Full Turn-Key, Vertically Integrated, Contract Manufacturer with Design/ Redesign and Obsolescence Mitigation Services.Capture Lead - Prime Contract Award: $7.143 BNN00421-20-D-0086, Contract Vehicle for NAWCAD Full Rate Production (FRP) (MAC) (IDIQ), Build to Print, 10-yearCertified:AS9100D/ ISO9001:2015/ ISO13485/ ISO14001Compliant:DFARS 252.204-7008/7012/ 7019/ 7020CMMC Level 3NIST SP800-171 rev2, self assessment loaded into SPRSJCP/ DD2345 - 76491Partnering:DFARS 252.246.7007/ Counterfeit AvoidanceDFARS 252.246.7008/ Sources of Electronic PartsQSLD & QTSL

• Manage the overall business operations at four manufacturing, maintenance- repair and custom integration sites: Atlanta (92,000 sq ft), San Diego (20,000 sq ft), Mersin, Turkey (65,000 sq ft), Afghanistan (US Government Facility); less than 75 employees & $15MM in revenue.• Drove the implementation for a Facility Clearance (FCL), the 1st time for any Wamar Entity.• Set Global Strategy for business capture through International Ministry (OCONUS); manage all Profit and loss (P&L).• Strategize with senior leadership team to gain efficiencies within the global operations and identify new vertical markets• Lead reorganization and rebranding, improving organizational efficiencies.• Collaborate with business team partners to capture large scale government IDIQ opportunities.• Participate in complex negotiations to mutually beneficial outcomes.• Captured & executed the 1st DOD contract through our Wamar Turkey facility with the USAFB, Incirlik, Turkey.• Captured & executed the 1st Royal Customer, King of Jordan; Tactical Mess Network & COC vehicle.• Oversaw the execution of the 1st technical demonstrations for Joint Special Operations Command (JSOC), USSOC, FBI, NYPD, Dept of State/ CIA/ DC Parks Police.• Initiated in M&A discussions with 2 investor groups, still in progress.• Implemented Enterprise Sales & CRM Tool, increased opportunity pipeline for (Prime & Subcontract) opportunities from $10MM to $500+MM, including 32 classified opportunities.• Current participant in the Vistage Group (CEO Level), professional development group, amongst industry peers.• Reinvigorated the Wamar Technology Enterprise from post Reduction in Force (RIF) mentality to a competitive one.• Responsible for growing & mentoring Global Sales & BD force, while not losing focus on CONUS growth within DOD.

• Responsible for the 100% of the company’s Military & Aerospace Business Development, Sales, Key Account Management and Contract Management; less than 50 people & $20MM in revenue.• Drove the implementation for a Facility Clearance (FCL) and acted as Interim Facility Security Officer (FSO) and ITAR/EAR Compliance Officer.• Manage from Capture Team, Proposal Development, Contract Award review, to assignment of Technical PM; through overseeing Project Schedule, ETC/EAC reviews, contract close-out.• Develop new relationships with Tier 1 & 2 OEM's and Contract Manufacturers.• Create and maintain a pipeline of Build to Print & Build to Specification weapon system & CBRN requirements.• Accountable for $20M in sales, while managing multiple BD managers within 2-time zones and back office marketing/ inside sales representative.• Expand past performance into all of the branches of services and the DHS.• Manage DWT’s Diminishing Manufacturing Sources and Material Shortages (DMSMS) Program.• Use the KAM role to increase formal recognition of DWT's CPARS Rating (Quality) and customer satisfaction survey's.• Develop a new strategic re-branding of DWT, from a precision machine shop to a full turn-key electro-mechanical, contract manufacturer; while site implements AS9100 rev C..

IMS Purchased by Zodiac Aerospace• Responsible for the overall Enterprise Management including Pursuit Strategy, DoD liaison, Prime Contractor interface, Communications, Program Management, Contracts, Finance and Engineering for a newly created Business line.• Managed Engineering Services offerings within existing Prime contractors: Boeing HB (JTRS GMR), Honeywell SD (HUMS), NGC SD (UAS-GN&C), while setting up strategic teaming agreements with SRC & ITT.• Directly responsible for coordinating with Boeing Supplier Management and Engineering to develop the first BEST rating for the company, a SILVER rating was issued in May, while supporting PEO JTRS.• Developed the idea and lead a team to develop 3rd party GUI applications which were integrated onto our FAA certified Electronic Flight Bag (EFB); these provide military aircrews an enhanced Situational Awareness, while offering the government Prime’s a lower total cost of ownership proposition due to the use of COTS HW & SW.• Increased information flow across separate business lines within the company, output resulted in reduction of redundant overhead while increasing Business Development synergy from the new interpersonal relationships.• Expanded the company’s service offerings by introducing SharePoint & Cloud Computing into our Federal/Govt and DoD portfolio.• Created and managed a new cross-functional/business line approach to develop a stronger unified company ethos, which focused on out of box thinking, maximum utilization and world-class execution.

Fiscal year ending 2015, Thales Group, in excess of $15.6B in revenue.Deputy Military Operations (West Coast)•Collaborated and supported the VP/GM (TDSI), interfaced with the President of TAI & TDSI and worked special assignments as required. •While in the capacity of Deputy, assisted the VP/GM to surge recovery plans within the department.Senior Program Manager: Boeing VIP IFE Program, 747•Developed and delivered a custom IFE system (Hardware & Software)•Maintained the relationship of this high visibility Prime and Customer (USAF)•Delivered 10 custom Software and GUI releases per DO-178B guidelines•Negotiated FAR 12 contracts including development, production, repair and requirements contracts.Senior Program Manager: L3 Comm VIP IFE Program, 757 •Developed and delivered a custom IFE system (Hardware & Software)•Delivered 6 custom Software and GUI releases per DO-178B guidelinesSenior Program Manager: C-17 DPVS Camera System•Returned an underperforming production line within 9-months to an over-achieving revenue line by improving On Time Delivery (OTD), Boeing BEST from Red to Silver and reduced Cost of Quality (COQ) by 30% through implementation and deployment of a real-time data collection process on the production/test floor.•Lead the camera & controller redesign effort per Mil-Stnd 810C/D guidelines, including managing an outsourced effort to a 3rd party engineering supplier due to a last minute turn-over of Subject Matter Expert.Key Account Manger/ Business Development – Connectivity, Avionics & new technologies•Acted as the Director of Program Management for the capture activity for the KC45 Tanker program, liason between Thales FR, Thales UK, Airbus Military, Thales US and EADS NA.•Acted as Lead/KAM for L3 Comm I/S and PID for aircraft connectivity systems (SATCOM & IFE), GMTI radars, aircraft intercom and new technologies.•Lead and delivered a global C130J SATCOM and Intercom proposals to the USAF, in excess of $100M.

Small Business Owner - Service Disabled Veteran OwnedSmall business teaming expert, specializing in obtaining and qualifying outsourcing partnerships in support of military, government, commercial and private industry directives in order to provide a cost-savings utilizing a dynamic core-competence approach to fulfill sub-contract activities for large scale national projects. Created renewable resource cost centers, which fund other critical task items for functional departments within OEM’s and CM’s, while reducing their liability of E&O by reintroducing components during MRP analysis and selling to the open market. Worked with Program Managers, Supplier Program Managers, Supply Chain Managers, Component Engineering Managers and Document Control personnel to identify potential cost-saving opportunities and BOM discrepancies, while maintaining the highest delivered quality. Responsible for identifying new opportunities within Tier 1 & 2 OEM’s and CM’s who are agreeable to partnering with third party electronic component distributors, while supporting existing client base. Provided program management, component engineering analysis, supply chain management consulting to Prime contractors such as L-3 Communications, Broadcom, BAE Systems, and Raytheon respectively. Developed a small business consortium (Core Competency Company’s) to partner with, in order to compete for government small business set-aside solicitations, to include PCB manufacturing bids. Contributed/ coordinated in the initial and on-going business-planning model for launching new commerce ventures.

Volunteered to support Combat Operations in support of Operation Iraqi Freedom I (OIF I).

End fiscal year 2015 with $5.6B revenue.When employeed at the Foothill Ranch, Ca facility, was accountable to the largest Customer Focus Team (CFT) on site. Managed a high-volume, global supply chain, to include allocated materials, while managing to meet the OEM’s increased forecast by over 25% and maintaining delivered quality figures. Directed an Excess & Obsolete (E&O) Tiger Team, responsible for saving the site millions of dollars in potential lost claims or in direct mitigation. Managed a Cross Functional Business Improvement Team (BIT), which focuses on increasing the velocity of non-conforming material, from 60+ days to approx. 10 days, while reducing the overall sites dollar value in MRB from $4 million dollars to less than $400k. Collaborated with the Business Unit Manager and the site GM to establish Customer Focused Teams (CFTs) to identify items that are impacting the customer; this team worked at preventing customer issues as well as lead existing customer issues. Worked closely with CFT to insure that customer requirements were met and assisted the team members in time management in order to prioritize their workload when conflicts in priorities arose within their functional department.Adopted a ‘Management by Metrics’ approach to running CFTs, with weekly reviews of metrics and a RCCA/ continuous improvement mentality, which drove achievements of all goals. Executed a Pilot Build for a new developmental Enterprise Server, in a shorter than normal NPI cycle, while maintaining focus on three sustaining products. Selected by the site GM to head a “site-level BOM reconcile team” as part of a Program Management initiative; resulted in the savings of no less than 5 million dollars.

Heliborne Platoon commander, Combined Anti-Armor Team (CAAT) Platoon Commander, Executive Officer, Company Commander and Battalion Logistics Officer

Participated in combat operations in support of Desert Shield & Desert Storm