As Senior Plant Director, I am responsible for leading the execution of all defense, commercial, and cabin management contracts from the Clearwater, FL site, ensuring quality, delivery and service are aligned with customer requirements and expectations.

Smiths Interconnect, Inc. (SII) is a multi-site $100M/350 employee defense business specializing in integrated microwave subsystems, microwave components, defense antennas, and commercial SATCOM antenna systems. SII does classified work for the DoD and operates under a Special Security Agreement (SSA) due to its foreign ownership.As President, I oversaw the integration of the three defense businesses (TRAK Microwave, TECOM Industries, and Millitech, Inc.) to create SII as a single integrated business. The integration substantially reduced fixed costs and simplified the overall business structure. The integration included ERP migration, portfolio rationalization, organizational structure re-alignment, and footprint consolidation.Throughout my tenure at SII, I focused substantially on building customer relationships and growing business with defense prime contractors. We Implemented key account plans for strategic customers, created a new business capture team, installed a new sales rep network, and implemented many other front-end improvements to grow the business.I oversaw improvements in contract execution and operational performance. We embedded best-in-class stage gate, program management, risk management, and integrated product team processes. As part of our footprint consolidation, we created a manufacturing center of excellence, including autonomous production units, master production scheduling, 5S, visual management, and other operational excellence elements.

Smiths Detection is a global leader focusing on threat detection and screening technologies to protect people and assets. Smiths Detection, Inc. (SDI) is a $500m/900 employee U.S based entity operating under a Special Security Agreement. As President of SDI, I led the business following the acquisition of Morpho Detection. My key activities were installing a new leadership team, building out the underlying organizational structure, overseeing the synergy projects, and meeting financial commitments throughout the integration.

TRAK microwave was a multi-site $65M, 250 employee defense business specializing in integrated microwave assemblies, microwave filters, ferrite products, and precise time and frequency systems. As President, I had full P&L responsibility and led the turnaround of the business positioning it for steady and profitable growth and improved operational performance. During my tenure, the core business grew by 15% annually through customer partnering, program investment, and operational improvements. As part of building a solid business foundation, I oversaw the transformation of all our core business processes, including proposal, pricing, program management, and contract review.

Cobham Baltimore (formerly Nurad Technologies) was a $40M, 150 employee business specializing in antennas and radomes for DoD applications. As General Manager, I had full P&L responsibility and led the turnaround of the business, making it one of the most consistently profitable businesses in all of Cobham. Cobham Baltimore uniquely offered integrated antenna/radome assemblies for defense applications. Our successful growth story was anchored on partnering with defense primes, leveraging our unique integrated capabilities, and investing in their next generation programs.

Ratech designed and manufactured ground/tower-based radomes for a variety of weather, air traffic control, radar, and communication applications.As General Manager, I restored the business to profitability and regained credibility and confidence within our customer community. I substantially elevated the external profile of the company through a marketing blitz and installed many foundational operations elements, including ISO-9001 certification. I was personally responsibility for $6m of new business.

As Director of Advanced Technology, my charter was to grow the radome business and correspondingly improve our internal operational and technical capabilities. I led all new business pursuits for composite radomes resulting in >$50m of new business. I oversaw our R&D projects pertaining to composites and led the internal deployment of a variety of business excellence and lean manufacturing tools to improve our competitiveness.