Bob Becker Email & Phone Number

Monroeville, Pennsylvania, Us

Lead for Digital Transformaton Strategy working with other organizations in the Naval Nulear Propulsion Program. Work with internal stakeholders and suppliers to improve their capability through Digital Manufacturing including improving the leverage of Industry 4.0 technologies and much more pervasive use of product and factory modeling.

Work to improve the capability and capacity of the Nuclear Navy's Industrial Base. * Created and staffed an internal consulting capability to help suuppliers improve their program and operations capability. * Initiated a revamp of internal supplier risk management. * Completed 9 month special assignment helping transform a significant, under-performing supplier with a focus on performance tracking and improvement by driving an implemention a lightweight Earned Value solution as an early warning system and continuous evaluation of new productivity measures throughout the plant to targeting specific improvements.

Driving systemic improvement in the overall BPMI mission through a transition to Digital Engineering, Digital Manufacturing and the leverage of digital information to improve the life-cycle support of the Nuclear Navy.

Arlington, Va, Us

Newly created staff role focused on improving performance across a $500M business unit of DRS with 5 sites and 1300 employees. Leonardo DRS Naval Power Systems principally serves as a partner to the US Navy providing advanced propulsion, power conversion and instrumentation and control equipment. • Initiated Operational Excellence program with first year improvement projects MLO savings over $6M.• Created a Data Analytics capability to information-enable the workforce and management with real time information out of our business systems to provide data automation, visualization, and synthesis.• Part of Leonardo DRS teams driving the Business System roadmap and Program Management standards.• Led Leonardo DRS Product Development standardization efforts to inject best practice DNA across DRS.

Arlington, Va, Us

Leadership team member with an engineering organization of 450 spanning 3 sites. Focus on building a world class team and improving development program performance by propagating best practices and tools. • Successfully delivered initial high performance propulsion system products for a significant USN platform.• Set team on a path to leverage Agile tools and techniques for managing all development efforts creating competitive differentiation and proving critical to successfully managing remote work teams during covid.• Top graded engineering leadership at the sites to enable the transition to a full-time improvement role.

Arlington, Va, Us

Led Electrical, Mechanical, Software, Systems and Project Engineering disciplines to successful deliveries in a $100M 3-site line of business providing safety critical Navy and commercial nuclear controls.• Improved design for manufacturability (DFM) with process/participant changes in early work product review.• Substantially upgraded engineering team performance by top-grading - 36% of the team ranked in the bottom 50% entering 2014 were no longer at DRS two years later (compared to just 4% of top 50%).• Initiated the Project Engineering discipline, now the cornerstone of driving technical execution.• Led key leadership interdisciplinary activities including initiatives putting in place detailed resource forecasting, adoption of the Balanced Scorecard, and driving highly visible RCCA activities.

Us

Drove improvement by promulgating engineering and PM best practices for a $500M developer of advanced electronic systems across 5 lines of business spanning 11 sites which collectively achieved CMMI Level III.• Chaired Program Management working group culminating in a new Program Management process covering the full program lifecycle and introducing standard expectations for phase exit checkpoint reviews.• Led process team which standardized integrated operations, engineering, and PM processes. • Drove standardization of PLM as well as Project and Portfolio systems and practices across the business.

Led Program Management, Quality, and Engineering organization for a $90M business unit of DRS providing Signals Intelligence solutions to the DoD and Prime Contractors.• Initial Engineering focused role was expanded to include Program Management and the Quality organization which improved project execution and addressed issues with Quality organizational effectiveness.• Improved engineering to manufacturing transition by institutionalizing IPTs including the development of process enhancements to drive required early participation by operations functions.

Formed consultancy to help clients improve their new product TTM by addressing systemic internal issues. Provided leadership coaching, improvement opportunity assessment and change management consulting. Completed 13 client assignments including:• Developed a project and portfolio management system for the CEO/Owner of a $5M private company.• Assisted a Fortune 500 firm in finding and capitalizing on the R&D leverage points from acquisitions.• Coached engineering leaders of a $100M business to get a strategically important project back on track.

Andover, Ma, Us

Executive for a leading supplier of real-time, embedded signal and image processing multi-computers for medical imaging, defense applications, and semiconductor wafer inspection equipment. Led a staff of 350 including: Manufacturing, Supply Chain, Engineering, Product Management, Customer Support, IT and Quality. Managed P&L centers for system integration and customer support services. Select accomplishments:• Decreased production costs 30% while increasing shipments by 60% as the company grew from $150M in FY02 to $250M in FY05, by driving an outsource manufacturing model and improving internal effectiveness.• Improved TTM and quality of a $10M acquired firm while reducing operating costs by 30% by changing site leadership, installing an ERP system, revamping the supply chain and consolidating manufacturing operations.• Improved on-time product releases from 40% to 80% by upgrading the development process, initiating product management and strong cross-functional teams, and introducing customer success measures.• Shipped industry’s first RapidIO and highest compute density air-cooled products enabling a 35% CAGR.

Microtouch was a $150m publicly held company and the leading supplier of touch-screen systems. Acquired by 3M in 2001. Responsible for new product and manufacturing process development with a team of 70. • Led manufacturing process changes to move from a batch to a continuous flow process, resulting in 250% throughput improvement, 20% reduction in labor, and improved quality. • Brought world’s first EPA-approved antibacterial touch-screens to market, also improving scratch-resistance.• Led the Capacitive Touch Screen Business Team which experienced a 20% CAGR during this period.• As an officer in this public company was intimately involved in the strategic decision to seek a buyer and throughout the due diligence and early integration with 3M.

Us

PictureTel was the world leader in video conferencing solutions. • As Vice President of Engineering: Responsible for all development of conference room products ($330M annually) with a team of 300. Strengthened the product portfolio by reducing costs, stressing ease of use, all while enhancing performance.• As Director of Engineering: Expanded department in high growth period from 30 to 165 engineers. Grew market share from 45% to 60% by delivering several industry firsts, including the world’s first integrated set-top video conferencing system. • As Program Manager and Engineering Group Manager: Led industry by developing a next-generation product as the industry moved from proprietary technologies to standards including management of a joint development with a UK partner creating a two-year video compression performance lead in the marketplace.

Palo Alto, Ca, Us

Sun was the world leader in the design, development, and manufacture of computer workstations. The newly formed Entry Systems Group produced high-volume, low-cost workstations. • Managed the cross-functional team to bring the lowest-cost workstation product family (SPARCstation LX and SPARCclassic) to market shipping over 100,000 units in the first 12 months – dominating the market.• Led the microprocessor design / verification team to develop the MicroSPARC, a groundbreaking SoC. Inventions led to four U.S. Patents.

Rotterdam, Zuid-Holland, Nl

Wang was a leading provider of innovative minicomputers and key office applications. • Led the VS10000 super-minicomputer architecture, system simulation, lab debug, and core ASIC designs. • Inventions led to five U.S. patents including a key cache coherency algorithm used on most multiprocessor systems today.

Santa Clara, California, Us

Amdahl offered the leading alternative to an IBM Mainframe computer. In a role developing gate arrays.

Bs, Computer Science, Electrical Engineering

Ba, Liberal Arts