Board Officer Candidates
Chair Candidate
Robin Maslowski
founder and principal, trillium energy consulting
What do you see as the most important aspects of this role?
Different chapters of PLMA’s history have asked different things of the Chair role. Over the past four years, PLMA has rebranded to a “flexible load management community” and, under Rich’s strategic guidance, we’ve restructured our ways of working to better support a scaled organization. We still have work to complete here, plus the important job of welcoming a new Executive Director. Meanwhile, the industry is changing evermore rapidly and PLMA has critical decisions to make about its role in the overall flexibility space. PLMA is uniquely positioned to be the industry-leading voice on flexible load management, but PLMA needs to innovate and evolve to continue guiding the flexible load community through unprecedented change. So, for this next chapter, I see that the Chair needs to be comfortable embracing change and helping the Board chart a path for the long-term fiscal and cultural health of the organization. This will require strategic leadership that builds on PLMA’s foundations and keeps pace with the rapidly changing industry; an ability to complete the tactical implementation of our governance best practices; proactive development of trust and accountability with the new Executive Director; and a transformational, delegated leadership style that can flex between consensus and consultative decision-making to drive timely organizational action.
Why do you believe you are a good candidate for this role?
I’ve held volunteer leadership roles since elementary school, including student body government through high school and Student Body President in college. I was President of the Rocky Mountain AESP chapter for 4 years and started a successful new event ( https://www.switchcolorado.com/) that still sells out twice a year, more than 10 years later. I also grew a team from 6 people to 45 people at Guidehouse, which I co-led for 8 years. I pivoted from AESP to PLMA when I co-founded the Women in DM group in 2014, which I co-led for 4 years. From there, I was elected to the Executive Committee in 2018. Since that time, I’ve led 4 of PLMA’s strategic initiatives and been involved in every element of PLMA’s programming (e.g., instructing 2 of PLMA’s education courses, participating in every conference and symposia except 2 since 2014, and helping redesign the awards program). My time tracker says I’ve spent 230+ hours on PLMA in 2025 as Vice Chair, which shows my deep commitment to the organization. Through these experiences, I’ve gained significant experience with delegated leadership in a scaling team, while navigating discussions about balancing growth and quality, building strategic partnerships, and maintaining relevance in a rapidly changing industry. My high-level goals as Chair are to continue PLMA’s role supporting practitioner knowledge sharing and network development, while also fostering new industry leadership and enhancing PLMA’s thought leadership voice, strategic partnerships, and overall articulation of load flexibility’s role in solving our current energy transition challenges (see below).
Are there any specific initiatives you would like to lead while serving in this role?
- Support the organization’s transition to a new Executive Director by carrying forward continuity in leadership and institutional knowledge of gaps needed for operational scale.
- Guide PLMA’s governance restructuring through its next phase, including Board maturation, committee implementation (e.g., launching the Governance and Membership committees and developing the subcommittee structure), and establishment of best practice delineation of roles/responsibilities across the new Board and Staff.
- Lead PLMA’s strategic visioning and positioning within the industry to accelerate load flexibility scale by identifying new opportunities and minimizing barriers, including making the link between load flexibility and affordability more clear as we face rising energy-related costs, particularly related to distribution upgrades; outlining the full set of use cases for load flexibility, including the role of load flexibility relative to data centers, grid infrastructure investment and asset management, decarbonization, and new flexibility market constructs; and better articulating the full value of these use cases. These are efforts I’m currently supporting through PLMA’s Load Flexibility Valuation Strategic Initiative and Equitable & Affordable Access to Load Flexibility Strategic Theme and will continue encouraging across all PLMA’s activities.
- Further develop our strategic partnerships with grid operators/planners, regulatory/policy groups like NASEO/NARUC, and other professional associations, as the scope of “flexible load management” grows and others enter the space.
- Last, but not least, promote PLMA’s culture of community, people-first values, and opportunity for all, both within and outside of the organization.
Vice Chair Candidates
Dain Nestel
fractional chief customer officer, escend
What do you see as the most important aspects of this role?
- Advancing PLMA as the most impactful resource for flexible load solutions in an era of transformative load growth. PLMA has a unique role to play in matching challenges with solutions, quantifying the value of those solutions, bringing new perspectives and previous experiences together in the same room while removing barriers to education. The Vice Chair helps to steward and balance those initiatives.
- Capturing and elevating the insights from the Leadership Council. These discussions keep PLMA connected to current issues and influence conversations throughout each conference.
- Active engagement in updating PLMA’s strategic initiatives with the Board. This includes evaluating progress of current strategic initiatives, identifying other needs and collaborating on updating those initiatives.
- Bringing market dynamics like Affordability and Data Centers to the Board to identify if/how/when we address those issues.
- Continuing to participate in the Finance Committee to support PLMA’s financial health while identifying and addressing risk.
- Supporting interest groups so teams bring valued insights forward and feel rewarded by their investment.
Why do you believe you are a good candidate for this role?
PLMA is my professional community – it’s where I learn, grow, and connect with peers who share a passion for advancing flexible load solutions. Over the years, PLMA has significantly shaped my professional and personal success, and I’m eager to give back in a leadership capacity. My experience serving on the Board and participating in the Finance Committee has equipped me to support PLMA’s strategic initiatives, foster collaboration, and ensure financial health. As Vice Chair, I will help steward the organization’s vision, elevate insights from the Leadership Council, and champion initiatives that strengthen PLMA’s role as the leading resource for our industry.
Are there any specific initiatives you would like to lead while serving in this role?
There are two:
- Data center initiatives because the issue is complex, misunderstood and not binary, e.g. “data centers are bad”. PLMA can play a critical role in shaping how data centers become part of the solution vs being the problem.
- Affordability. Many utilities have dramatically increased rates over the last few years creating an affordability challenge. Flex load solutions can help address affordability concerns at utilities while also supporting utility clean energy initiatives.
Derek Kirchner
senior consultant, trc companies
What do you see as the most important aspects of this role?
The first is the direction of the bi-annual Strategic Planning process as that sets the tone for PLMA and it’s membership. The second would be the oversight and support of the Interest and Affinity groups. The third would be the support of the Executive Director and PLMA staff in operations and overall organizational management.
Why do you believe you are a good candidate for this role?
I have been involved with PLMA for over 12 years now in various leadership roles from utility board member to elected representative to a previous stint as vice chair. Due to changes in my professional role at the time, I had to recuse myself from the Vice Chair role but as soon as I was able, I recommitted to my board seat and sought election to the board. I have a deep understanding of the infrastructure at PLMA and have always supported the organization. I enjoy strategic planning and believe my experience inside of a utility and now in the consulting space uniquely positions me to support both our industry partners as well as utility members in driving towards a comprehensive flexible load future.
Are there any specific initiatives you would like to lead while serving in this role?
As mentioned above, I would like to lead the bi-annual strategic planning process. I put this role as the most important part of the vice chair position as it is what drives PLMA, its members, and its partners through 2 years and 8+ conferences and symposia. Gathering input from all stakeholders and agreeing on a vision is imperative to grow our organization and stay relevant withing an ever changing energy landscape.
Secretary Candidate
Ruth Kiselewich
Director, ICF
What do you see as the most important aspects of this role?
Facilitating the effective operation of the Board with policies and other organizational documents that are as detailed and clear. — Facilitating the effectiveness & efficiency of Board meetings including following proper procedures for decision-making. — Ensuring organizational compliance including that the By-Laws & policies are understood & followed. — Ensuring organizational documents are maintained & minutes accurately reflect Board meetings. — Providing continuity in support of the new executive director.
Why do you believe you are a good candidate for this role?
I have extensive experience in board leadership, including being the PLMA Board Secretary for four years. I have been on the PLMA Executive Committee since 2016. I can inform PLMA governance with my other non-profit Board leadership experience including AESP Board Treasurer & Treasurer at a K-12th grade independent school with an enrollment of 750 and endowment of about $20 million. I am a good candidate because I successfully addressed governance issues as PLMA transitioned to its new organizational structure including providing guidance & modifying the By-Laws & the Leadership Election policy. This success indicates that I can provide strong value during the transition to a new Executive Director. Since the Secretary is a PLMA leader, it is important to more broadly represent PLMA & our industry. I can support this leadership aspect given my extensive experience of 35 years in the energy industry including 18 years of experience with flexible load management at both a utility & an international consultancy.
Are there any specific initiatives you would like to lead while serving in this role?
- Lead a review of legal, organizational & policy documents & make improvements, necessary changes & updates. This process was started with the Fiscal Policy & changes to the Code of Conduct prior to PLMA’s organizational restructuring, & it continued with changes made to reflect the new organization, but PLMA can benefit from more work in this area. There are lessons learned during the first year of the restructuring that seem to indicate some policy changes & clarifications will be beneficial & directors’ thoughts will be sought as part of the review.
- Continue to review & further improve Board effectiveness & meeting management so that members’ time is used efficiently & there is appropriate opportunity to hear Board directors’ perspectives & opinions.
- Finalize a record retention policy.
Treasurer Candidate
Troy Eichenberger
Project evaluator, Tennessee Valley Authority
What do you see as the most important aspects of this role?
The Treasurer plays a critical role in ensuring the financial integrity and transparency of PLMA. This includes maintaining accurate financial records, supporting budget development, providing clear financial reporting to the board and membership, and helping guide strategic financial decisions. As PLMA transitions to new leadership, the Treasurer also serves as a key continuity figure, helping ensure that financial operations remain stable, compliant, and aligned with the organization’s mission.
Why do you believe you are a good candidate for this role?
Having served in this role for six years, I bring both experience and a deep understanding of PLMA’s financial systems and organizational goals. I am committed to supporting a smooth and effective transition to the new Executive Director, and I believe my institutional knowledge and collaborative approach will be valuable during this period of change. I am detail-oriented, fiscally responsible, and passionate about PLMA’s mission. I would be honored to continue serving in this capacity for one more year to help ensure a strong foundation for the future.
Are there any specific initiatives you would like to lead while serving in this role?
If re-elected as Treasurer, I would like to focus on the following key initiatives: Support a smooth financial transition for the incoming Executive Director by documenting key financial processes, timelines, and responsibilities to ensure continuity and clarity during the leadership change. Strengthen long-term financial planning by working with the Fiscal Committee to explore multi-year budgeting strategies and reserve planning to support PLMA’s strategic growth. Evaluate opportunities for operational efficiencies in financial workflows, including payment processing, reporting, and member invoicing, to reduce administrative burden and improve accuracy. Mentor and support future financial leaders within PLMA, helping to build internal capacity and ensure a strong pipeline of leadership for the Treasurer role and Fiscal Committee.