Message-ID: <3786182.1075840560138.JavaMail.evans@thyme> Date: Sun, 16 Dec 2001 18:00:47 -0800 (PST) From: c..giron@enron.com To: dgiron1@houston.rr.com Subject: FW: Accomplishments Mime-Version: 1.0 Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: 7bit X-From: Giron, Darron C. X-To: 'dgiron1@houston.rr.com' X-cc: X-bcc: X-Folder: \ExMerge - Giron, Darron C.\Sent Items X-Origin: GIRON-D X-FileName: darron giron 6-26-02.PST -----Original Message----- From: Giron, Darron C. Sent: Thursday, November 29, 2001 8:11 AM To: '"Birgit D. Kamps" @ENRON' Subject: Accomplishments These are the three that came to mind. I had trouble with my email from home. Let me know what else I need to do. Thanks DG I managed all back office issues of an asset management deal with Brooklyn Union Gas Company. It was a two year deal in which Enron was assigned all of the utilities' assets (supply contracts, transportation contracts, and storage contracts) and then became responsible for providing 100% of the gas requirements of BUG. I was involved in the negotiations to sign the deal, mostly working with the supply group of BUG doing due diligence on their contracts. I created a complex invoice model and worked with our trading group, our logistics group, our risk management group, and gas accounting group. In addition, I made monthly trips to New York to manage the customer and take care of any issues. It was a $24MM/Year deal. I was the point person on this deal and worked on it for a year and a half before handing it off to someone else when I moved to risk. I was involved in another asset management deal with Peoples Gas Company in Chicago. I also did due diligence work and was involved in negotiations on the deal. I also created invoice models. I did not do the day to day work because I was on my way to risk management. We started a joint venture with Peoples in Chicago. I set up the risk management department and managed all mid and back office issues of the joint venture. I managed two book administrators who worked in the Chicago office and made monthly visits to address any issues. This office made $12MM in its first year and we had no issues from a risk management or accounting perspective. I took over managing the West desk in risk when there was a $10MM flash to actual variance in the region. Flash to actual is the difference between the reported P&L and the GL. Within 3 months I had identified the variances and cleared them. On a going forward basis I kept the variance at zero. I identified problems in scheduling that were causing these variances and took proactive steps to fix the problem. After managing the desk for 6 months, I was able to have everyone cross trained on other books. This resulted in me being able to reduce the staff by one, saving the company approx $100K/Year.