Investors often have the need for reliable, interim management of a business or project until the business climate changes and permanent staffing can be made. Mr. Langley’s knowledge of the industry and business generally allows him to function effectively in these environments, where he leads with a bias for action. Examples include:
URANIUM MILL TAILINGS CLEANUP: When his employer was named trustee for a bankrupt uranium mill and the mill tailings pile, Mr. Langley was named project manager to implement the approved clean-up plan. He worked with contractors approved by the Nuclear Regulatory Commission and, within three months, began the remediation planned years earlier. All of the most highly radioactive sites on the property were entombed within six months, dewatering was begun and surface coverage complete within a year. The remediation plan was modified by Congress when it voted to accept the project into the DOE’s perpetual care program. Mr. Langley maintained communications with state and local officials, and kept the site within NRC standards through the legal transfer of the property.
ENERGY SERVICES COMPANY CFO: When an operating company eliminated two levels of executives in its energy services organization, Mr. Langley stepped in to serve as acting CFO until an executive search could identify and recruit permanent executives. In that role, he re-established an accounting process that allowed issuance of quarterly reports, separated two businesses previously merged so that one could be spun off to investors, and implemented a multi-state asset tracking system to allow proper filings of state returns. He also worked with external advisors to establish a system for development of forward curves and mark-to-market pricing for commodities. After five months, the company found and retained a permanent CFO.
HOUSING INSPECTIONS IN NEW ORLEANS POST KATRINA: Mr. Langley’s employer was tasked with the inspection and clean-up of properties in the city of New Orleans, and Mr. Langley was placed in charge of residential housing inspection. He quickly organized teams of inspectors, recruited from professionals and interested local residents, assisted the Corps of Engineers with development of a training program, and began commissioning inspectors to visually inspect every house and apartment in the city. Within five days he had 100 inspectors in the field documenting the condition of each property, and logging the findings into a database. Within five weeks, over 150,000 homes had been inspected, allowing the electric utility and city officials to better plan for the clean-up and repair efforts.