Q & A : Micheal Dunn
Chief Operating Officer , Williams
Micheal Dunn COO
You began your career at Williams after serving in various roles for more than a decade early in your career . Why did you decide to return ?
Williams is a great company , composed of great assets with a great customer base , but the real draw to me was the caliber of people who work here . Our employees truly love this company — its culture is unique in today ’ s energy industry . The reason I left was the fact that Williams sold the company I was working for at the time back in 2002 ; otherwise , I ’ m sure I wouldn ’ t have had a break in service . I have admired
“ Williams is a great company , composed of great assets with a great customer base , but the real draw to me was the caliber of people who work here .”
Williams since I was hired originally back in 1988 , and I have continued to follow the company as a shareholder even after I left Williams .
But my years away from Williams provided valuable experience as well . For example , I served in a leadership position for a regulated multi-state power generation company , which gave me an up-close-and-personal perspective on the pressures and challenges of many of Williams ’ customers . At Berkshire Hathaway Energy , I came to appreciate extreme capital discipline , a focus on continuous improvement and the value of a lean organization .
What are your priorities as Williams ’ first chief operating officer ?
My main priority in any role is keeping our employees safe , protecting the assets we operate , and keeping the public out of harm ’ s way as we construct and operate our facilities . Safety is simply non-negotiable in our business . I also will constantly seek ways to improve our efficiency , finding opportunities where we can improve operations to the benefit of our customers and shareholders .
What can customers expect under your leadership of Williams ’ operations ?
Customers can expect to see us improve on our project execution . While there are many factors involved in meeting a project in-service date , some outside our control , the bottom line is we are responsible for our projects . Accountability for meeting those commitments rests with each and every Williams employee .
In addition , customers will see us continue to find ways to make their business interests successful . I have been reaching out to meet as many customers as possible , to learn about their needs and business objectives first hand . Those who haven ’ t heard from me yet can expect to .
Williams consistently ranks high in customer surveys . How do you plan to build on that track record ?
Under Alan ’ s leadership , we ’ ve demonstrated our commitment to connecting the best supplies to the best markets . We will continue to listen to our customers and invest in facilities that help them grow their businesses . And , we ’ ll invest in existing facilities , employing maintenance capital to provide our customers even greater assurance of system reliability .
In your view , what ’ s the biggest challenge our industry is facing , and how is Williams addressing it ?
Our industry is facing a number of challenges , one of which is the increasing difficulty in building new projects . The opposition groups are much better organized than in the past , and the regulatory permitting processes are getting much longer without any real benefits to the overall project compliance . We ’ re making great efforts to increase our outreach programs and ensure we are reaching all stakeholders in the process . Our intent is not to amplify the noise , but to engage in constructive , civil discussion . It ’ s more important than ever for us to continue to be transparent to the public regarding our projects . Once we reach the construction phase , we must be diligent with our contractors such that they fully understand Williams ’ commitments to protecting the environment and meeting and exceeding our permit requirements .
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