MBA Employer Profile: PG&E’s Leadership Program

A rotational program can help launch your career because it provides an opportunity to try out different roles and find advocates within an organization. For MBAs interested in working in energy, the MBA Leadership Program offered by the San Francisco-based utility, Pacific Gas and Electric Company (PG&E), is one of the few rotational programs available in the sector.

Now working as a manager in its energy efficiency department, the rotational program is how Kirsten Millar started out at PG&E. In this interview, Millar discusses her experiences in the program and how it helped her to grow as a professional.

What business school did you attend and what did you learn while there?

I attended business school at Duke University, and paired an MBA with a master’s degree in environmental management. Spending three years at Duke was a great decision for a few reasons. Firstly, I acquired the technical and business skills to get a job in the energy field. Secondly, my two degree programs allowed me to explore concepts through interdisciplinary study, including policy, engineering, finance and strategy. Lastly, Durham, North Carolina is a beautiful and eclectic community.

Why did you decide to join PG&E’s rotational program?

I saw PG&E’s MBA Leadership Program as an opportunity to make an impact. I wanted to leverage my education and my passion for sustainable systems. I saw alumni from Duke making that impact at PG&E. Since I lived in the (San Francisco) Bay Area prior to graduate school, I was ready to return with a new career focus and start the next chapter.

What department(s) did you work in at PG&E and what kind of projects did you work on?

The diversity of projects and opportunities available at PG&E is impressive. I had three unique experiences through the program spanning the corporate strategy, rate design and gas operations departments.

My role in corporate strategy focused on the company’s five-year ‘Integrated Planning Process’. Throughout the process, we anticipate and forecast enterprise and department needs and aggregate them into a five-year strategic plan. Working directly with senior leaders on department plans and presenting results was a great way to get to know the company and the culture.

In rate design, my MBA cohort evaluated ‘Residential Time-of-Use’ rates in (an allocated) service territory, and recommended a modification of that rate structure based on changing system needs. This project required analysis of power supply and forecasted rate impact, and it also involved understanding customer preferences. Our project contributed to a rate case-filing with our government regulator to change the Time-of-Use period for customers.

My final role in the program was with our gas operations team, creating new resource management tools to improve the efficiency and effectiveness of planning maintenance, construction and emergency work on our natural gas infrastructure. Working directly with teams in the field to make valuable IT solutions was a fantastic experience. After my stints in strategy and policy during the program, this ‘boots on the ground’ perspective allowed me to understand the challenges and opportunities of supporting the company’s crews, who are the true heroes that keep our gas system running safely every day.

What were your first impressions of PG&E’s corporate culture?

The culture at PG&E varies between departments, but what is consistent is the desire to do the right thing. The organization values ideas from employees at every level and I’ve found that employees are willing to share their insights and knowledge. With over 23,000 employees, the opportunities to connect are endless.

I am also continually impressed by PG&E’s commitment to the community. For example, employees also take advantage of PG&E’s volunteer program, charitable giving campaign, and field visits. In addition, PG&E is as diverse as the customers we serve, and there are Employee Resource Groups which represent, support and celebrate the company’s employees. I joined the Women’s Network board, and it’s been a valuable opportunity to develop leadership skills, expand my network, and positively influence corporate policies.

What did you enjoy most about the rotational program?

I appreciated the structure of the program and the leadership engagement. The rotations are selected based on company needs, which means that participants work on timely and high impact issues. The variety of experiences, meanwhile, allowed me to create my own experience and identify my career path. There’s also a two-week field rotation, where participants see the work of crews in action. It was fascinating and inspiring!

The program’s direct exposure to PG&E’s leadership team comes through conversations with senior leaders about their backgrounds and career advice as well as one-on-one mentoring. Program alumni and its executive committee are invested in its continued success, and they support the program through recruitment support, formal and informal mentorship, rotation opportunities, and networking.

What were some of the challenges you faced during the rotational program?

With the program’s variety of opportunities and projects, it is a challenge to pick a career path and stick with it. The industry is in a constant state of change and it’s tempting to get involved in every new challenge. Saying, “no, thanks” is hard. Setting your priorities will help you be successful because no one else will set those priorities for you.

How has participating in the leadership development program helped you grow as a professional?

The MBA Leadership Program launched my career at PG&E by allowing me to explore roles throughout the company, creating a safe space in which to expand my knowledge of a complex organization, and connecting me with the mentors and sponsors that continue to provide feedback and share opportunities with me.

Is there anything I didn’t ask about your rotational experience that you would like to mention?

At the end of the two-year program, you are responsible for finding a permanent position. Timing can be a bit tricky, but the program has flexibility while you land that dream job. It’s important to know that there aren’t specific roles relating to the rotational program waiting for participants on the other side!

That being said, I found a great manager role in the energy efficiency department after the program. My rotational program work focused on process improvement, strategy and employee engagement, and it was my network and accomplishments during this time that led to my successful candidacy for the role.

Image source for PG&E office building