Division President

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Position
Division President
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Aerospace-/-Defense-/-GovernmentContractors
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$300,000 to $600,000

Resume Summary
SENIOR EXECUTIVE and P&L LEADER with technology focus and extensive experience in global commercial and defense Aerospace industry. Expertise in managing organizations in transition (e.g., turnarounds, mergers). General Management experience up to $150MM P&L and worldwide teams up to 250.

Resume Body      DIVISION PRESIDENT

SUMMARY
SENIOR EXECUTIVE and P&L LEADER with technology focus and extensive experience in global commercial and defense Aerospace industry. Expertise in managing organizations in transition (e.g., turnarounds, M&A, divestitures, rapid growth). General Management experience up to $150MM P&L and worldwide teams of up to 250. Uses continuous improvement initiatives to drive profit expansion, yield, and acceptance rate improvement. Leverages strategic teaming and planning processes to optimize new market opportunities and customer experience.


" Avionics
" Flight Controls
" Electromechanical Systems
" Thermal Management Systems

" Pneumatic Systems
" High Power Electronics
" Flight Test Telemetry
" Aircraft Mechanical Systems

" Top Secret Security Clearance
" Certified Six Sigma Green Belt
" Native of France
" US Citizen

PROFESSIONAL EXPERIENCE
L-3 COMMUNICATIONS, Bristol, PA 2007  2015
President, Telemetry-East (division of $13B Aerospace and Defense Company) (2007  2015)
Merged and restructured two unprofitable divisions into profitable $45MM business unit that designed, manufactured, and supported highly engineered electronic systems for flight tests of commercial and military airplanes, missiles, and launch vehicles. Crafted strategy for complex products utilizing digital, analog, RF, and networking technologies.
" Used multiple strategies to grow operating margin (on complex product mix with multiple low-to-medium volume items) from negative double digit percentage to positive double digit percentage:
" Reduced overhead by 32% ($8MM annual savings) through headcount reduction, product line rationalization, lease renegotiation, and other non-census cost reduction initiatives.
" Implemented factory modernization plan that focused on selective test automation for main product line. Reduced lead time by 30% and labor costs by 40%.
" Launched company-wide continuous improvement initiatives including Lean Six Sigma and Personal Warranty.
" Realized cost savings of 5-10% per year ($400K to $800K) on budgeted material spend.
" Consistently met or exceeded all key financial metrics (Orders, Sales, EBIT, and Cash) each quarter.
" Realigned product mix by growing core product lines (Weapons Telemetry, Aircraft Telemetry, and New/Adjacent Markets) by 50%; executed exit strategy from low-performing telecommunications product line with no balance sheet impact.
" Successfully bid on several strategic development contracts:
" $30MM sole source cost plus contract to design next generations weapons telemetry solution with projected sales of over $200MM.
" $5MM contract to create future aircraft networked telemetry standard for $100MM market.
" $5MM contract to develop ship prognostics and health monitoring system (new application) on US Navys Ship-to-Shore Connector (new market), with total revenue for first application estimated at $30MM.
" Partnered with customers to grow revenue and solidify relationships by implementing best practices:
" Positioned L-3 as a market leader with targeted investment in state-of-the-art FOD (foreign object debris) and ESD (electrostatic discharge) programs.
" Negotiated award of next three years of AMRAAM production (>$12MM) from RMS instead of normal yearly awards.
" Selected as one of 20 executives to participate in 2014 L-3 Executive Leadership Development Program at the Wharton School.
" Led planning and implementation of back office consolidation of Telemetry-East and Telemetry-West resulting in significant cost savings and elimination of Telemetry-East Division President position.


FAIRCHILD CONTROLS CORPORATION, Frederick, MD 2002  2007
Vice President  Business Development (2002  2007)
Grew order and revenue numbers at previously stagnant business subsidiary of EADS (now Airbus Defense and Space) serving Aerospace and Defense customers in thermal management, electromechanical control systems, and high power electronics applications for aircraft, helicopters, and pods.
" Deployed comprehensive Strategic Planning Process resulting in targeted pursuit, more effective use of IRAD, and obtained EADS funding for two R&D programs.
" Captured new customers and grew business at existing customers (e.g., Boeing, Airbus, Northrop Grumman, General Dynamics, Raytheon, and Smiths Aerospace, now GE). Achieved record after-market revenue in 2006 and drove 25% revenue growth over three years by winning multiple new contracts and retaining others:
" New thermal management applications for ISR pods ($20MM) and a helicopter program (since cancelled).
" $20MM Nuclear Biological and Chemical protection system on EFV Ground Vehicle (since cancelled).
" Follow-on thermal management business on Apache Helicopters ($15-30MM annual revenue) and Raytheon FLIR pods ($3-5MM annual revenue).
" Position on US Air Force Tanker (worth $30MM over life of program) by leveraging new power electronics capabilities developed for Airbus A380.
" Maintained incumbency on B747-8 Air Drive Unit.

STRATEGY & BUSINESS DEVELOPMENT CONSULTANCY 2002
Helped small firms transition into successful aerospace ventures. Clients included a privately held semi-conductor manufacturer entering high-power electronics applications for aircraft, a software development company supporting avionics primes, and an aircraft prognostics firm later acquired by Intel.

HONEYWELL INTERNATIONAL, INC., Phoenix, AZ 1990  2001
Director, New Business Development  Business, Regional, and General Aviation, Glendale, AZ (2001)
Leveraged prior merger experience from Allied Signal transaction. Reported to VP/GM in transitional role, to address market impact of proposed merger with GE.

Director  Air Transport Systems, Phoenix, AZ (1999  2001)
Led P&L for Airbus segment within $2B+ division, overseeing $150MM in sales, double-digit net income, and $20MM development budget. Managed four primary US and European sites along with team of 40+ people responsible for Program Management, Sales & Marketing, Contract Management, Collections, and Field Organizations).
" Merged and rationalized AlliedSignal and Legacy Honeywell commercial avionics organizations.
" Delivered record year in 2000 for Honeywells Airbus business, beating revenue and profit plans (10% and 20%).

Regional Director  Europe, North Africa (1998  1999)
Led Contract Management and Marketing team of 12 to 80% win rate while maintaining highest regional margin.

Global Marketing Manager (Special Assignment) (1998)
Appointed to coordinate five departments in overcoming award of all early contracts to competition. Shut out competition and selected by 16 airlines for $100MM+ in revenue over five years.

Marketing Manager  China (1996  1997)
Secured production of two systems in China; implemented software offload agreement. 1997 Presidents Club.

EARLY CAREER
Worked for Honeywell in Phoenix, AZ as Airframe Marketing Manager and in Paris and Toulouse, France as a Field Marketing Manager after launching career with Thomson-CSF (now Thales Group) in Paris. Held roles at Thomson-CSF as a Program Manager and Sales Manager (for Commercial Avionics and Defense Systems).

EDUCATION
" MBA and BBA, University of Miami, Miami, FL
" DIPLÔME UNIVERSITAIRE DE TECHNOLOGIE - Gestion - Université Paris V, Paris, France

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