Professional Background
Ralph has more than 25 years of assisting executives respond to industry
restructuring and emerging technology challenges. He has significant
experience with merger integration, organizational re-alignment, business
process improvements, and large-scale information system implementation.
Ralph has helped many companies improve finance, operations and supply
chain management functions.
Employment History
RALPH G. LORETTA
1413 Woodhurst Blvd.
McLean, VA 22102
Cell: 571-236-2461
Fax: 703-448-0765
ralph.loretta@gmail.com
Recent Clients
 AES Corporation
 Dominion Resources
 Duquesne Light Company
 Hawaiian Electric
 Northeast Utilities System
 Pacific Gas & Electric
 Pepco Holdings
 Piedmont Natural Gas
Career Highlights
 Developed global M&A Due
Diligence program used on 40+
deals in 20 countries
 Global lead partner for Fortune 150
multi-national energy company
generating $20+ million in annual
fees
 Founded a start-up consulting
business generating annual
revenues of $30+ million
Education
 BSBA, Ohio State University, Cum
Laude with Business School Honors
 Attended Indiana University
Graduate Business School Program
under a teaching fellowship award
Professional Licenses &
Certifications
 Certified Public Accountant, by
American Institute of Certified
Public Accountants
 Certified Management Consultant,
by the Institute of Management
Consultants
 Awarded Certificate in Data
Processing, by the Institute for
Certification of Computing
Professionals
Warren & Lewis Investment Corporation, 2012 to present – President
Responsible for overseeing asset management, due diligence, financing
and investor relations involving intellectual property, energy & natural
resources, transportation and real estate ventures.
KPMG LLP, 2003 to 2012 – Partner
One of the founding partners of a national power and utility practice
responsible for directing professional services to a Fortune 150 multinational energy company and many leading domestic utility companies.
During his tenure, Ralph secured a wide range of consulting and tax
engagements resulting in global revenues of more than $100 million.
Arthur Andersen/BearingPoint, 2001 to 2003 - Managing Director
Lead partner responsible for the Mid-Atlantic energy market. Ralph was
responsible for delivering consulting engagements to several leading
domestic and international energy companies involving merger integration,
regulatory filings and power generation improvement programs.
American Management Systems, 1996 to 2001 - Vice President
Founder and business unit manager of a global consulting and systems
integration services group that helped power and utility companies respond
to the challenges of retail open access. Under Ralph’s leadership, this startup consulting business grew to more than 125 staff in less than five years.
Computer Sciences Corporation, 1995 to 1996 – Vice President
Developed and implemented sales and marketing strategies to expand
professional service offerings to the energy and telecommunications
industry sector by effectively leveraging outsourcing, system integration and
management consulting. Ralph defined a unique vision for future services
and created innovative business and pricing models to respond to emerging
market changes.
Price Waterhouse LLC, 1985 to 1995 – Partner
One of the founder partners of a national power and utility consulting and
systems integration practice that focused on helping executives to
streamline procurement, warehousing, work management and customer
service operations. Ralph played a key role in integrating the acquisition of
a leading software vendor and developing a core of professionals which
become the cornerstone of the business unit.
RALPH G. LORETTA
Relevant Experience
Change Management
 Led the re-engineering of business processes to support a newly
implemented billing and customer service system for a Midwest regional
electric distribution utility. The effort identified staffing levels and defined
organizational realignments for new business operations. Action plans
were also developed to address gaps in workforce skills and to
significantly reduce staffing levels.
 Developed and executed plans to launch a new subsidiary offering
competitive local exchange and Internet services. This effort involved
acquiring an established Internet services provider, and selecting a billing,
customer care and provisioning system to meet critical business needs.
The subsequent implementation effort was completed in less than three
months.
 Assisted a regional Northeast gas utility in launching a new un-regulated
subsidiary offering residential and commercial equipment installation and
repair services. During the 16-month business start-up effort, new
organizational models, business processes, information systems
supporting order processing, inventory management, warranty tracking,
and sub-contractor management were designed and implemented. Initial
sales targets were exceeded by 200% within the first two months of
operation.
Financial Management
 Directed a study for a regional Midwest electric distribution company to
evaluate IT transition options associated with the acquisition and
integration of two gas utilities. This effort compared the relative costs,
timeframes, and risks of supporting a wide range of business processes
including: customer care & billing; business intelligence; financial
reporting; mobile workforce management; outage management; asset
management; and network modeling.
 Assisted several electric companies in evaluating business process
controls surrounding retail office management, load estimates, ISO
settlement, month-end verification, and payment disputes.
 Established a shared services organization for a regional Midwest gas
and electric utility that had rapidly grown to a national diversified energy
company with natural gas exploration, transportation, storage and
distribution operations as well as a variety of non-regulated energy
service companies. This effort consolidated administrative processes for
several operating companies and established cost allocation
methodologies to distribute costs to the holding company subsidiaries.
Services provided included finance and accounting, purchasing, payroll
and human resources, treasury and risk management.
Program Management
 Assisted a Southeast regional gas and electric utility in selecting and
implementing a new billing and customer service system. The project
involved restructuring the system architecture to incorporate relational
data base management technology. This instance was one of the first
uses of this technology in the industry. The resulting application was
successfully marketed under a joint venture arrangement that allowed the
cost of the restructuring to be fully recovered.
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RALPH G. LORETTA
 Directed the Program Management Office for a major Mid-Atlantic
regional electric cooperative to oversee the development of new business
processes and information systems required for Retail Open Access.
These new capabilities involved the exchange of information among the
distribution utility companies, retail energy suppliers and the independent
system operator (ISO) concerning customer enrollments, meter data and
billing information.
 Managed the implementation of new customer information processes and
systems for two Midwest electric utility companies that merged to gain
economies of scale and reduce operating costs. The effort resulted in the
ability to address the complex needs of large commercial/industrial
customer billing, provide advance service outage restoration capabilities,
improved call center response times, and reduce retail customer billing
exceptions.
 Conducted a diagnostic assessment for a Western Independent System
Operator (ISO) to identify and correct processing bottlenecks among
market participants involving customer enrollments, meter data, bill
calculations, usage profiles and settlements. The scope of the study
included software configurations, application architectures, data base
management and middleware technologies.
 Directed the Program Management Office for a regional gas utility with
transportation, storage and distribution operations to integrate a recently
acquired gas distribution company. The transaction represented a 20%
increase in customers and more than 450 additional employees. The
company needed to take immediate action to realize cost savings through
economies of scale and business synergies. The effort involved focused
on programs to stabilize operations during the first 100 days of the merger
through staffing re-alignments, communications programs, and other
change management efforts. Specific areas addressed included
information technology, gas storage & distribution, customer service,
human resources, and pipeline construction.
Compliance Services
 Assisted a major Western gas and electric utility company in responding
to Commission and State legislative investigations regarding meter data
integrity and billing accuracy associated with the roll-out of a Smart Meter
program. This project focused on data communications, meter data
management and responses to customer inquiries and complaints.
 Provided expert testimony on behalf of multiple Western gas and electric
utility companies regarding project management and the costs incurred in
developing a new customer information system as part of State Utility
Commission filings. Issues addressed in this effort included third-party
software market analyses, implementation strategies and risk mitigation
programs.
 Assisted a major electric generation utility in assessing the financial
controls, accounting and production records and operational condition of a
key coal supplier who was not performing under existing supply contracts.
This work included testimony in on-going proceedings in the US
Bankruptcy Court.
 Provided attestation services to a major mid-Atlantic electric distribution
company in response to a Commission mandated examination of the
allocation of service company costs to operating subsidiaries. This study
also assessed compliance with standards of conduct regarding services
provided by the service company to the holding company affiliates.
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RALPH G. LORETTA
 Assisted several gas distribution companies with Cost of Gas filings to
State Utility Commissions. These efforts also involved improvements in
underlying gas scheduling, transportation contract management, gas
accounting processes, as well as the development of new web-based
supporting information systems.
 Provided attestation services for the Compensation Committee of the
Board of Directors for a major multi-national energy company regarding
the calculation of a cash-based incentive compensation program.
Research and Publications
 Electric Power Research Institute (EPRI) – Directed research scoping
studies that identified emerging business strategies formulated in
response to competitive market forces and the associated information
needs. Survey efforts included assessments of revenue and cost
information reporting frameworks needed for executing cost-based and
marketing facing strategies.
 National Association of Accountants (NAA) – Developed re-engineering
methodologies and self-assessment guidelines to improve the
effectiveness and streamline the operation of the finance and control
function. The material was published as: The Price Waterhouse Guide to
Financial Management, John Wiley & Sons; and a Statement of
Management Accounting, National Association of Accountants.
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