Adam Lang Email & Phone Number

Andover, Ma, Us

Andover, Ma, Us

Andover, Ma, Us

Accountability for A&D Video products and EW Test and Training products. Responsible for Sales growth, long term business plan, P&L, and Integrated Product Teams; implementation of IPT roles & responsibilities and development of behaviors & habits. Initiated regular PMR reviews with a standardized template for multiple sites. Improvement of Proposal process - increased rigor to estimate labor and material costs along with a more detailed review of all costs and assumptions.

Andover, Ma, Us

Responsible for A&D Video products. Support of Program-led structure and transformation. Development of Proposal process and maturity. Interim Site Manager for Cypress, CA facility. P&L responsibility along with Sales Growth.

Paris, Fr

Responsible for the management of multiple regional and single aisle aircraft interiors ($100M+/year) through four manufacturing sites, two on-site service centers, and one in-service site located over three countries. Leadership of full interior scope for Bombardier CRJ and Airbus A220: lavatories, galleys, sidewalls, ceilings, bins, lighting, PSUs, wardrobes, cockpit doors, flooring, class dividers, and attendant seats. Programs managed through multiple sites via a global IPT (including 7 direct reports) and sub-IPTs at each site. Global IPT is the prime team to drive all customer requests, initiatives, improvements, negotiations, and coordination of all site teams (engineering, supply chain, operations, finance) to meet objectives. Leadership of the Program Head-of-Version (HOV) team to implement new operator custom interiors from Requirements to First Article Inspection and On-Time delivery. Lead and drive financial business case including demand, sites' performances and improvements, cost-competitive location strategy, engineering spend, and aftermarket/upgrade assumptions. Work directly with site GMs, division EVPs, and site Controllers across four Divisions within the Cabin Group. Oversee the implementation of Program Management policy and processes, development of Program-led organization, and improved IPT performance.

Santa Ana, Ca, Us

Electrification of R44 helicopter and VTOL aircraft. Development of Energy Storage Systems (battery packs) and Electric Propulsion Units.Responsible for program management of electrically-powered aircraft, schedule development, resource ramp-up plan, creation of Non-Disclosure Agreements, supplier Master Service Agreements, and costing. Program development included battery form factors and battery pack, custom electric motors, thermal management systems, and prototype testing. Managed the certification of an all-electric helicopter conversion and glass cockpit implementation. Coordinated STC application, compliance checklists, and communications with the FAA for this Part 27 project. Working knowledge of AC 20-184/DO-311A Li-Ion Battery requirements and testing. Former member of ASTM F39.05 group (Design, Alteration, and Certification of Electric Propulsion Systems).

Birmingham, West Midlands, Gb

Responsible for implementation of Program Management policy at two locations including Requirements Compliance, Life Cycle Gate reviews, Program Health Metrics, and Scope Change Management. Change agent that drove implementation of GKN program-led company philosophy. Member of the site Sr. Leadership team, helping guide the growth of the site in support of GKN Aerospace North America. Developed tools for forecasting of sales, inventory, and profit. Also developed manufacturing tools which analyzed WIP and flow versus demand. Core team member for development of Aerospace North America Program Management policy, guidelines, and best practices. Led a multi-site team which was awarded a 10-year, $130M contract for new business. Managed the costing process and negotiation strategy. Oversaw the commercial gate process including presentation to GKN Aerospace C-Level team.

Birmingham, West Midlands, Gb

Responsible for all aspects of Rolls-Royce inner-core fairing programs including full P&L responsibility. Product line consisted of welded titanium honeycomb structures and associated assemblies.Oversight of strategy, profitability, customer relationship, manufacturing, scope changes, productivity improvements, resource needs, and program budgets. Managed turn-around of the program. On-Time Delivery improved to 100% with a 2-week buffer stock of finished good. Customer quality reduced from 100,000 defects-per-million to 0. Costs were reduced 35% and overall profit projections improved 65%. Turn-around was the enabler for the 10-year contract extension. Led MRB tracking and reduction initiative. Chaired Financial and Inventory reviews for site programs - creating forward-looking reports for Inventory, Revenue, and Improvement Plans. Oversaw Program Management structure at two GKN sites. Program was recognized with GKN Aerospace's Global Customer Service Excellence Award for 2016.

Costa Mesa, California, Us

Responsible for Product Line performance: exterior aircraft skins, leading edges, helicopter abrasion strips, and aircraft doors for commercial & military aircraft. Directly manage contracts. Responsible for product line P&L ($70M in annual sales). Responsible for manufacturing and operational excellence (metal forming and CNC departments) with the oversight of 75 employees and 3 departments. Oversaw 25 major customers directly and via 4 project managers. Developed strategies for new business, pricing, assertions, and contract negotiations. Knowledge of numerous programs including: B737, B747, B777, A320 series; A330, A350, A380, Bombardier: CRJ, Global, C-Series; Embraer 170/190; and military programs including JSF, Chinook, Blackhawk, and CH-53.Contract negotiations with customers in the US, France, Italy, Canada, UK/Ireland, Czech Republic, Japan, and China. Site focal for Contract issues. Chaired committee which developed Program Management metrics. Led multi-site team to develop process, procedures, and policy which were implemented across 19 sites. Member of the Program Management Leadership Council. Knowledge of stretch and roll forming, NC routing, hot forming, and chemical milling. Machinery includes stretch forming presses up to 1500 Tons, NC Routers, Brake Presses, and Roll Presses.

Costa Mesa, California, Us

Responsible for the development, production, and program management of helicopter rotor blades, leading edges, and large exterior skins. Worked with Business Development to identify new opportunities, coordinated costing and proposals, and led New Product Introduction process. Developed template for customer proposals that was adopted by other product lines and Sales/Marketing.

Energy, Environmental, and Safety Industries.Responsible for Manufacturing, Procurement, Quality, Safety, Engineering Processes, and implementation of Lean Manufacturing. In addition, responsibilities included implementing ISO and upgrading processes and procedures in the company.Instituted a document control system for engineering which included procedures for new drawings, revisions, and redlining.Instituted processes to comply with bank's letter of credit in order to obtain milestone payments for work performed overseas.

Fullerton, California, Us

Responsible for a $50M product line, including new business development, pricing, project management, total orders booked, and overall leadership of the Product Team. Negotiated contracts with commercial and government/military customers. Coordinated government audits as required (DCAA/DCMA). Managed relationships with major customers, such as Airbus, Boeing, Gulfstream, Lockheed Martin, and Bombardier. Responsible for profitability of Product Line, based on pricing and engineered solutions. Partnered with worldwide sales team and representatives to evaluate and win new business.Managed the award of a Supplemental Type Certificate (STC) for a cockpit security system designed for regional jets. Partnered with a facility in the United Kingdom to work with EASA in obtaining the STC award.

Manufacturer of home decor products and technical ceramic components: cabinet knobs, faucet handles, switch plate covers, high-temperature structural components, porous ceramics sensors, and electrical insulators. As process engineer and lab manager, I was in charge of manufacturing projects and new equipment start-ups. Developed computer software for analyzing and tracking raw material quality. Homexx purchased one of its suppliers in 1995. I was transferred to the subsidiary and eventually became General Manager with full P&L responsibility. Implemented exceptional customer service levels, quick prototyping, and new marketing strategies. When the two companies merged, I became Plant Manager in charge of manufacturing strategy and implementation. Over the course of two years, Lean Manufacturing became the culture. As Plant Manager, we were challenged with cost reductions due to intense overseas competition. I consulted and trained with Toyota and implemented plant-wide Lean Manufacturing and internally trained the workforce. Scrap in the coating department reduced 42% due to focus on data driven processes; changeover times reduced up to 91% through structured approaches of SMED; and lead time of high-profile parts reduced from 14 days to 24 hours through Pull System implementation. Member of the Corona Manufacturers Council during this time period.Member/Vice President of the Association of American Ceramic Component Manufacturers.

Mba, Business

Bs, Ceramic Engineering