Mechanical Engineering Group Leader driving the product development of complex Opto-Mechanical sensors and subsystems that report into machines that manufacture semiconductors.

Manage a 250-employee centralized service organization designed to provide engineering product development services across 25+ US and international business unit sites. Organization comprised of 6 departments including Test Engineering Design Services, Environmental Effects Engineering, ECAD/MCAD Design, Hardware Tools Solutions, Design To Cost, and Reliability / Maintainability / Survivability Engineering.• Partnered with other centralized pillar leads to align with and support continuous improvement, business control tower targets, integration initiatives, annual operating plans, capital long range plans, strategic & financial planning, transfer rate management, etc.• Led the Digital Hardware thread as part of a Digital Engineering Transformation Program (DETP). Constructed mechanical Model Based Definition (MBD) processes and completed a Model Based Enterprise (MBE) maturity assessment with a multi-year roadmap to propel MBE to level-4 maturity.• Orchestrated a qualification test lab catalog of services publication and a site-by-site test capabilities matrix. Reduced use of outside test labs by 45% and realized savings to programs near $500K after one year.• Established detailed 1-year and 5-year planning roadmaps for 6 departments to coordinate with business commitments. Strategic vision for change was documented articulating justification, value, and return on investment to senior leadership.• Completed business unit wide CAD tool consolidation assessment. Created roadmap with change action plans and return on investment justification. Converted one site’s CAD tool saving $1M per year on license cost.• Appointed a Discipline Chief to the Test Engineering team to devise common architectures for RF and digital test equipment to lead capital cost reductions, commonality across platforms, obsolescence management, and improved earned value. $200K per station cost reduction realized.

Directed a 70+ employee Mechanical Engineering department, developing Intelligence, Reconnaissance, and Surveillance (ISR) space flight systems to support our warfighters. Department functions include Opto-Mechanical & Electo-Mechanical Engineering, ECAD/MCAD Design & Drafting, Structural & Thermal Analysis, and Manufacturing Engineering.• Drove design optimization for classified and unclassified programs, facilitating design-approach peer reviews and other critical design and readiness reviews (SRR, PDR, CDR, TRR, etc.).• Partnered with Value Stream Leadership, Supply Chain, Quality and other Engineering functions to accelerate product development lifecycle while holding Mechanical Engineering department accountable for cost and schedule commitments.• Created skills matrix utility used by all engineering leadership to evaluate & record employee skill proficiency level. Utility had proficiency rating process along with documented training guidance on how to build each skill.

Executed Local Ethics and Compliance Officer (LECO) role in addition to engineering leadership responsibilities, with LECO reporting dotted line to Regional Ethics and Compliance Officer. Liaised with human resources (HR) in conducting personnel investigations responding to reported allegations involving strategic surveillance, difficult conversations, and sometimes ultimate disciplinary actions.• Trained employees and managers on E&C topics via brown bag lunch & learns, regular new hire orientations, and private consultations, reducing occurrences over time.• Presented monthly status reports to site leadership team, controller, General Manager, and regional E&C officer.

At this time, Collins Aerospace was formerly, UTC Aerospace Systems, Danbury, CT.Led a Mechanical Engineering team focused on development of ISR space flight opto-mechanical subsystems from proposal concept development through design and analysis maturation, product release, qualification test, subsystem build, and final integration.• Embraced talent management to assure required employee skills were maintained at highest level.• Executed Cost Account Manager (CAM) role for a supersonic window program tracking earned value metrics while driving accountability to cost and schedule for development of flight and non-flight deliverables.• Managed risks and opportunities (R&O) for several classified programs, enhancing probability of program success. Established R&O likelihood of occurrence, impact severity, mitigation plans, and factored cost estimates.• Directed Integrated Product Teams (IPT) to develop electro-mechanical mechanisms capable of sub-micron manipulation of optics in space-based applications. Interfaced with customers and collaborated on post-launch ops.

At this time, Collins Aerospace was formerly, Goodrich Corporation, Danbury, CT.Developed ISR flight deliverable system hardware and non-flight tooling while conducting structural, thermal, and modal analyses to assure requirements were met and design margins of safety were within acceptable limits.• Designed latch/unlatch hand-exchange mechanisms for space shuttle robot to interface with Hubble Space Telescope’s (HST) scientific instruments being replaced as part of HST Unmanned Robotic Servicing Mission. Presented design CDR to NASA Engineering team at Goddard Space Flight Center.• Developed complex non-flight mechanical tooling from concept through integration. Tooling included precision assembly fixtures, optical alignment manipulators, test fixtures, and integration stands for use in class 10 cleanrooms.