- Led the Defense and Space OEM team of nine people responsible for improving Defense and Space OEMs Customer (Lockheed Martin, Northrop Grumman, General Atomics, Leonardo, Airbus, etc) performance (OTD, Revenue, Past Due, PPM) and VOC.- Collaborated with multi-functional teams (Customer Business Teams, Order Management, Engineering, Operations, Sourcing/Procurement, Planning, etc.) to define and implement strategic initiatives.- Served as Customer/Strategic Business Unit escalation point to resolve chronic, systemic, and multi-site ISC issues.- Represented ISC at Executive Customer Meetings to discuss delivery performance, recovery plans, and opportunities for improvement.

- Purchased and sold Aerospace products and attended Industry shows to promote company's business and services.- Developed monthly operating system and performance tracking for sales team. - Negotiated flat rate repair agreements with OEMs, resulting in ~20% savings.- Created company proposals and business/productivity improvement recommendations, including ROI analysis for customer programs (lease agreements, consignment, and long-term price contract) and inventory optimization. - Facilitated development of company-wide strategic plan.

- Led the Performance Solutions team of six people responsible for performance improvement initiatives for the Materials Management team (Planning, Procurement, Distribution, and Sub-Contracts).- Coordinated the development of Aerospace ISC Materials Five Year Strategic Plan and AOP, including risk and opportunity management with a focus on improved performance (OTTR, Inventory, Past Due, Revenue, and PPM).- Managed & assisted with deployment of Honeywell Operating System for Materials Management team including tiered accountability, standard work, and rapid problem solving.

- Successfully managed the B&W Pantex (DOE Contractor, Nuclear Weapons) Supply Chain Management Division including: procurement, prime contract management, inventory control, warehouse, logistics/transportation, production control, planning, and property management (~210 people) to achieve DOE objectives. - Exceeded all FY2010 DOE Performance Evaluation Plan (PEP) deliverables, resulting in a best ever score for the Supply Chain Management Division at Pantex of 95.6%, resulting in a 98% of award fee. - Established a Monthly Operating System for the SCM division that included performance metrics, standard work, and monthly reporting of special projects and initiatives.- Actively supported the SCM Center initiatives to drive cost savings and standardization across the DOE complex of Prime Contractors responsible for special nuclear material test and manufacturing.

- Led the Deer Valley Materials Management Team of Planning, Procurement, Warehouse, and Logistics (~100 people) to achieve key performance goals: Inventory, Lead-Time Reduction, OTTR, Revenue, Past Due, MPS Linearity, Supplier Past Due, Budget, and Supply/Demand Alignment to support ~$1B site revenue.- Managed Operating System including tiered accountability, SQP, Monthly Operating Reviews, Supply Demand Alignment, and Critical Shortages/Allocations.- Successfully managed the transition of over 800 active LRUs/$800M in revenue to Penang Malaysia with minimal impact to customers. Accelerated transition schedule by six months while exceeding combined inventory, revenue, and past due performance goals. - Deployed SAP at the Penang Site, including system design, data migration, and processes. - Mentored the Penang Supply Chain Management team, including development and implementation of the MOS, standard work, and business metrics. - Consolidated Sales Quarterly Projection for Phoenix Deer Valley and Penang Malaysia to promote shared accountability for business results.

- Led the Deer Valley team of 15 direct buyers 5 indirect employees (Puerto Rico and Malaysia) responsible for supply/demand alignment of $520M of purchased materials to support $1.2B of revenue. - Responsible for improving key business and site performance including: Supplier OTD, Past Due, OTTR, OTTP, PPM, Inventory, Customer Past Due, Inventory, and MPS Starts/Compliance. - Achieved SQP, STRAP, and AOP results by working collaboratively with peers (Planning, Operations, Quality, Customer Business Teams, Engineering, Finance, and External Suppliers) to identify and resolve issues.- Developed business impact, allocation, and recovery plans as required.- Managed Monthly Operating System, including SQP, Daily Accountability, Supply/Demand Alignment, SIOP, and Monthly Operating Reviews. Actively managed and supported global projects and initiatives to improve performance.

- Successfully led and developed a global team of 27 direct and 18 indirect employees responsible for After Market Avionics & Electrical centralized planning and distribution ($100M inventory/$750M revenue) to support 2000+ external customers and 13 global R&O sites. - Responsible for improving key business performance metrics including: service part revenue/margin, inventory turns, OTTR, fill rate, TAT, MRO service level and material availability, customer past due dollars, E&O reduction, forecast accuracy, PPM, and productivity. Developed standard work, processes and reporting.- Managed the implementation and stabilization of SAP and Servigistics to enable centralized planning, inventory optimization, and improved service levels. Results after 18 months: inventory reduced $10M (~$100M to ~$90M), OTTR improved 8% (88% to 96%), and reduced MRO TAT 1 day (8 days to 7 days).- Consolidated SQP reporting for centralized planning and all 13 Avionics R&O sites to promote shared ownership and accountability for Avionics Aftermarket performance. - Developed Annual Operating Plan for Avionics and Electrical Aftermarket Planning and Distribution including goal setting, deployment, and achievement.