Report directly to the Vice President of Operations. Responsible for standing up a production program management team to lead the transition of 7 R&D qualified products to production in 2025, product sustainment, spares, repairs, proposals, developing and leading a customer service department, and overseeing manufacturing engineering. • Led the $40M proposal response for a 5 year procurement and contractor logistics support contract for an Integrated Weather Observing System for the Air Force Weather Systems group. Imminent award in Dec. 2024.• Led the $196M proposal response for a 10 year contract for the procurement, repairs, spares, and sustainment sections of the contract for the C-17 Multi-Function Display and data concentrator unit for Boeing. Award date of Q4 2025.

Director of Programs within the Tactical Systems department, responsible for the acquisition of new technology through the Government's Small Business Innovation Research (SBIR) Program or direct responses to solicitations for R&D solutions, in addition to the execution of all programs within scope an budget with an expected $10M+ in yearly revenue.-Lead and direct a team of 4 Program Managers to develop, qualify and transition electromechanical and software R&D opportunities through the product development lifecycle with cross function teams into military and commercial products for the Navy, Air Force, Army, DHS, NASA, NOAA, and other government agencies and commercial markets. -Obtained over $34M in new contract awards in 4 years by leading the strategic planning efforts for SBIR and RFP opportunities.-Oversee responses to solicitations for Government SBIR proposals, contributing to a win rate of over 25% on SBIR Phase I solicitations and over 35% win rate on Phase II solicitations, one of the best rates of companies nationwide.-Developed and defined PM operating processes, templates, and tools to optimize planning, tracking, execution, and reporting of program’s development and budgets through the entire product life cycle.-Overseeing the development of custom PM SW that will utilize MS Project IMS files from all programs to provide projected spend plans for labor and non-labor over the program Period of Performance, ETC data for the finance group, utilization of disciplines and team members across all departments, and create monthly JIRA tasking for all programs. Companywide training and release expected in Q1 of 2024. -Develop, train, and support growth of Program Managers while improving upon existing processes and procedures needed to execute programs.

Engineering Manager of a spinoff company responsible for generating $9M in revenue through the establishment of an engineering department set up as matrix organization to provide engineering support to three technical departments.-Led an engineering department of 25 engineers including Electrical, Mechanical, and Software engineers.-Determine short term and long term resource planning for the engineering department to support SBIR (Small Business Innovative Research) projects, strategic projects, internal R&D projects, production support, and quality needs.-Work with the executive team to plan department labor resource needs during rapid growth phase of the company -Establish procedures and organizational structure to support AS9100 -Worked with QA Director to prepare Intellisense for SCAMPI A Appraisal and successfully certified the company to CMMI Level 3 compliance to maximize efficiency and provide immediate additional bidding opportunities valued upwards of $3M.-Responsible for ensuring the engineering department achieves direct revenue contributions of approximately $9M combined for all departments-Awarded the 2018 Leadership Award for Intellisense

Reported directly to the President of the company. Led an engineering group of 6 and managed a budget in excess of $5M while supporting and working cross functionally with manufacturing, quality, and sales. Directed the Heating, Ventilation and Air Conditioning (HVAC) and Pressure Vessel engineering groups, including department priorities, requisition and bid proposals reviews, and determined R&D special projects in search of additional revenue streams and cost savings.• Increased job award rate 48% by developing a standardized RFP (request for proposal) bid review process for each department, and required a compliance matrix against each SOW to accurately capture deliverables and cost, prevent over and under estimating bids, correctly schedule manufacturing, and decrease bid response time. • Retained 100% of existing contracts by successfully passing ISO 9001 certification renewal with zero major findings and prepared company for AS9100 certification to open bidding opportunities on additional programs.• Reduced 30% of rework cost on parts by creating Toyota style poka yoke to capture all development changes with incorporation of red-line drawing request and approval process. • Drove six sigma across all departments to reduce cost and rework, including utilization of DFMEA and PFMEA. Identified areas for continuous improvement and reduced high risk to development and manufacturing process areas by working with all production personnel and managers across all departments to analyze processes. Created form templates and department procedures, trained respective areas, and incorporated poka yokes to reduce rework, time, and cost. Expected potential savings of over $1 million.

Lead Design Engineer: Led team of five. Maintained Design Engineering responsibilities while representing engineering group in place of director as needed, evaluated SOWs to create design packages for RFP, proposed and executed R&D special projects in search of additional revenue streams and cost savings. Design Engineer for the F-22, F-35, F-18, F-117, F-5/T-38, U-2, EA-6B, OV-10, AT-63, Textron Airland Scorpion, Airbus A-350 Cabin Windows, Bombardier and Eclipse Cabin Windows, and BAE-TX programs.Program Manager: Contributed to bid packages for customer RFPs, managed project schedules, directed technical teams for R&D and manufacturing support, submitted requests for capital expenditure, led six sigma projects, established yearly budgets, managed production teams, and delivered presentations on progress to customers. • Achieved the highest manufacturing rate of F-22 units in consecutive years for 2014 and 2015. • Led PPG IPT (Integrated Product Team) to win RFP award for Northrup Grumman/BAE TX canopy system over 3 competitors by executing team SOW review, creating the project schedule, design package, manpower planning, and pricing proposal. Potential contract value over $2 million per year.• Won a yearly $9 million contract from Lockheed Martin for 3 years by leading a team in the creation and production implementation of the most advanced transparency coating system in the world in 2016 for the F-22 Canopy on a 500K budget.• Eliminated the top 3 highest risk potential failure modes for each manufacturing process step of the F-22 canopy by driving PFMEA reviews with production, quality, manufacturing engineers, supervisors, and managers.• Awarded over 16 major military and commercial programs by pricing bids, writing technical proposals based on customer specifications, developing presentations, and presenting to customers during key interface meetings.

•F-22 Program Manager: Oversee technical team meetings, process issues, coordination of deliveries, ACT submittals for capital expenditure, project leader, and customer presentations. Achieved the most deliverables of F-22 units in a single month and for the year during 2011, and achieved the highest quality rating in 2012.•Design Engineer for the F-22, F-35, F-18, F-117, T-38, U-2, EA-6B, OV-10, AT-63, Textron, Airbus Cabin Windows, Bombardier Cabin Windows, and F-5 programs.•Oversee the RFP pricing, engineering design, part qualification, and production implementation of new products and modifications to existing products.• Raised and maintained the quality rating 30% to above 95% since 2012 by analyzing process data and working with production personnel to reduce scrap and consistently meet production deliverables.• Increased PPG’s percentage of the overall F-22 canopy contract from 20% to70% and price per unit by developing, qualifying, and transferring to production two exterior coating systems for the F-22 canopy in 2007 and 2013 that exceeded the competitor’s coating system capabilities.• Created and chaired a young professional organization across 5 business units in southern California since 2011, using a 35K budget to perform multiple events to reduce company turnover of members to 3% over six years.• Drove the pricing, qualification testing, and production implementation of a new interior coating system for the F-18 E/F single place and two place canopies, reducing rework in the field and providing a superior product.• Project Management Institute Member in 2011

• Designed canopies for military and commercial aircraft, including creating design drawings, Qualification Test Plans and Reports, Acceptance Test Plans, and Manufacturing work orders.• Evaluated and developed tools, jigs, CNC fixtures, molds, and equipment used in the canopy vacuum forming process, lamination cycle, inorganic and organic coating application, and quality verification processes.• Led the development, qualification, and manufacturing transition of a new coating system for the F-22 canopy, doubling the life for eh exisitng system and providing an increase to 40% of the overall canopy contract to Lockheed Martin.• 2009 PPG Performer of the Year in recognition of exceptional performance and contributions to the Military Transparencies Platform• 2009 PPG Achievement Award in recognition of my efforts on the completion of P-static Qualification• 2008 PPG Achievement Award in recognition of my efforts on the solution for a P-Static Coating

•As a Project Engineer, I was responsible for being the interface to the customer, leading teams supporting each project, presenting status, developing new products, transitioning products to production, support cost development and Quote submittals.•In 2007, qualified a new exterior coating system for the F-22 canopy that improved upon deficiencies of the previous system.• Managed an international military project with Lockheed Martin Argentina due to bilingual capability by developing, qualifying, and performing on site fit check of AT-63 canopies in Cordoba, Argentina. • Obtained security clearance in 2005 for responsibility of all classified program designs, development, qualification, and manufacturing. • ASTM F07 Member 2005-2016

Learned the Toyota Production System. Worked in Toyota's bodyweld section in Princeton Indiana for three co-op terms, and a fourth co-op term in Tijuana Mexico. Worked with contractors on the installation of jigs and welders for the step side deck Toyota Tundra. Oversaw the complete installation of the Andon and PIF display information for all the Toyota Sienna bodyweld lines and designed layout of Andon and PIF for Lexus RX330. Installed, designed, and oversaw construction and shipping of hood inner jig and overhead structure for the four door Tundra to Toyota Motor Manufacturing Indiana from Kito USA in Georgetown KY. Worked with vendors to solve problems and improve upon jigs and structures coming to Toyota from Kito USA. Designed, bid, and oversaw the complete installation of the 2005 Tacoma's Andon system for bodyweld in Tijuana. Coordinated and oversaw the shipping of completed bodies from Tijuana plant to the NUMMI plant in San Francisco for tolerance measurements. Completed punch list items for Shell Body final line for turnover to plant, including the design of a pneumatic lifter for door attachment, guide rails for dollies, dolly stoppers, and a proximity sensor to detect bodies leaving to paint.

Worked on the production line to assemble the dashboard frames for the Oldsmobile Bravada. Helped find ways to make the tack time for each machine faster. Ran the fastest cell on the assembly line.