Extensive experience developing and approving major repairs and part manufacturer approvals. Quality and certification specialist developing quality systems for FAA Part 145 Repair Stations and FAA Part 21 Part Manufacturer Approval companies. Provide assistance to companies who have lost certification from the FAA and or with root cause and corrective action in response to findings. Provided equivalency (materials, tools and equipment) training to companies for compliance to the FAA regulations. Safety specialist, past industry member of Safety Management System working group that developed NAS 9927, member of NTSB maintenance team investigating Boeing 737 Max Indonesia crash, Attended CFR 25.1309 Safety Course, worked with the FAA to establish methodology to show method of compliance to CFR 1309 regulation. Please review the uploaded Value Proposition for Aviation Aftermarket Services LLC to learn more of the services that could benefit your company.

Company reorganization under new CEO, changed reporting from CEO to Chief Compliance Officer and General Counsel. Member of NTSB aircraft accident investigation maintenance team investigating the crash of the Boeing 737 Max in Jakarta Indonesia. Created a cross company audit team who audited 9 MROs, 2 PMA and 2 Distribution locations for compliance to the FAA CFR part 145 (MROs), 21 (PMA) and Advisory Circular AC0056 (Distribution). Worked with the FAA ACO implementing a new PMA System Safety Analysis to improve showing of compliance to CFR 1309. Developed a FAA and Wencor PMA ODA Score Card to enhance communication and address issues in a structured and timely manner. Implemented Voluntary Safety Reporting Program with Phoenix MIDO and Denver ACO as Accountable Manager. Acted as FAA point of contact reporting Continued Operational Safety product investigations to the FAA ACO in Denver and Atlanta and assured compliance to regulations CFR 21.3 and 183.63 for Wencor PMA Utah and Georgia locations

Reporting directly to the CEO, multiple increases in responsibility, including creation and leadership of a corporate Continuous Improvement Program. For 2017, implemented problem solving based on the Toyota Production System and application to 8 strategic programs across all 12 locations. In addition to the 8 strategic programs multiple kaizen events have been completed to reduce defects (52% reduction in customer complaints), improve processes (80 % reduction in lost inventory), improve supplier performance (bad from supplier 5% reduction), and reduce inventory (4.6 million cost reduction in 6 months). Also created and lead corporate governance of OSHA and EPA Safety adherence in addition to existing role of aviation safety. Results include 80 % reduction in workers compensation cost Q1 2016 to Q1 2017, implementation of visual management safety metrics, implemented safety hazard reports and improved material handling. February 2017 took over Kitco Defense, 10 million revenue, provider of military hardware kits, manufactured parts and assemblies, specializing in older hard to procure parts. Improved strained relationship with DCMA and customers through implementing daily communication and addressing behaviors to put the customer first. Created a new quality management system compliant to AS9100 rev D. Performed kaizen including value stream mapping and waste analysis resulting in standard work procedures in the quality lab.

Established high performance team in new location with only one employee relocating to Atlanta. Grew revenue 26 % while consolidating business units from 3 other states. Diversified customer base adding low cost airlines during economic downturn in industry. Transformed product offering from only engine parts to add landing gear, interiors, structures and component parts increasing product available from 75 to over 350 parts. Reduced product time to market by 35 percent by developing and implementing a memorandum of agreement (MOA) with the Atlanta FAA, ACO and MIDO to accelerate approvals. Successfully negotiated PMA development and purchasing agreement with Largest Chinese Airline, China Southern. Authored a business plan and presented to the AAR executive leadership a proposal which was accepted to sell AAR PMA Products to the Wencor Group.

Growth of $5.7 million and cost savings of 1.6 million for year 2003 generated through repair development efforts. Developed an after-market reliability tracking system to assist airlines in managing maintenance activity and assist the OEM to identify design issues (50% reduction in customer returns). Successful implementation of multimillion dollar testing upgrade including new test cells for air cycle machines and air turbine starters while adding new facility compressors. Won the 1998 Alabama Quality Award and the 2001 Alabama Quality Award Team Showcase for Repair Development Project which demonstrated use of 6 sigma tools resulting 47% reduction in inventory and over $700,000 in cost savings. Gained repair station certification from the Chinese government (CAAC) and the European Union (JAA, EASA).