I am currently looking for a career enhancing position with a forward thinking company, but currently only in the Reno NV and surrounding areas. Thanks to all whom take the time to look over my qualifications. I believe a Program or Project Management position would be ideal, but I am open to other possibilities that will benefit from my skills, knowledge, expertise, and attributes (see below).I'm a professional, outgoing, creative, energetic person, with talent and drive. I'm also a freethinker, out-of-the-box, solution orientated person. I look forward to bringing my passion and diligence to a mutually beneficial relationship and hiring organization.My career has been in engineering within the Aerospace Industry, but I am definitely NOT pigeon holed nor restricted to those areas of industry. In fact I am approaching my job search as being very open (e.g. - communications, software, aerospace, automotive, electronics, manufacturing, utilities, construction, federal, public, state, mining, etc.) and would like any recruiters to proceed with that in mind.Thank you for your time and diligence. Most Sincerely, Brad Jensen

As copilots need to be forthright, yet respectful, to their flight captains, I see it as my duty to inform upper management of the 'real' status of their programs, without throwing teams or individuals under the proverbial 'bus'. I attack the 'problem', not the 'person'; a little 'Do Unto Others,' can go a long way. The aircraft or program may be in imminent danger, but, since I have the courage and fortitude to stick my neck out, the course can be corrected so we do not come crashing down into a 'fiery pit of death and twisted metal'. “Sacrifice the pride and save the patient,” I say. In doing so, I'm able to shine a positive light on my manager, my team, our program and correct our course and get back on the flight plan.

During my career I've always been disturbed by inefficiencies and had to find ways to correct them. Back in 1989, shortly after starting my career with the Boeing Company, I obtain my Black security clearance and was working in the Military Airplanes Division on the B2 Bomber Program. I was promoted to a Special Teams position that was tasked to correct the extremely costly and schedule prohibitive final assembly problems.Boeing's B2 wing and cargo/bomb bay sections were shipped to Northrop's facilities in Palmdale, CA, for final assembly. On trying to assemble these huge airplane sections to Northrop's cockpit and other sections, enormous hardware interferences reared their ugly heads. They literally could not put the pieces of this ginormous puzzle together. The engineers and mechanics in Palmdale had to cut, hack, and splice to get the airplane sections to fit together. Cost and schedule hits were astronomical and it was ugly, figuratively and literally.My team and I dug into our Boeing assembly processes. We put together a Statistical Process Control (SPC) method, by which we were able to measure the tolerance stack up at each tooling station in the build up of Boeing's bomber sections. I built up the CAD drawings we used to accumulate data upon. We sent these out to each of the tooling stations and integrated them with the manufacturing plans of the B2's sections. This was all foreign to the mechanics and I had to coddle and smooth the process with them and their management to get them on board.

My team's methodology, upon analysis, showed us the exact amounts of tolerance stack up that accumulated during the build up of parts, subassemblies, assemblies, and Boeing's wing and bomb bay aircraft sections. In the back shops, the parts were within tolerance, but those parts were then sent to the next assembly tool and fitted together to make up sub-subassemblies. Those sub-subassemblies would go to another tool station to put together a bigger subassembly. This process repeated until the final wing and bomb bay sections were assembled. Somewhere along this build process cycle, the controlled Northrop/Boeing interface/mating areas would go out of tolerance. These wing and bomb bay sections were being shipped, out of tolerance, to Northrop in Palmdale. The process was 'Out Of Control'. Boeing was thinking they would have to spend an estimated 2.4 million in retooling costs.We saved the programs derriere and all that cash, by simply altering the manufacturing process. Instead of allowing the mechanics to build each of the subassembly sections within the allowed drawing tolerance band, we had them build the first sub-subassemblies by pushing parts to almost zero tolerance (nominal or right were the engineering drawings call for). The same process in subsequent tooling positions was followed, helping keep tolerance growth to a minimum. Upon the final wing and bomb bay sections being assembled, Boeing's hardware was finally within tolerance, sent to Northrop and assembled problem free! Our team was hailed as heroes of the Boeing B2 Program. We saved the Boeing company 2.4 MILLION in tooling expenditures and slashed final assembly times from 3 WEEKS to 2 DAYS. I've applied this out-of-the-box thinking and troubleshooting process successfully throughout my career, and can bring that ingenuity to your products, process, programs, and company. Let's get it done!THUS ENDETH THE SUMMARY...

I've been on sabbatical from my aerospace career since May of 2012, but I am now excited to get back to it. My wife to be, Jana, had uprooted her 11 year old daughter from Reno, NV and moved to Rapid City, SD to pursue her nursing degree. Jana and I were long distance dating then. My father had recently died and my mother desperately needed help with her finances, estate, and personal matters back in the Black Hills of South Dakota. Since I was financially solvent and my betrothed was also there, I resigned my position with the Boeing company and moved back to South Dakota. Once there, I was able to help my mother, my fiance, and her daughter. I also began writing a book and started my landscaping company (see below). In June 2013 my fiance graduated with her nursing degree and in July we got married at Sylvan Lake in the Black Hills. In August 2013 we all moved to Reno so Jana's daughter could be near her biological father and her older sister. I re-established my landscaping business and have continued my research and writing. Creating, growing, and operating my landscaping business has been rewarding, but now I again crave the honor of working for and with an intelligent group of talented individuals. My desire is to utilize my experience, talents, expertise, knowledge, and drive to make improvements for a dynamic company.As Paul Harvey would say, “Now you know, 'The Rest Of The Story'.” - - Thanks For Reading!

--I have been doing extensive anthropology research and using that knowledge to write historical fiction novels. 'Ancestral' deals with a modern day man that perishes and is reborn as a Native American before European-Anglo incursion in the central continent of North America. 'The Rez's Edge' deals with racial relations and personal redemption. For more information please see my Tumblr page (http://authorbradjensen.tumblr.com) and my website (http://bradjensen.jimdo.com/). Thanks!

--In creating my own landscaping company, I developed advertising, gathered customers, created estimating tools utilizing Excel Spreadsheets, taught myself another CAD software (3D Sketchup) and utilized it to perform landscaping and irrigation designs. My business allowed me the freedom to work on my book, work in the great outdoors, and bring in some greenbacks. Upon securing professional employment I plan on selling off the business.

--I was promoted to a managerial role as the project stress analysis leader for Boeing Freighter Conversions. My mandate was to oversee the analysis and design of converting passenger airplanes into freighter aircraft. --Coming into the role, the team's engineering stress analysis releases were in a chronically late condition. This had far reaching effects on the critical path flows throughout the program. I personally developed and created a program management system using Microsoft Excel that eradicated the late releases. It perpetuated on time and early engineering releases going forward. The system assisted in tracking and level loading the work of the engineers. It was also instrumental in forecasting, informing upper level management and customer organizations of our teams performance and assisting in manpower allocation.--In mentoring my engineers I strove to expand each individual's talents so that each person could be increasingly beneficial to the team and company. In passing out work assignments I worked to challenge each engineer, but also set them up for success, thereby instilling confidence and strengthening the team. I managed, trained, and coached my engineers in the analysis of aircraft structures and performing static, fatigue, damage tolerance, and fail safe analyses on interiors and structural parts and assemblies. --Also, upon mentoring my engineers, I connected and was invested in each of them. I genuinely inquired as to what their goals were in life, career, and family. I gave them advice and encouragement that would help them attain their aspirations, because cared for happy people make great employees.

--Desiring more interesting Stress Engineering work, I made the move to the new Dreamliner (787) airplane program.--My first assignment was to do the part sizing on 10 fixed trailing edge (FTE) aileron ribs & each of their associated hinge blocks on the new airplane's left and right wings. My strategy was to make the analyses all inclusive, rather then a hodgepodge of hand and computer programed analyses. I accomplished this by utilizing Excel to create an all inclusive static analysis program which streamlined the sizing of the ribs and hinge blocks. My plan was also based on the fact that management directed that the final sizing of the parts would ultimately be passed on to our Korean partners. Therefore, my goal was to simplify any future resizing and reduced the time constraints imposed on the partners. I also based sizing on fatigue analyses via utilizing the program IDTAS. The combined analyses allowed optimization in sizing, reduction of weight, simplified resizing, and a substantial time savings. I was given a managerial commendation for my expediency, thoroughness, and efficiency in having my wing parts being the most complete of all wing parts on the 787 program....

...--I was then reassigned to help out the Wing Box Testing group.--I performed stress analyses on the wing box and terminal fittings to determine anticipated stress results during static testing. These results were used to compare against actual strain gauge readouts once the wing box was subjected to flight load conditions. I utilized Nastran/Patran, CATIA-V5, Excel, FEADMS, and IAS programs to provide analysis results. My results were instrumental in monitoring strain gauges for any errors and the successful and timely completion of the wing box test.--During the actual test my team and I monitored the load and stress readings. Upon successful completion we archived the resulting data reports and presented test results to other organizational team members and upper management.--I also optimized the rear spar, upper, and lower BL0 fitting's sizes (part of the wing box). My efforts resulted in substantial weight losses. This greatly contributed to the 787 program meeting its weight reduction goals.

--Looking for a new challenge, I took on a new job assignment as a Structural Analysis / Stress Engineer for the Payloads Interior Group. --Initial responsibilities were to generate 16G dynamic crash loads and 9G static loads for the passenger seats using a proprietary computer program that utilized Excel based Visual Basic code. These loads were passed to the floors group to check floor grid strength requirements and we used the loads for seat testing and certification. --My team's charter changed and our scope of work broadened to include the other payloads commodities (e.g. - galleys, lavatories, closets, stowage carts, etc.). Our team reviewed and approved structural test plans and reports for FAA/FAR certification of the seats and payloads commodities (TSO and Type Cert.). --I also performed an extensive flight deck seat track analysis utilizing CATIA-V4, Catia-Elfini, and hand analysis. I wrote and created a detail stress analysis report on the flight deck seat track and coordinated with the vendor to convey where further testing was required. I strove to make testing obsolete, but the in-depth analyses could not show certain parts of the seat track structurally acceptable. I minimized the number of load conditions to 2, thereby reducing the required testing. I orchestrated meetings with the seat track vendors, convey results and let them know testing would be mandatory.--I was also assigned the duty of managing the off-load of passenger seat loads generation to our partners in Moscow Russia at the Boeing Development Center (BDC). I coordinated my efforts with BDC Management and developed a process to train the Moscow engineers remotely from my location in Everett, WA. The process worked smoothly and efficiently. I was able to quickly offload the work freeing up the Everett Payload Stress Engineers to do more important analysis and certification work.

--Once the 777 was into full production mode I switched over from Manufacturing Engineering to 777 Liaison Engineering. My assignment in this role was to troubleshoot any design or manufacturing errors that occurred during assembly and installation on the 777, and design airplane repairs that met or exceeded drawing strength and durability requirements. This assignment took me literally everywhere on the aircraft and I rode a very steep learning curve that granted me vast airplane knowledge over the entire aircraft. I also became an expert in carbon fiber reinforced plastic (composite) repairs and passed my knowledge along to fellow engineers via teaching a class in the subject. --Upon designing multiple structural repairs on subsequent aircraft, I noticed trends pointing to chronically repeated problems. I self investigated the problems, following them into the back shops throughout the Puget Sound region (as the assemblies traveled through various jig tools in various manufacturing locations), and determined what tooling actually introduced off nominal measurements into the build process. Locating the error, I was able to alter tooling and engineering to correct the structural problems and eliminate any future associated rework. This resulted in huge cost and time savings over the life of the 777 airplane program. My efforts are still saving the company money on every 777 built today.

--Upon the B2 program ramping down, I switched over to Boeing Commercial Airplane Group and started work on the new 777 airplane program. I was assigned the role as Head of the Final Body Join (FBJ) Team, which strategized and planned the final joining and assembly of: 1) the cockpit and forward cabin section, 2) the wings and center cabin section, and 3) the tail (rudder and stabilizers) and the rear cabin section. Our cross functional team streamlined the FBJ process, developed automated assembly tooling, and created the FBJ laser alignment system which aligned all the major body sections within 0.050 inches from drawing specifications (in tolerance and almost nominal) on 777 airplane #1.

--Right after college I started off as a Manufacturing Engineer for Boeing Military Airplanes on the B2 Bomber program. I was quickly promoted to a special team assigned to play detective and find out why our huge airplane sections would not align properly to other subcontractors body sections. My team and I developed a statistical process control (SPC) methodology that measured key physical characteristics on our airplane subassemblies throughout multiple assembly tools. We eradicate the B2's major assembly problems and in doing so saved the Boeing Company $2.4 MILLION in re-tooling costs. Our SPC process also reduced final body join time from 3 WEEKS to 2 DAYS.

--Straight out of college I moved from the Black HIlls of South Dakota to Seattle Washington. Before graduating college at SDSM&T I had already secured a job with The Boeing Company. I put myself through college by working on campus and working construction jobs in the summers.