Chris Hyskell Email & Phone Number

Melbourne, Fl, Us

Melbourne, Florida, United States

Merritt Island, Florida, United States

Directed the planning, execution and supply chain optimization efforts for engines and rocket manufacturing facilities. Balanced qualitative and quantitative methods to effect productivity and workflow.In a startup environment, I created complex production schedules for all major work centers to ensure critical path components were prioritized and tracked vs. goal. These schedules sequence work and track variances to plan and resource constraints, ultimately providing accurate completion (and revision) dates of sub-assemblies.Created supply chain and ERP signals to manufacturing centers sequenced to meet Annual Operating Plan targets. Produced “Clear to Build” expedite signals for focused action. Analyzed internal capability/capacity vs outsourcing, cycle time, backlog, staffing deficiencies and supply chain lead times.Reported production status to the CEO and executive staff through weekly schedule adherence tracking, consumption metrics, supply chain late-to-need reports, float driver reports and “Top 10” weekly production drivers.Created a manufacturing-focused data analytics team to produce throughput metrics, cycle time analytics, schedule adherence indicators and budgetary controls.Metered and controlled work release to production environments according to schedule. Tracked completion reports, work center labor forecast, and variance to plan analytics for three large aerospace manufacturing centers.

Melbourne, Florida Area

Lead a team of contract managers, analysts, and senior professionals to accurately collect base cost and calculate overhead billing rates and fee for approximately 1,200 projects amounting to $5B+ annual revenue.Represented L3 Harris in various government engagements with the DCMA, DCAA and other external government agencies to finalize contracts and submit contract closeout financials.Automated repetitive processes to reduce staffing by 8-10 full time positions. Using Repetitive Process Analytics, automated process robotics would complete several time-consuming analytical functions. Results reduced overhead costs by approximately $1.2M annually.Partner with POCs at DCMA, DCAA and other external government agencies to finalize and close contracts.

Melbourne, Florida Area

Colorado Springs, Colorado Area

Automated billing processes and reduced non-value add work resulting in sustained 35% increase in productivity. Headcount requirements were reduced by 5 FTE resulting in $300,000+ annual labor savings.Managed a technical staff of 20 office specialists and 94 field specialists performing complex meter management and billing programs, generating nearly $900M in annual revenue. Approx. 2.8 million bills and letters were created annually from billing and metering processes.Implemented a new returned mail process to automatically find and forward return mail well above and beyond USPS capabilities. Program is yielding approximately $200,000 per week in potential accounts receivable that would otherwise be lost mail. Reduced central service center staffing needs by 2 FTE from reduction in inbound mail.Created new internal program to monitor and improve transactional accuracy. Raised accuracy bar nearly 2% every year without a single employee failing to meet the target.Oversaw a multi-million dollar RFP and vendor selection for bill printing and mailing services. New award enhanced internal business continuity and reduced outsourced print and service costs by 5% annually.Certified in Electric Power Systems Disaster Management and Response.Responsible for short and long term department operating plan (OP).

Melbourne, Florida Area

Managed the Financial Analysis, Planning and Document Controls divisions for GE Intelligent Control System's (ICS) North American projects and products portfolio.Directed requirements and user testing for creation of project accounting and purchase order data development in Oracle Business Intelligence reporting system.Planned fiscal, material, and human resource requirements for all new business and ensured timely creation of schedule, cost control and risk management functions.Provided oversight and analytical support of Project Management Organization (PMO) and Engineering to ensure balance of profitability and production consistent with customer expectations.Oversaw creation of yearly division internal operating plan (IOP).Periodically conducted deep-dive analysis into focus projects to mitigate financial risks and advocate on behalf of GE ethics and business objectives.Responsible for feasibility analysis and risk assessment of Project Control related commitments for all new business proposals prior to submittal.Completed the Manager Development Course at GE's Leadership Development Center in New York.

Patrick Air Force Base, Satellite Beach, Fl

Managed technical, financial and risk components of several complex hardware and software development projects that serve a common goal of upgrading and maintaining mission-critical launch data and tracking systems.Completed internal PMP certification and pre-curser courses to official PMI PMP certification.Used formal Earned Value Management techniques to manage resources, funding and schedules in order to meet project requirements within schedule and budget constraints.Reported progress to and worked closely with GPO to stay within contract scope and specifications.Managed all project risks: schedule, cost, technical, safety and dependent projects.Managed fixed price (FP) and time & material (T&M) projects under a cost + award fee (CPAF) program structure.Cyclically analyzed cost and technical status vs. baseline plan. Generated and reported EVM metrics and investigated trends and variances outside of tolerance; created solutions to negative variances. Presented analysis packages and path-forward solutions monthly to government officials and Exelis directors.Generated and baselined several multi-million dollar proposals to establish long term security and hardware upgrades projects.

Cape Canaveral And Melbourne, Fl

I served as Finance Lead transitioning into Business Planning and Production Lead for the Persistent Threat Detection Systems program for Lockheed Martin IS&GS Defense from 2006 to 2011.Business Planning and Execution Lead:Planned and directed the production of $267M of ID/IQ contracts. Successfully managed dramatically expedited schedules to meet customer needs without missing a delivery date.Lead the implementation of an advanced Enterprise Resource Planning (ERP) system that revolutionized material ordering, planning, tracking and human resource and budgetary management.Served as Business Case Lead on over $1B of proposals dealing with the production and service/support of PTDS systems in Afghanistan and Iraq. All proposals resulted in Wins.Grew production capacity 800% in a 3 month period to meet dramatically expedited schedules. Successfully delivered all systems on time and under budget exceeding customer expectations.Managed detailed Microsoft Project schedules for all production activities.Managed nine direct reports.Finance Lead:Implemented a lean Earned Value Management system that allowed production flexibility while maintaining financial integrity.Responsible for the program's EVM processes and reporting by work package to create standard EV metrics.Reported financial and schedule status to customers and senior LM management monthly, with recommendations.Kept cumulative CPI and SPI near 1.00 despite significant program growth and 13 scope modifications.Developed yearly Long Range Financial Plans and monthly Orders/Sales/EBIT forecasts. Communicated variances to plan and implemented corrective actions.Modeled complex financial scenarios and forecasted cost, revenue and profit. Monthly actual vs. forecasted revenue and profit variance averaged 3% throughout 2008.Conducted weekly finance strategy meetings with program management that helped shrink overhead costs by 19% over two years.

Analyzed program orders, sales and EBIT, compared to plan/EAC and reported variances to CFO.Took the lead on implementing the new LMMS financial system (TM1) and trained controllers throughout the country on its use.Worked with the finance team to consolidate and report the long range plan to the executive staff and quickly update plans according to staff input.Created and managed budgets for executive flow-down costs to make management aware of how their spending affected profitability and competitiveness.

B.S., Finance/Accounting

Activities and Societies: Delta Sigma Pi Professional Business Fraternity

Bachelor Of Science (B.S.), Business Administration, Management And Operations