-----Original Message-----
From: 	Giron, Darron C.  
Sent:	Thursday, November 29, 2001 8:11 AM
To:	'"Birgit D. Kamps" <birgit@hiresynergy.com>@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.