Overall responsibility to coordinate and execute activities required on the ground to prepare all Sierra Space platforms and spacecraft for flight, once built and commissioned, including:- System Activation, checkout, and pre-flight operational testing- Cargo Loading and Unloading- Logistics of point-to-point transportation- Post flight inspection, documentation, and routine maintenance- Operation and maintenance of Ground Support Equipment required for spacecraft processing and transport- Development of ConOps, procedures, and tools required to perform spacecraft processing, maintenance, checkout, and refurbishment at any non-KSC facilities at which any payload would launch and land globally

 Director of the three strategic platforms making up $2B in life of program revenue for Eaton’s Aerospace business. Responsible for overall schedule, scope, cost and technical targets on each platform. Acts as an integrator for both businesses in Eaton Aerospace, ensuring that the “whole picture” is maintained throughout all customer communications and negotiations. Provides direction to the program mangers leading the 20 active program teams in areas of customer concerns, potential changes in scope and risk assessment on the two platforms.

Ensure the continued profitable operation of a Combined Satellite and Service Center operation through the use of effective manufacturing processes, marketing, and development of direct reports. Also, act as a territory manager and drive the responsibility for the profitable growth of the respective assemblies within the Gulf Coast region for Panel Boards and Switchboards , and the southern States for Motor Control Centers. This position strongly impacts the division and product lines through many factors including incremental sales, operating profit, warranty expense, and the development of direct reports that will be able to sustain the profitability and growth goals established by Eaton.Specific Responsibilities include:• Utilizing pricing strategies, promoting new product launches, ensuring good communication to all sales channels, and staying informed of the strategies of the entire division.• Responsible for pricing and marketing of expanded products that are focused within the commercial construction market. • Negotiate the purchase and shipment of needed materials from outside vendors. • Maintain effective communication channels with Organizational Management Staff, Field Sales Management and Team Members, Distributors, and Contractors. Maintain effective communication channels with internal suppliers to insure the correct application and on time shipment of products.• Develop and maintain an understanding of applicable codes, regulations, and standards relating to the application of all plant products (NEMA, NEC, UL, etc.)• Review and resolve all warranty issues and claims in a manner that is consistent with standard company policies and is in the best interest of ourselves and our customers.• Hire, review and motivate direct reports to accomplish specific plant objectives. Act appropriately to ensure that employees are treated fairly; guide discipline/performance management process as necessary.

Lead the Engine Air Management's Program Management Office (PMO) to drive customer satisfaction, continuous improvement, and life of the program financial performance by managing customer programs, contracts, and business relationships. A vital member of the leadership staff for a product group with over $1B a year in annual sales.Specific responsibilities include:- Manages the Product Groups Portfolio of 120+ New Product Development (NPD) projects. Responsibility, Authority, and Accountability (RAA) for every project's deliverable. Responsible to ensure successful execution within quality, technical, schedule, and cost commitments.- Supervises the Product Group's program management teams. Manages a globally dispersed group of program managers through all aspects of NPD programs to include planning & scheduling, metrics & reporting, tools & process implementation, compliance, resource management, project finance, and portfolio management. Provided constructive criticism and creative recommendations to ensure success. Provided oral and visual presentations on the status of ongoing projects to corporate senior leadership teams..- Work with the other program management leads to ensure consistency in application of program management across the Vehicle Group (VG). Promotes and champions change to the existing program management process to ensure the VG's PMO remains at the forefront of program management within Eaton.- Integrated the program managers from three product lines into one cohesive Program Management Office for the Product Group. Identified key personnel capable of crossing product lines and leveraged those synergies to ensure successful program management despite a 30% reduction in manpower.

Responsible for all air operations originating or terminating on the aircraft carrier. Manage a $500K daily fuel expenditure budget. Assess needs and make real-time resource reallocation decisions to ensure all operational and logistics needs are met. Tasked with the safe recovery of over $1B in assets. Directed 60+ aircraft through over 7,000 instrument approaches to the aircraft carrier with a 100% safety record. Led a team of 42 air traffic controllers through a compressed training schedule and world-wide combat deployment. Employed real time and predictive hazard mitigation techniques daily.Specific accomplishments include:- Recently created air and sea space operating areas that balanced international maritime law, politically sensitive areas, and training requirements in a constrained geographic environment. This product was adopted as a template for how future operations in that region would be conducted and enabled the strike group to conduct extended flight operations supporting contingency tasking. - Led the division in the efficient completion of all pre-deployment training, attaining all required certifications ahead of schedule and below budget. Air Operations team was lauded by the certification officials as one of the best in the fleet. - Responsible for the movement of over 500k pounds of cargo and 3700 personnel moves. In addition supported over 40 time sensitive medical evacuation flights, providing emergency medical care while operating worldwide. - Hand-picked to conduct several detailed investigations involving complex personnel issues, providing the commanding officer with clear recommendations for proper accountability.

Led a cross functional team that coordinated information sharing between major combatant commands within the Department of Defense and other intelligence agencies. Directed teams of mid-level managers both locally and remotely. Ensured all project milestones were met in a timely and efficient manner. Provided constructive criticism and creative recommendations to ensure success. Provided oral and visual presentations on the status of ongoing projects to national level leadership.Specific accomplishments include:-Identified inefficiencies in an existing intelligence crisis response team, created and implemented a flexible and scalable team that enabled rapid response for events ranging in size from minor actions to full regional conflicts without committing unnecessary manpower or resources. (Reduced standing manpower by 50%) The team was activated twice in response to international incidents and was lauded by the Defense Intelligence Agency as a model that should be emulated for future crisis response cells. - Selected from over 500 civilian and military employees as the Action Officer of the Month within six months on the job. Acknowledged within a year as a national expert in my field and was requested by name by the Director of National intelligence to conduct training on methods to improve their internal processes. - Crafted Department of Defense policy directing how complex electronic signal targets, both physical and virtual, would be characterized and developed. Provided a solution that was accepted by all organizations within the targeting community, providing direction in this rapidly evolving target set.- Routinely sought out to conduct training or brief senior leadership on sensitive targets. Described by my superiors as a “Natural Speaker… he has an innate ability to accurately portray information in a manner easily absorbed by both military and non-military audiences.”

Managed a $3.3 million dollar yearly operating budget and the efforts of 190 maintenance managers and technicians performing scheduled and unscheduled maintenance on nine S-3B aircraft. Organized multiple detachments and deployments of the squadron’s aircraft and personnel, was selected to lead the only S-3B air show team for the 2007 season, and acted as the senior mentor for pilots within the squadron.Specific accomplishments include:- Coordinated all aspects of the first and only S-3B combat deployment to Al Asad Air Base, Iraq. Executed logistical requirements transporting 130 personnel, four S-3B aircraft, 1,500 supply items, and 45 pieces of support equipment. Established on-site facilities to support immediate combat flight operations, enabling the squadron to quickly and successfully support multiple ground units in minimal time.- While deployed onboard the carrier the maintenance team was recognized as the top maintenance department in the Air Wing, and was awarded the “Golden Wrench.” Despite the fact we were operating the oldest aircraft we maintained one of the highest readiness and completion rates. - Coordinated and acted as Officer in Charge of the first ever S-3B detachment to RED FLAG Alaska. Managed all funding and logistical requirements that enabled the squadron to operate from a remote site over 4,500 miles from homeport, with a 100% completion rate.- Hand selected to be the Lead Pilot for the Navy’s only S-3B TACDEMO team for the 2007 air show season. Responsible for coordinating all aspects of S-3B participation in multiple airshows, ensuring smooth integration with support staff at both military and civilian fields. - Described by my CO as “Gifted Mentor. Recognized as the most tactically proficient and experienced pilot in the ready room, he is always sought out by junior officers for his sound advice and guidance. He’s my Senior Pilot, my TACDEMO lead pilot, and the man I rely on to mentor and lead my wardroom.”

Responsible for all staff administrative functions.During this time led all administrate efforts necessary to ensure a smooth transition upon the deactivation of the Sea Control Wing Pacific, as well as multiple S-3B squadrons.Hand selected to lead a team of 30 personnel that provided both remote and on site training and tactical support for operational carriers. Focused the team on the restructuring and reorganization necessary to integrate MH-60R into Carrier Strike Groups.

Instructor pilot training student naval aviators on all aspects of jet flight, from basic piloting skills to advanced tactical maneuvering. Selected to act as an instructor standardization pilot - responsible for training the incoming instructors.Acted as the Carrier Qualification Detachment coordinator. Responsible for all personnel and logistical requirements when the training wing conducted a carrier qualification detachment. Led two detachments each with over 60 students and 18 aircraft. Responsibilities included transportation, lodging, and writing/execution of the daily detachment flight schedule. Rapidly attained all of the necessary instructor qualifications and was the only Lieutenant qualified to act as a gunnery tow pilot (a position usually filled by more senior and experienced instructors.)

As Quality Assurance Officer was responsible to the maintenance officer for the overall administration of all maintenance programs. Managed a team of 10 senior maintenance personnel who conducted audits and helped focus maintenance production and efficiency. - Led the squadron through two Commander Naval Air Forces Pacific (CNAP) maintenance inspections. Attained 15 zero discrepancy programs and zero "off track" programs. The CNAP inspectors lauded the Quality Assurance programs as "Best ever in the Pacific Fleet."- Was selected to act as Maintenance Officer (a job typically filled by a more senior officer) during a no notice deployment in response to the attacks of 9/11. - Selected by peers as the VS-21 Memorial Leadership Award winner for 2000-2001.- Selected from among over 100 pilots in 6 squadrons as the Sea Control Wing Pacific "Pilot of the Year" for 2000-2001.