Provider of Executive Advisory Services to the Defense, Aerospace and Private Equity Industry with focus on achieving strategic, business development, operational excellence, leadership , customer satisfaction and P&L objectives.

Hired by Chairman & CEO. Full P&L. Responsibility for operations, restructuring, strategic repositioning and leadership of this $2.5B global service provider serving US and foreign governments, defense and commercial customers in 39 countries. Led the Logistics, Contingency Operations, Aviation Services, Intelligence and Communications/IT businesses.

Provider of Executive Advisory Services to Defense, Aerospace and Private Equity Industry with focus on achieving strategic, business development, operations, leadership, customer satisfaction and P&L objectives.

Created vision, strategy, led sustained growth and business transformation from $138M sales/year (2002) to $2.5B (2012). Full P&L, 15 major facilities, 5 major business areas serving global defense, intelligence, aerospace, classified and industrial markets. Served segments included: Electronic Warfare, Communications, ISR, Radar, Counter IED, ASW, Weapon Controls, Aero-structures, Medical, Oil/Gas. Led identification, due diligence and integration of $1.7B EDO acquisition. Led turnaround of… Show more Created vision, strategy, led sustained growth and business transformation from $138M sales/year (2002) to $2.5B (2012). Full P&L, 15 major facilities, 5 major business areas serving global defense, intelligence, aerospace, classified and industrial markets. Served segments included: Electronic Warfare, Communications, ISR, Radar, Counter IED, ASW, Weapon Controls, Aero-structures, Medical, Oil/Gas. Led identification, due diligence and integration of $1.7B EDO acquisition. Led turnaround of the Radar, Antenna, Counter IED and Aero structures businesses, exceeding strategic and operating plan goals. Created new Innovation /Advanced Concepts function to accelerate new business idea generation, differentiated IRAD and B&P on high growth strategic platforms with enduring needs and consolidated four divisions into one. Centralized business development, all G&A functions, common manufacturing/engineering and closed 7 facilities. Eliminated $100M run rate cost thru aggressive restructuring driving Lean based Kaizens across all functions. Reduced G&A 35%. Expanded operating margins from 14% to 18%, increased investment and improved New Business capture process achieving an 80% competitive win rate. Show less

Promoted to lead $3B sales/year group business development and strategy function, creation of new market-based Defense strategic plan, Defense level cross business pursuits, Group IR&D strategy/allocation, M&A identification/ integration. Result: Created/ executed differentiated portfolio resource allocation strategies across 5 Divisions. Led Group Strategic plan and portfolio assessment for ISR, Space, Communications, Cyber, EW, Technical and O&M Services businesses. Created strategy to… Show more Promoted to lead $3B sales/year group business development and strategy function, creation of new market-based Defense strategic plan, Defense level cross business pursuits, Group IR&D strategy/allocation, M&A identification/ integration. Result: Created/ executed differentiated portfolio resource allocation strategies across 5 Divisions. Led Group Strategic plan and portfolio assessment for ISR, Space, Communications, Cyber, EW, Technical and O&M Services businesses. Created strategy to diversify company into non op-tempo (supplemental) driven customers/markets/platforms. Plan approved by ITT Corporate Board. Defense Sales doubled from $3.B (2006) to $6.1B (2008) through combination of executing organic growth, acquisition strategies and new business development processes. Launched and championed FAA ADS-B and JCREW cross division capture teams and intra division proposal review process. ITT won both strategic competitions ($3B potential). Identified $1.7B EDO acquisition, led strategic rationale, due diligence, organizational alignment and Defense-wide integration across 20 facilities and 5 divisions. Also, acquired Dolphin (Classified Cyber/Info Operations) company. As President (ES), integrated/consolidated 4 EDO Divisions serving the ISR, Communications, Counter IED and Controls/Structures markets. Show less

Promoted to lead $138M sales/year EW, CNI business. Developed and executed new organic growth and diversification strategy achieving $400M sales/year and best in class financial metrics. Changed organization construct/paradigm; Created new market/customer facing organization and leadership team supported by process focused centers of excellence. Achieved 20% organic 5-year CAGR vs. a 3% served market CAGR with ‘0’ benefit from war supplemental, premier ROIC >100%, 80% competitive win rate… Show more Promoted to lead $138M sales/year EW, CNI business. Developed and executed new organic growth and diversification strategy achieving $400M sales/year and best in class financial metrics. Changed organization construct/paradigm; Created new market/customer facing organization and leadership team supported by process focused centers of excellence. Achieved 20% organic 5-year CAGR vs. a 3% served market CAGR with ‘0’ benefit from war supplemental, premier ROIC >100%, 80% competitive win rate (industry benchmark), improved Operating Margin 400 basis points to 15.6.%. Instilled continuous improvement value-based six sigma culture and leadership/employee development program. Avionics received Chairman’s Award for Operational Excellence and 3 Geneen Awards - ITT’s highest honor for team and individual performance. Show less

Recruited to improve program cost, schedule, technical, customer satisfaction, sales, margin performance, and strategic planning process. Co–created and launched the ITT Value Based Product Development Stage/Gate Initiative defined as a best practice and implemented throughout ITT Defense.

Recruited to lead privately held, overleveraged $350M sales/year rollup of commercial telecommunications, defense electronics and aero structures businesses that was pending potential bankruptcy. Concluded business not solvent in first 30 days. Worked with creditors, banks, Credit Suisse (advisor) to split company into 3 distinct businesses to optimize sale of each. Received premium to market offers on all 3 businesses which the bondholders refused, forcing company into Chapter 11 filing. Led… Show more Recruited to lead privately held, overleveraged $350M sales/year rollup of commercial telecommunications, defense electronics and aero structures businesses that was pending potential bankruptcy. Concluded business not solvent in first 30 days. Worked with creditors, banks, Credit Suisse (advisor) to split company into 3 distinct businesses to optimize sale of each. Received premium to market offers on all 3 businesses which the bondholders refused, forcing company into Chapter 11 filing. Led each company through a Chapter 11 reorganization and sale while maintaining business, employee, supplier, customer and bank continuity. Tyco (Ma/Com) bought defense electronics, Carlyle bought aero-structures and Endwave bought the broadband business. Show less

Promoted by CEO to turnaround this provider of defense, commercial systems and services suffering from five years of sales and profit decline. Restructured, consolidated and reorganized businesses/facilities. Eliminated 30% of indirect/G&A and 50% of facility capacity and defined new growth strategy, leadership team and organization construct. Served markets included: Air Defense, C3I, Display Systems and Advance Systems. Full P&L.

Recruited to turnaround and strategically reposition underperforming $200M sales/year multi-facility inertial only business. Led development and execution of new strategic plan and ' burning platform' change imperative to diversify and transform this legacy business suffering from years of sales and profitability decline. Led new organic and acquisitive growth strategy. Acquired and integrated two companies, led new business diversification/ market penetration plans while improving program… Show more Recruited to turnaround and strategically reposition underperforming $200M sales/year multi-facility inertial only business. Led development and execution of new strategic plan and ' burning platform' change imperative to diversify and transform this legacy business suffering from years of sales and profitability decline. Led new organic and acquisitive growth strategy. Acquired and integrated two companies, led new business diversification/ market penetration plans while improving program management leadership team and performance. Result: Created and led new organization construct to focus leadership on program performance, diversified growth and center of excellence functional accountability.Created 6 Business Area's with full Strategic, BD, Program management, Technical and contract execution responsibility: Traditional Inertial, Fiber Optic Inertial, Acoustic Systems, Integrated Systems, Displays and Control Systems and IFF/C3 systems. Result: Achieved all strategic, growth, financial and leadership change objectives. Increased competitive win rate from 34% to 82% and grew from $209M to $500M (24% CAGR) amidst a market downturn. Improved Business Operating profit % from -4% (FY95) to 11% (FY99). Turnaround a success - all goals achieved. Promoted to President of another troubled division. Show less

Recruited to turnaround and reposition a $325M sales/year multi-facility Inertial, Avionics, ATE, Displays and Integrated Systems business. Full P&L. All goals achieved.

Recruited to revitalize and reposition an unprofitable $75M sales/year provider of electronic systems (stores management, power management, displays and controls) recently acquired by SMITHS UK from Lear Seagler. All goals achieved. Improved profit margins from -12% (1988) to 15% (1993), On time product delivery from 50% to 98%, Grew sales to $150M, and achieved an 80 % competitive win rate (14/18). P&L for four business areas.

Recruited to revamp business strategy, improve market positions and develop investment strategy to maximize growth and margins of this $2.5B sales/year group. Managed the business strategy, resource allocation and business development functions. Led new portfolio resource allocation strategy redirecting 40% of discretionary investment (IR&D, B&P, Capex) from low growth to higher growth business resulting in a 25% improvement in orders. Co-developed diligence and integration plan for RCA A&D… Show more Recruited to revamp business strategy, improve market positions and develop investment strategy to maximize growth and margins of this $2.5B sales/year group. Managed the business strategy, resource allocation and business development functions. Led new portfolio resource allocation strategy redirecting 40% of discretionary investment (IR&D, B&P, Capex) from low growth to higher growth business resulting in a 25% improvement in orders. Co-developed diligence and integration plan for RCA A&D acquisition. Show less

Promoted from division to create and implement a business strategy to improve Corporate ROE over 3-years. Created first defense, aerospace and marine systems strategic plan for $2.3B of business approved by Chairman and CEO. Also worked with commercial computer (Univac) in defining strategy and eventual sale to Burroughs.

Recruited for high potential employee training program. Initiated major make-buy manufacturing analysis on fixed price production contracts. Led previous 80% make to 50% buy decision, saving 8% ($4M) of $50M inventory. Co-developed with marketing winning proposal strategies for three major air defense and radar competitions, generating $1B in new business.