by increasing appointment volume and direct installs through close collaboration with Marketing—utilizing social media campaigns, direct mail, and event activations to boost customer engagement.
- Managed a team of 3 direct supervisors and 36 field technicians, establishing an open-door leadership approach and conducting regular skip-level check-ins to foster accountability, alignment, and performance improvement.
- Conducted weekly executive-level meetings with Consumers Energy, presenting performance metrics, implementing proactive countermeasures, and aligning new initiatives with client priorities.
- Successfully implemented a $2M Home Energy Report (HER) sub-program—originally piloted by other utilities—and tailored it to CE's operations, achieving all program goals.
- Held full financial responsibility for the program, including monthly P&L management, revenue forecasting, and invoicing. Partnered closely with accounting to minimize accrual issues and ensure plan-to-actual alignment.

- Developed/Managed new business and pre-existing relationships with clients to develop cost assumptions from RFP specific design criteria's.

- Held weekly forecast meetings for PM/BD group to clarify any project concerns, due dates, clarifications, and workload capacity.

- Collaborated with subcontractors to develop install cost assumptions based upon project type, state, PW/NPW and PPA/SIA requirements, size, and address any pending clarifications from internal team.

- Worked with Analytics and Design team to develop production assumptions/HelioScope, PvSyst, soiling losses, and accurate project costs utilizing BlueBeam.

- Held Budget Review meetings to meet develop accurate cost assumptions/net profit margins based upon project's feasibility, and unknown project risks.

- Handled all aspects of the project's lifecycle from design, NTP, PTO/commissioning including punch list items. Project's scaling from 4.5MWac - 37MWac

- Worked through IFP, IFC plan sets with 3rd party engineering in compliance with local AHJ's requirements, and clients/developers engineering team or EOR

- Reviewed all AIA billings, in comparison to actualized project's progress with consideration to forecasting project's schedule and critical path.

- Compared/contrasted all subcontractor quotes to determine best path forward, including but not limited to mechanical, electrical, MV, and civil contractors.

- Reviewed RFI's/submittals/change orders weekly with contractors, 3rd partying engineering, and EOR to ensure clients satisfaction.