Chris Gridley Email & Phone Number

Atlanta Metropolitan Area

Alpharetta, Georgia, United States

Marietta, Georgia

Louisville, Kentucky Area

Louisville, Kentucky

I had P&L responsibility for a team of 300 employees consisting of project managers, manufacturing engineers, production planners, quality engineers, and union manufacturing laborers for a production program building the Phalanx, SeaRAM, and LPWS weapons systems, for the U.S. Navy, totaling over $400M per year. • Exceeded our Annual Operating Plan in bookings, sales, earnings, and cash each of the last four years. • Led the capture of a $600M contract supplying Phalanx, SeaRAM, and LPWS weapon systems to the U.S. Navy exceeding our annual bookings plan by $200M. • Managed the execution of a $280M FFP contract driving substantial cost cutting measures enabling 8% profit margin growth. • Led the implementation of a risk and opportunity board that allowed earlier identification generating successful mitigation and capture plans.

I had complete P&L, sales, and leadership responsibility for a fabrication company that serviced the material handling industry. I moved the company into a larger facility allowing for the purchase of updated machinery and future growth, while maintaining operations and customer satisfaction. Additionally, I took the company from using spreadsheets and word of mouth to manage its operations and implemented an ERP system. This facilitated better tracking of work, enabled estimating based on actuals, improved quality control, and provided customer visibility. During my last year no employee left the company, which I attribute to high employee satisfaction gained through leadership. With a focus on employee safety, I was able to reduce accidents resulting in lost or restricted time, to zero days (125,000 work hours).

Managed and had P&L responsibility over four senior project managers who managed 7 projects totaling $90M. These projects were all highly complex sortation integration projects consisting of software, controls, and mechanical engineering teams ranging from 3 to 8 engineers. These teams also include quality engineers, procurement specialists, manufacturing engineers, and installation foreman. In total I managed over 50 employees.These projects ranged from 3 months to over three years in duration. A typical project lasted 18 months, consisting of 1 month planning, 5 months engineering, 8 months installation, and 4 months commissioning and testing.Managed a $30M+ baggage handling project at JFK airport. I took over this project midway through its lifecycle as it was deemed a crisis project. The project was several months behind schedule and was poorly planned prior to my leadership. The project was completed and the terminal opened on time.

I was appointed by executive leadership to manage large, high visibility integration projects. This position had the complete responsibility for P&L, claims management, schedule management, team leadership, contract management, procurement management, and ensuring these high visibility projects go live as planned. Managed a $40M+ integrated sortation system project. Customer-supplied equipment brought the project over $100M. This highly complex project was successfully turned over to the customer prior to their peak period while maintaining financial forecasts.Led a team of managers to develop and implement project management guidelines and procedures. This included both the rollout of WBS and EVM, and the creation of standard templates for scheduling, communication plans, exit strategies, and RFI processes. The implementation of these tools has reduced non-conformance costs (NCC) by 50%, improved customer and internal communication, financial reporting, and streamlined the project-planning phase.During this time I also managed the deployment of 275 explosive detection systems and 1800 explosive trace detection machines in over 150 airports. Due to a congressional mandate this deployment was completed in less than three months after six months of planning. Due to the fast paced nature of this project, I directed two regional managers, ten project managers, and one hundred installation personnel. This work was performed within the highly political environment of national security under the direction of the Transportation Security Agency (TSA). The program was over $150M. Additionally, I managed six projects at major airports in the US. These systems integrated explosive detection systems into existing conveyor systems. These projects were completed under extremely tight timelines under the close scrutiny of the TSA.

Bachelor Of Arts (Ba), Business Administration And Management, General

Business