Rob Bollinger
About Rob Bollinger
Rob Bollinger is a Manager of Project Management at American Electric Power, where he has worked since 2018. He has extensive experience in project management and engineering, having held various leadership roles at companies such as Praxair and NiSource.
Work at American Electric Power
Rob Bollinger has been employed at American Electric Power (AEP) since 2018, serving as the Manager of Project Management. In this role, he oversees project management activities and leads initiatives aimed at enhancing project delivery processes. Prior to his current position, he worked as a Project Manager at AEP from 2005 to 2015, accumulating a decade of experience in managing various projects within the organization. His tenure at AEP has allowed him to develop a deep understanding of the company's operational frameworks and project management methodologies.
Education and Expertise
Rob Bollinger holds a Master of Business Administration (MBA) from the University at Buffalo, where he studied from 2002 to 2004. He also earned a Bachelor of Science (BS) degree from the same institution. His educational background has equipped him with the necessary skills for effective project management and leadership. Additionally, he holds a Lean Green Belt certification, which demonstrates his proficiency in systematic problem solving and change management techniques.
Background
Rob Bollinger began his career at Praxair, Inc, where he held multiple roles, including Lead Process Engineer from 1997 to 2001 and Program Manager from 2001 to 2005. After his time at Praxair, he worked at NiSource as the Director of Capital Quality & Performance from 2015 to 2018. His diverse work experience spans over two decades, during which he has developed expertise in project management, process improvement, and capital performance.
Achievements
During his career, Rob Bollinger has led significant initiatives, including the development of an Organizational Project Management system aimed at improving project, program, and portfolio delivery. He played a crucial role in driving performance improvement for a capital organization that invested $1.6 billion annually in infrastructure modernization. His experience with 'First of a Kind' development projects highlights his capability in managing innovative and complex projects.