Athanasios E. Karras Email & Phone Number

Phoenix, Arizona Area

Provide advisory and consultancy services to the Global Aerospace Industry. Undertaking projects and problem statements and developing effective solutions in the business, operational, structural, acquisition, licensing, joint venture, strategic marketing, investment and technical areas.

Phoenix, Arizona

General Manager responsible for the overall performance of the Propulsion Engines business with $1.8B in annual revenues. Responsibilities included P&L and product portfolio management, revenue and profitability growth, new product investments, strategy development and execution of the Strategic and Annual Operating Plans. Portfolio included new production units and aftermarket spare parts and services for commercial (Business & General Aviation, Civil Helicopters) and defense (Military… Show more General Manager responsible for the overall performance of the Propulsion Engines business with $1.8B in annual revenues. Responsibilities included P&L and product portfolio management, revenue and profitability growth, new product investments, strategy development and execution of the Strategic and Annual Operating Plans. Portfolio included new production units and aftermarket spare parts and services for commercial (Business & General Aviation, Civil Helicopters) and defense (Military Helicopters, Unmanned Aircraft, Trainers, Fighters, Armored Vehicles) applications. Managed the company's responsibilities and contributions of three Join Ventures and served on the Board of Directors. Direct reports: 12. Broad organization: 5,000. Show less

Phoenix, Arizona

Responsible for leading the execution of Manufacturing Cycle time reductions and improving product delivery across Honeywell Aerospace ($12B). Led a global, company-wide cross functional team to identify and resolve systemic customer delivery issues for over 30 manufacturing sites covering mechanical and avionics products, and 3 major distribution centers. Ensured the implementation of global supply chain strategies. Implemented rapid problem-solving interventions across the Integrated Supply… Show more Responsible for leading the execution of Manufacturing Cycle time reductions and improving product delivery across Honeywell Aerospace ($12B). Led a global, company-wide cross functional team to identify and resolve systemic customer delivery issues for over 30 manufacturing sites covering mechanical and avionics products, and 3 major distribution centers. Ensured the implementation of global supply chain strategies. Implemented rapid problem-solving interventions across the Integrated Supply Chain and the broad organization that drove consistent practices, processes and metrics to improve deliveries. Direct Reports: 12. Show less

My mission was to turn around an underperforming business not meeting its financial and customer commitments. Responsible for the general management and P&L performance of this $600M global business with 500 customers. Business portfolio included new units, aftermarket spares, repairs, services and engineering development programs. Products included engines, avionics and mechanical systems supported by 30 Honeywell sites; 10 of the sites are located outside the US and account for 35% of the… Show more My mission was to turn around an underperforming business not meeting its financial and customer commitments. Responsible for the general management and P&L performance of this $600M global business with 500 customers. Business portfolio included new units, aftermarket spares, repairs, services and engineering development programs. Products included engines, avionics and mechanical systems supported by 30 Honeywell sites; 10 of the sites are located outside the US and account for 35% of the volume. Customer base was comprised of International OEMs, End Users, Foreign Governments, International Agencies and commercial aftermarket channel and service partners. Direct reports: 10. Broad organization: 200. Show less

Following a major reorganization of Aerospace, I was appointed to lead the consolidated Helicopter business with $800M in annual revenues. Product portfolio included engines, avionics and mechanical systems supporting 40 platforms through 18 Honeywell sites. Customers included Helicopter OEMs, US Department of Defense, Commercial Operators and aftermarket service providers. Reporting to the President of the Defense & Space SBU ($4.5B), I was responsible for the general management of this… Show more Following a major reorganization of Aerospace, I was appointed to lead the consolidated Helicopter business with $800M in annual revenues. Product portfolio included engines, avionics and mechanical systems supporting 40 platforms through 18 Honeywell sites. Customers included Helicopter OEMs, US Department of Defense, Commercial Operators and aftermarket service providers. Reporting to the President of the Defense & Space SBU ($4.5B), I was responsible for the general management of this business. I had the authority to approve proposals with $150M in sales and investments of $15M. Direct staff: 15. Broad organization: 400. Show less

Promoted to this position to lead the consolidated Military & Helicopter Propulsion engine business.Reporting into the Propulsion Systems Enterprise ($1.8B), I was responsible for the complete performance of this business with $650M in annual revenues and $125M of operating income. Accountable for all P&L decisions including the delivery of quarterly financial results. Responsible for the following budgets: Engineering Investment ($45M), Customer Support ($4M), Department Expenses ($4M) and… Show more Promoted to this position to lead the consolidated Military & Helicopter Propulsion engine business.Reporting into the Propulsion Systems Enterprise ($1.8B), I was responsible for the complete performance of this business with $650M in annual revenues and $125M of operating income. Accountable for all P&L decisions including the delivery of quarterly financial results. Responsible for the following budgets: Engineering Investment ($45M), Customer Support ($4M), Department Expenses ($4M) and Warranty ($2M). Authority to approve proposals of $100M in new sales and company investments of $2M. Led the development and execution of the Strategic and Annual Operating Plans.Product portfolio included all Military and Helicopter Propulsion product lines comprised of 8 engine families with 18 platform applications and an active installed base of 16,000 engines. Business portfolio included new production units, aftermarket spares and repair services, licenses, logistics services and funded engineering. We served 160 customers and licensees covering all continents. Market mix: 60% Military, 40% Commercial. Geographic mix: 65% North America, 35% International. Business included two Joint Ventures: International Turbine Engine Company (ITEC) with AIDC of Taiwan; and Light Helicopter Turbine Engine Company (LHTEC) with Rolls Royce. I was the Chairman of the Board of ITEC and one of only four voting members on the LHTEC Board of Directors.I led a self-sustained matrix organization comprised of Program Management, Finance & Pricing, Engineering, Contracts, Sales and Marketing, Customer Support, Operations, Quality and 6-Sigma and Human Resources. Direct staff: 15. Broad organization: 750. Show less

Promoted to this position in July 1999. As the P&L leader I was responsible for the complete performance of this $260M business including growth, program execution and the delivery of quarterly financial results. Authority to approve proposals of $100M in new sales and make daily business decisions affecting all elements of the P&L statement. Managed the following budgets: Engineering Investment ($15M), Customer Support ($3M), Department Expenses ($3M) and Warranty ($1M). Responsible for the… Show more Promoted to this position in July 1999. As the P&L leader I was responsible for the complete performance of this $260M business including growth, program execution and the delivery of quarterly financial results. Authority to approve proposals of $100M in new sales and make daily business decisions affecting all elements of the P&L statement. Managed the following budgets: Engineering Investment ($15M), Customer Support ($3M), Department Expenses ($3M) and Warranty ($1M). Responsible for the development and execution of the Strategic and Annual Operating Plans. Business portfolio included new production units, aftermarket spares and services for 20 airborne and ground applications and an installed base of 30,000 units. We served over 50 customers worldwide.My leadership team was comprised of Program Management, Finance and Pricing, Engineering, Customer Support, Contracts, Sales and Marketing, Supply Chain and Quality. Direct staff: 12. Broad organization: 350. Show less

Appointed to this position after the development of an Asia Pacific Strategic Plan and the successful closure of a manufacturing Joint Venture in China. Responsible for delivering profitable growth for Europe & the Middle East. Identified customer requirements, performed competitive assessments, formulated capture and proposal strategies and executed sales and promotion campaigns. Accountable for closing new business deals including all financial, technical, support and contractual issues.… Show more Appointed to this position after the development of an Asia Pacific Strategic Plan and the successful closure of a manufacturing Joint Venture in China. Responsible for delivering profitable growth for Europe & the Middle East. Identified customer requirements, performed competitive assessments, formulated capture and proposal strategies and executed sales and promotion campaigns. Accountable for closing new business deals including all financial, technical, support and contractual issues. Member of the Strategic Business Unit “Mergers and Acquisitions Board”. Broad organizational authority to draw on Sales and Business unit functional resources. Show less

Promoted to this position in the Strategic Planning & Business Development Department for this $2.5B business unit. Reported to the Department Vice President. I was chartered to develop new business in the Asia Pacific markets through the formation of local strategic alliances and low cost manufacturing partnerships to achieve top and bottom line growth. Responsible for initiating and achieving closure on all business, technical, support, schedule and contractual issues. Broad organizational… Show more Promoted to this position in the Strategic Planning & Business Development Department for this $2.5B business unit. Reported to the Department Vice President. I was chartered to develop new business in the Asia Pacific markets through the formation of local strategic alliances and low cost manufacturing partnerships to achieve top and bottom line growth. Responsible for initiating and achieving closure on all business, technical, support, schedule and contractual issues. Broad organizational authority to draw on functional resources as required Show less

Master Of Science - Ms, Aerospace & Mechanical Engineering

Master Of Business Administration - Mba, International Business

Bachelor Of Science - Bs, Nuclear Engineering

Education record