Led a team in the strategy and execution of the Expeditionary Fire Support System (EFSS) program. Key partnership with the Marine Corps Systems Command, with program requirements that included production/delivery of specialized vehicles, trailers, 120mm rifled mortar weapons and 120mm rifled ammunition delivery with program total of $510M. Selected for GD-OTS High Potential Program to develop and present cost containment strategies to a board of senior-level management, and accurately defined a proposal to reduce monthly sales/cash fallout by up to 20% with the ability to keep budgets within current quarter without rollover to the next quarter.

A leader in the strategy and execution of a 6-year $770M Small Caliber Second Source contract with the United States Army supplying up to 300M rounds a year of 5.56mm, 7.62mm, and .50 caliber ammunition. Supervised a 15 member global team including personnel from Taiwan, Israel and Spain. Oversaw global supply chain and logistics coordinated efforts, served as liaison and effectively monitored integrated project team meetings for suppliers and customers, while accurately forecasting program deliveries, cash and sales. Recognized for successfully delivering the one-billionth round in March 2011, ahead of projected schedule and within program’s set budget.

Oversaw and directed schedules for finished goods and components, managed program finance, nurtured customer/supplier relationships that fostered increased bottom line results, while effectively monitoring program scheduling, possible failure situations and process improvement projects for primary suppliers. Identified/qualified a foreign explosive storage facility in Taiwan and oversaw necessary safety requirements, site plans and U.S./international explosives requirements that saved approximately $1M in shipping Class 1 explosives to Asia. Created a Preventative Maintenance System for Taiwan supplier that effectively reduced downtime, produced cost containment strategies, and promoted on-time deliveries utilizing a Six Sigma Black Belt project approach. Total cost avoidance of > $500K.

Directly managed manufacturing operations for subcontractors, analyzed failure/deficiencies, and implemented improvement measures that included lean initiatives for the 120mm tank ammunition programs. Utilized Six Sigma methods to successfully analyze program failure initiatives and developed process improvement strategies for various suppliers. Conceptualized FMEA processes to effectively identify and resolve possible points of failure and required areas of improvement that required redesign to correct deficiencies.