President CEO of Sempra Energy to retire later this year

first_img KUSI Newsroom, Posted: March 12, 2018 March 12, 2018 KUSI Newsroom President, CEO of Sempra Energy to retire later this year San Diego’s Sempra Energy (SD Union Tribune)SAN DIEGO (KUSI) — Days after wrapping up a massive $9.45 billion deal to acquire the largest utility in Texas, San Diego-based Sempra Energy announced Monday that Debra L. Reed will retire as president, CEO and chairwoman of the executive board later this year.Reed, who last month hit 40 years with Sempra Energy companies, will step down as president and CEO on May 1, but she’ll continue as chairwoman of the executive board until Dec. 1. She’ll be replaced as CEO by Jeffrey W. Martin, who currently serves as the company’s executive vice president and chief financial officer, and as president by Joseph A. Householder, who is now the company’s corporate group president of infrastructure businesses.“We have a talented and deep management team (and) Jeff Martin and Joe Householder are both tremendous leaders who will be excellent stewards of Sempra Energy’s continued growth and success in the future,” Reed said in a statement. “Over many years, our board of directors has led a robust leadership succession planning effort, and today’s announcement of new officer elections reflects the successful implementation of this planning.”The retirement announcement comes just four days after regulators in Texas approved Sempra’s deal to buy Oncor, the largest utility in the Lone Star State, which serves about 3.5 million Texans. The Sempra-Oncor deal — in which Sempra agreed to several dozen conditions, including Oncor retaining an independent board, and rate savings initially going back to customers — succeeded where at least three others had failed, including a bid from Warren Buffett’s Berkshire Hathaway.“Y’all are done,” the Texas Public Utility Commission chairwoman said Thursday in giving the deal its final stamp of approval, according to the Dallas Morning News.Reed, 61, has been Sempra Energy’s CEO since 2011 and assumed the top spot on the executive board in 2012. In announcing her pending retirement, she touted her recent accomplishments and the company’s positive outlook, including the acquisition late last week of Oncor, the largest utility in the Lone Star State, and the “anticipated launch of our liquefied natural gas export business in Louisiana next year.” She also mentioned growth of the company in Mexico, California and South America.“In her seven years as CEO, Debbie Reed has sharpened Sempra Energy’s strategic focus and led the company to new heights,” said William C. Rusnack, Sempra Energy’s lead director. “Under her leadership, Sempra Energy’s market value has more than doubled to nearly $29 billion.”Martin, 56, the future CEO, has served as Sempra Energy’s executive vice president and chief financial officer since January of last year. He’s been with Sempra for 13 years, including a period from 2014 to 2016 as CEO, president and chairman of San Diego Gas & Electric, one of the many utilities owned by Sempra. Martin has been with the company since 2004, when he startedin the mergers and acquisitions group.Martin currently serves on the board of directors of the California Chamber of Commerce, where he is a member of its executive committee, and the board of trustees of the University of San Diego, where he is a member of the executive committee and chairs the athletics committee.Householder, 62, who will take over as company president, has been in his current position leading Sempra’s infrastructure businesses since January 2017. The position has him overseeing the company’s operations in midstream, liquefied natural gas, renewable energy and Mexico. Prior to taking on his current role, Householder was Sempra Energy’s executive vice president and chief financial officer from 2011 to 2016.He serves on the board of Advanced Micro Devices and is a member of the Tax Executives Institute, the American Institute of Certified Public Accountants, the State Bar of California and the American Bar Association.With the Oncor deal done, Sempra Energy now employees roughly 20,000 people and serves 43 million customers worldwide. Categories: Local San Diego News FacebookTwitterlast_img read more

Avoid Loss in Translation Put Developers and Creative Staffers on the Same

first_img Free Webinar | Sept 5: Tips and Tools for Making Progress Toward Important Goals Register Now » Opinions expressed by Entrepreneur contributors are their own. In the exciting fast-paced world of technology startups, communication failures between different departments can spell disaster. As the founder of a company that builds software to streamline and optimize communication on teams, I know subjectively and from customers, that this problem is pervasive between technical and nontechnical teams.And the communication gap can’t be bridged with project-management software. Basecamp, Trello and other scrum platforms are amazing, but the kind of communication breakdowns I’m talking about run deep. It’s almost as if one party were speaking English and the other Japanese, and all are tossing their heads in misunderstanding.But don’t send a marketing guru to night school for computer science. Some clear and easy ways can prevent company initiatives from becoming lost in translation.Related: The Two Words Steve Jobs Hated Most1. Startups must be agile. Sometimes creative staffers have only a vague idea of what they want and the product evolves as it’s being built. Really diligent and aware nontechnical employees will set expectations for what things are most important. They will delineate nice-to-haves, must-haves and what to avoid.Software can be built in many different ways. Knowing ahead of time that it should have the capability to be easily modified helps developers tremendously. When a nontechnical person communicates which product features or designs are most likely to change and those that should be set in stone, the expectations for malleability are set.The engineer can then be forward thinking about how to approach the coding. Think about designing a house. The door is set at the entrance, with only tiny allowances made for materials and aesthetics. The windows, however, offer more opportunities for variation — in size, shape or position. When the creative team explains that a certain software feature should be the equivalent of a window and not a door, builders can invest the right time at the outset in designing and save time on adjustments down the road.2. The why is as important as the what. Providing a vague description of a desired design or functionality is a starting point. But scenarios and use cases add a ton of color to an idea. At my company, a team member requested changing an application so that employees could be able to edit a report after a manager’s review. The requester thought this would be a simple change, until the engineer pondered it for a minute or two and came up with four possible interpretations.When a goal is specified as well as a detailed flow chart for proposed user activity, the developers can think of different scenarios and arrive of options beyond the original proposal. They can raise objections on a cost or time savings basis. Related: How Thinking Like a Hacker Will Grow Your Business3. Try thinking like an engineer. Technologically challenged employees can learn to make things way easier on a software development team. Going through the following iterative process will enable them to conceptualize their problems in new ways and think more like engineers:Consider all the angles for the functionality or feature desired.Succinctly describe how it should work and the reasoning behind it.Provide a prototype or schematic or even chicken scratches on a napkin.Offer screen captures and a link to already existing products with similar functionality. Developers can glean an enormous amount of information from the work of others that will help them decide where to start the project.4. Find that common language. Creative employees can overcommunicate and essentially try to write the program for the developers in English instead of code. While their intentions are good, developers find trying to translate these messages quite time consuming and frustrating. When there’s effective collaboration and communication across teams, developers feel less frustrated and more highly valued by their organization and satisfied by their work.Think through what’s needed and why. Then communicate it as concisely as possible. A good creative person explains his or her needs in a way that leaves few unknowns unresolved. A good developer is then able to think about how the user will perceive what is being built.No collaboration tool can replace staffers’ spending time together and talking about things. Paint a picture of what’s desired and how it will be used. Elaborate on the greater business goal. The developers can extract insights to build something that will delight customers, and every employee involved will gain a sense of personal fulfillment and team camaraderie.Related: Developers Are in High Demand. How Do You Recruit the Best? 5 min read Attend this free webinar and learn how you can maximize efficiency while getting the most critical things done right. July 17, 2014last_img read more