PROFESSIONAL EXPERIENCE
Confidential Composites Company, Southern California, 2011 - Present
A leading supplier of Composite Aerostructures Assemblies and High Temperature Materials to the Aerospace and Industrial Markets and a global leader in the business of aerospace and defense advanced composites fabrication business for military and civil aviation.
Vice President, Commercial Aerostructures Segment
Member of the Aerostructures Executive Management reporting to the President. Profit and Loss responsibility for the largest statement of work within the Aerostructures business. Customers include Boeing, Alenia, Spirit, and Kawasaki Heavy Industries (KHI) across Boeing 747, 767, 777, 787-8 and 787-9 platforms.
- Hired to lead struggling business segment, revamp Program Management Office (PMO) Leadership and develop execution strategy to support recovery efforts across all Commercial segment Statement of Work.
- Full recovery achieved across all Commercial Programs in 14 months. Identified execution Root Cause and developed detailed recovery and execution enablers by process, including necessary resources (people, process, tooling, etc).
- Identified Program Management as a required core competency. Developed Program Management requirements, standardized Integrated Product Team (IPT) process, implemented Performance to Plan (PtP) and Program Management Review (PMR) processes, and retained an executive search firm to bolster talent.
- Identified Sales and Operations Planning (S&OP) as a core requirement. Co-championed 2-day S&OP design workshop. Developed S&OP teams and process flows.
- Improved on time deliveries (OTD) 38% year to date, through driving a culture of accountability and urgency.
- Lead Days Sales Outstanding (DSO) reduction efforts resulting in average DSO reduction from 89-days to 45-days.
- Created and lead cross-functional team developing over 150 Cost Reduction Initiatives (CRI). Developed weekly process to review and drive labor cost reductions throughout the commercial business. 21% reduction in direct costs achieved year to date.
- Executed Master Supply Agreement (MSA) allowing for $6M Operating Profit (OP) recognition.
- Negotiated and resolved 3-year old outstanding contractual issue with our largest International Customer, resulting in a 17% windfall above initial assertion value.
- Production Readiness Assessment (PRA) Leader responsible for driving rate readiness throughout all functional organizations. Improved overall year-over-year assessments.
- Member of Aerostructures Executive Committee on SAP Go-Live implementation.
- Presented Commercial Business status to the Deputy Chief Executive Officer (CEO) of SGL Group during HITCOs Monthly Management Committee Board meetings.
Argon ST, Inc., a wholly-owned subsidiary of The Boeing Company, Fairfax, Virginia, 2009 - 2011
A $366 million leading developer of command, control, communications, computers, combat systems, intelligence, surveillance and reconnaissance (C5ISR) systems.
Director, Strategic Business Development
Strategic Business Developer leading the Operations Support & Services Line of Business growth strategy related to manufacturing, engineering services, integrated logistical support, field support and technical training targeting Department of Defense, Aerospace & Defense suppliers and OEM?s, and Aviation companies. Report to the Vice President of Operations.
- Created and instituted semimonthly New Business Pipeline review process. Reviewed and assigned actions on opportunities from Market Exploration and Qualification through Post Proposal submittal. Improved pipeline forecast 100%.
- Created and chaired Corporate Strategic Business Development Integrated Product Team (IPT) with Business Development peers within a decentralized Business Development environment. Significant improvement in corporate communications surrounding opportunity coverage, strategic planning, marketing strategies, process improvements and Customer contact plans.
- Lead Operations, Logistics, Field Support, and Training Directors to develop, implement, and execute follow-on business capture plans to meet strategic and financial targets.
- Managed Business Development consultancy agreements including consultancy planning, pursuit decisions, bid-no-bid decisions, travel authorizations, and accounts payable.
- Invited by The Canadian Embassy Investment Development Officer to participate as a speaker for the U.S. ? Atlantic Canada Technology Partnering Event. Presented to over 25 Canadian High-Technology Companies during the three-day event.
- Capture Leader developed teaming strategy for portion of $1 billion Global C4ISR Installation Proposal. Convinced incumbent via negotiations to accept Teaming Agreement and Scope for portion of contract including C4ISR installations and field support.
- Common Army Ranges and Target Systems (CARTS) Strategic Lead. Leading subcontractor efforts and negotiations with prime contractor, Booz | Allen | Hamilton.
- Capture Leader for $5 million Israeli Navy Command and Control Console RFP. Utilized Israeli contacts in Tel Aviv to gain insight into Program scope and requirements.
- Team Leader assigned to develop, write and implement Trade Show process and inventory management. Improved synergy and reduced redundancy via increased visibility into corporate trade shows, conferences, and events.
- Research and qualify teaming opportunities and negotiate and execute teaming agreements. Negotiated six teaming agreements over nine-month period.
- Accountable for $100 thousand Bid & Proposal (B&P) budget.
- Completed Shipley Federal Capture Management Training.
GENERAL ELECTRIC AVIATION, Germantown, Maryland, 2004 - 2009
Multi-billion dollar global designer and manufacturer of aviation engines, avionics, aerostructures, and other components for commercial and military airplanes.
Director, Products & Programs and General Site Manager, 2005 - 2009
General site manager for a P&L ranging from $60 million to over $100 million for military avionics airborne systems business with 200 plus cross-functional direct and indirect reports including Program Management, Business Development, Finance, Engineering, Manufacturing, etc. Directly responsible for overall manufacturing and engineering development on-time delivery, profitability, sales, and new and follow-on business growth, overseeing 4 product areas across 3 facilities and numerous aircraft platforms
(F-22, F-35, F-16, F-15, C-130, C-17, T-45, etc). Manage product development of Airborne Information Systems products in Mass Memory, Data Transfer, Video Recording and Mission Planning Products categories. Reported to the Vice President of Airborne Avionics.
Key Contributions:
- Assembled and motivated highly effective team. Defined roles and responsibilities; ensured alignment with business strategy.
- Introduced customer-focused, solutions-oriented program execution culture.
- Successfully consolidated manufacturing, closing a manufacturing facility and transitioning to manufacturing centers of excellence (COE) in FL and MI.
- Sales and Operations Planning (S&OP) leader for the Germantown Site.
Revenue Generation:
- Achieved forecasted orders, sales, and margin. Exceeding operating plan by 10%, 15%, and 11% respectively.
- Over $1.4 million in program reserves released contributing to bottom line results, directly attributable to strong program leadership.
- Demonstrated international business acumen in dealings with the Middle East. Resolved 4-year old outstanding United Arab Emirates contract issues resulting in $2 million cash windfall.
- Strong operational leadership resulting in an inventory reduction of 13%.
- Proactively manage, maintain and enhance customer relationships allowing for high levels of customer satisfaction leading to $1.3 million in cash and successful negotiation of a $10.4 million development contract engineering change proposal with 14% profit.
- Demonstrated successful cost containment as evidenced via year-over-year Estimate at Completion (EAC) stabilization and increased gross margins on existing and new programs.
- Restructured business organization as leader of cross-functional team including finance, engineering, supply chain, contract management and quality assurance personnel.
- Traveled to client sites at Boeing and Lockheed Martin to repair client relations, address program status and recovery action plans.
- Overhauled business forecasting. Facilitate weekly meetings to ensure team alignment with goals. Review business plans, brief team and senior management on operating plans.
Programs Director, 2004 - 2005
Hired into senior leadership role as programs director leading a 200 plus staff and a $140 million Boeing C-130 avionics modernization program (AMP) that was nearly 18-months into the execution phase without budget baseline, and performance specification and statement of work negotiations were at an impasse. Reported to the Vice President Programs.
- Revitalized struggling team, instituted new business culture and established new direction for organization.
- Negotiated final performance specification, statement of work, baselined budget, and successfully concluded integrated baseline review (IBR).
- Improved customer relationship lead to several sole source contract awards in excess of $20 million and the opportunity to renegotiate contract type conversion from Firm Fixed Price to Cost Plus.
GOODRICH CORPORATION, Cleveland, OH, 2001 - 2004
Global supplier of systems and services to the aerospace, defense and homeland security markets. With annual revenues of $6.4 billion in revenue and over 24,000 employees worldwide.
Acting Director / Senior Program Manager
Site leader and interim director for Boeing Business Unit program management. Responsible for profitability, follow on sales, and program execution on over $40 million in manufacturing landing gear programs (Boeing 737, 757, 767, 747 and 777 platforms). Reported to the Director and Vice President of Boeing Business.
- Successfully negotiated several long-standing unresolved contract matters within the Boeing Business Unit contributing over $3.2 million dollars to cash and operating income.
- Improved communication and relationships with customers resulting in a more favorable position in acquiring new business and better terms and conditions on existing work.
- Proven team builder in an integrated product team environment, motivating team members to drive results resulting in 94% on-time deliveries.
- Active change board chairman on assigned programs. Reduced configuration change board process by 25%.
THE BOEING COMPANY, Long Beach, CA, 1985 - 2001
Multi-billion dollar leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined.
Manager ? C-17 Program Budgets & Program Affordability, 1996 - 2001
Directly responsible for program affordability execution on two investment funds valued at $575 million. Approved and managed over 175 business plans and projects with resulting multi-year divisional cost reductions exceeding $1.7 billion. Responsible for controlling and managing approximately $2.2 billion per annum budgetary work-scope, including target cost analysis, management reserve process, program budget authorization, and budget / cost account planning. Reported to the Director of Business Operations.
- Accountable for leading a group of 20 financial specialists and budget analysts in developing monthly and quarterly closing financial statements, business case analyses, budget at completion (BAC), estimate at completion (EAC), variance analysis, budget analysis, pricing analysis, and program financial assessments.
- Assisted in the development of long term strategic planning relying on redesign and technology application, optimal sourcing, make versus buy, overhead control and reduction, and implementation of commercial products and practices, and fundamental improvements in management practices.
- Program Manager of a corporate wide part-costing project. Successful implementation using project management principals and establishing a team-based environment resulted in Information System savings of nearly $500 thousand per annum.
- Chairman of Business Integration Team responsible for setting the strategic direction for all financial program planning and control.
- Formalized and instituted program change approval process. Demonstrated ability to manage change evident through appointment to several executive change review boards.
Senior Staff Specialist Manager, 1995 - 1996
Led reengineering efforts within manufacturing / operations including the initiation, authorization, and implementation of numerous cost reduction concepts resulting in significant improvements to quality, schedule, and cost. Reported to the Director of Manufacturing.
- Formulated financial plans, monitor implementation of financial policies, and prepare regular and special purpose reports to ensure Executive Management remained informed of financial status.
- Compiled and reviewed budgets, organization?s financial status and other general fiscal business activities for five departments.
- Performed net present value (NPV), internal rate of return (IRR) and other financial analysis for business case development.
Industrial Engineer, 1993 - 1995
As acting Manager led the development of manufacturing departmental strategic plan reducing span time and cycle time by 20% and associated assembly costs using bottoms-up analyses. Reported to the Senior Manager Industrial Engineering.
Quality Systems, 1990 - 1993
Championed manufacturing in-process inspection requirements in lieu of traditional quality assurance testing and evaluation resulting in nearly $300 thousand in annual savings. Reported to the Senior Manager Quality.
Various - Team Leader, Aircraft Electrical Technician, and Assembly Planner, 1985 - 1990
Directed two separate manufacturing work teams of 20 mechanics and technicians supporting the testing and installation of electrical and hydraulic systems and subsystems on various commercial platforms (MD-80, MD-90, DC-10). Worked closely with industrial, electrical, and manufacturing engineering to identify areas for product quality and productivity improvements.
EDUCATION & PROFESSIONAL DEVELOPMENT
Master of Business Administration
California State Polytechnic University, Pomona, CA
Bachelor of Science Business and Management
University of Redlands, Redlands, CA |
