Brian D. Holt


 A successful leader, executive and strategist for a wide variety of technology and service based businesses with years of total profit and loss responsibility.  Demonstrated leadership capabilities in:

  • Managing public companies
  • Devising and implementing competitive market strategies for multiple business units
  • Leading and participating in corporate boards
  • Directing merger and acquisition activities
  • Communicating with wall street analysts, boards of directors and financial institutions
  • Restructuring troubled business units



Created a single member LLC providing energy, environmental and investment consulting services. Examples of the consulting services provided include:

  • Testifying as a financial fact witness before an International Tribunal in London regarding contractual disputes between a U.S. energy company and the government of Bangladesh. The Tribunal decided in favor of the U.S. energy company.
  • Evaluating brown field sites for an environmental company to determine the viability of site remediation and commercial development. 



Chief Operating Officer, Environmental and Energy Division (1998-2004)

Created a major new division consisting of 21 business units and five publicly traded companies. Division included service, manufacturing and asset-based businesses.  Sales exceeded $1 billion.  Division included over 5000 employees in 10 countries.  Served as one of five executive officers on the corporate Executive Committee. Chaired and/or member of various public Boards of Directors.

  • Directed a major restructuring of the division and significantly improved operating performance and margins.  Eight of the 21 business units required significant turnaround efforts. Representative example: restructured the Peek Traffic business including reorganizing the management team and in a declining market for intelligent traffic products improved operating margins and increased cash flow from zero to $14 million dollars in 12 months.
  • Chaired the corporate Acquisition Committee. Standardized a corporate acquisition evaluation model and implemented a method for tracking actual performance against projected performance.
  • Directed the process of taking the five public companies in the division private and then selling each of the 21 business units after the Executive Committee and the Thermo Electron Board decided to refocus and restructure Thermo Electron Corporation. Successfully maintained operating performance and retained key employees throughout the sales process. Received higher than expected prices for the business units.



(Public Subsidiary of Thermo Electron Corporation)

President and Chief Executive Officer 

  • Negotiated an equitable settlement of a disputed agreement with two government agencies and a local utility thereby preventing Thermo Electron Corporation from becoming a regulated public utility holding company.Started biopesticide business unit and grew sales to over $30 million in 18 months by following a successful roll-up strategy as the industry consolidated.


PACIFICORP  (1976 – 1994)


(Subsidiary of PacifiCorp.)

President and Chief Executive Officer (1989 – 1994)
Merged two non-regulated divisions of PacifiCorp. Reduced corporate office headcount from 66 to 25 without affecting service or company performance.
  • Turned around PacifiCorp’s ailing Onsite Energy Division.
  • Managed over $1.3 billion in assets. Company became highly profitable.
  • Supervised operation of 14 independent power projects located fromMainetoCalifornia.
  • Developed, permitted and closed a $300 million project financing for a 240 MW independent power project in the bay area of northern California.
  • Member, Board of Directors.


ENERGY NATIONAL, INC.,Salt Lake City, UT (1984-1987)

(Subsidiary ofUtahPower -- merged with PacifiCorp.)

President and Chief Executive Officer (1986-1987)                                                       

Directed all aspects of the company including project development, financing, construction, and operation of electric generating facilities. The Company was highly profitable including its first year of operation.  Member, Board of Directors.

Vice President, Marketing and Chief Financial Officer (1984–1986)

Researched, recommended and received board approval to start this new business unit. Managed business development, finance and accounting activities. Structured 10 partnerships and closed over $600 million of project financings. Member, Board of Directors.

UTAH POWER & LIGHT COMPANY,Salt Lake City,UT (1976 – 1984)

Director, Customer Service Planning and Research

Managed all marketing, strategic marketing planning and marketing research activities. Testified on numerous occasions before the Idaho and Utah Public Service Commissions.


Master of Science in Business Administration, BOSTON UNIVERSITY, Boston, MA

  • Emphasis on Finance and Strategic Market Planning
  • Completed over 30 hours of post-graduate work

Bachelor of Science in Management, UNIVERSITY OF UTAH, Salt Lake City, UT

  • President of Sigma Pi Fraternity
  • Member of President's Council