Upon the resignation of my successor, returned to RAC on a part time basis to manage three audits and train the new GM, Chief Compliance Officer. Audits included internal AS9100 audit, AS9100 Registrar audit (no non-conformities), FAA (FSDO) audit (no non-conformities, and approval of RAC's revised Part 145 Repair Station & Training Manuals).

General management responsibilities for a privately held helicopter parts manufacturer include:All elements both strategic and tactical of materials management including warehousing, shipping and receiving. All elements both strategic and tactical of international trade compliance including policy development.All elements both strategic and tactical of AS9100 compliance including quality system manual development.Designated FAA Coordinator - Certification Branch (formerly ACO), Certificate Management Section (formerly MIDO) & Flight Standards District Office (FSDO for Part 145 Repair Station).Managed all quality system (AS9100), all FAA, all other USG entity and customer audits including developing and implementing any corrective actions if required.

Senior leader in the Sikorsky aftermarket division responsible for leading various new acquisition efforts including strategy identification and development for key growth areas in the aftermarket aerospace segment as well as leading the integration of recently acquired subsidiaries.Deal lead and primary interface with partner/target companies for multiple acquisition efforts.Led cross functional diligence teams of up to 25 people in the analysis and evaluation of potential acquisitions.Created and presented target strategy and valuation to Sikorsky executive team and strategic proposals to external partners and target company executives.Led a team of analysts in developing market analysis for both domestic and international business segments.Integrations:Acting General Manager, EnfliteEnflite is a $28 million, 90 employee subsidiary of Sikorsky acquired in 2010 and located in Texas, Enflite manufactures various interior and galley products for high-end business jets.Provided leadership, direction and corporate management oversight to operations, development programs and customer relationships.Instituted best practices and drove process improvements both in operations and in business systems achieving 21% year over year revenue growth in 2013. Reestablished trust with customer representing over 60% of Enflite's annual revenues

AMMROC delivers a wide range of fixed and rotary wing aviation Maintenance, Repair and Overhaul (MRO) services to the UAE Armed Forces. Led and directed a fluctuating workforce of over 50 employees co-located in the United States and the United Arab Emirates in executing the due diligence, set-up and initial start-up efforts of a projected $2 billion joint venture.Protected Sikorsky’s equity stake by ensuring the delivery of the services and support required for AMMROC to achieve operational success to meet both its customer’s needs and its financial commitments.Established permanent staffing of all functional support departments resulting in revenue generating operations in less than 16 months.Achieved planned synergies resulting in significant sales of products and services between Sikorsky and AMMROC.Established and maintained U.S. International Trade Compliance programs and processes.

Expanded CFO role to include strategic management and operational oversight of the Finance, IT, Business Practices, Facilities, Office Services, and Environmental Health and Safety operations of a 400 employee, $500 million subsidiary of Sikorsky. One of three corporate officers who represented HSI, a privately held, family owned company to prospective buyers resulting in the acquisition of the company by Sikorsky Aircraft in December 1998.Successfully led the executive team in managing all pre-purchase due diligence and the post-purchase integration and transition into a publicly held company including full implementation of Sarbanes-Oxley financial controls. Led critical post acquisition changes resulting in outstanding business results including 6X and 12X increases in revenues and EBIT respectively with an increase of only 3X in employees over ten years.Led the on-time and under budget consolidation of HSI’s multiple sites of operations into a single build-to suit facility in Trumbull, Connecticut.Led the successful integration of a $12M repair and overhaul business acquired in 2005 in Texas.Managed a 30+ member finance team:Ensured integrity of financial information and systems, accuracy of budgeting, forecasting, financial planning and analysis, cash management, business metrics reporting, and all general accounting functions and public corporation compliance requirements. Managed a 15+ member team of IT professionals: Provided executive oversight of all aspects of the HSI's best in class information systems including network management, system security, hardware evaluation, acquisition, implementation and maintenance, development and support of proprietary operating software integrated with non-proprietary software systems (MAS 200 & VIsual Manufacturing).Managed a two person team driving HSI’s world class Environmental, Health & Safety program achieving a safety record of only one minor lost time injury over last six years.