Level of Authority: $56M P&L responsibility for a 75,000 Sq. Ft corporate aircraft facility managing 150 employees across maintenance, quality, planning, and operations. Report to the Vice President of customer experience and delivery. Challenges: Grow the P&L, drive turnaround of the facility using KPI’s that reduce safety incidence, quality escapes, on time delivery, productivity, and cost, while increasing head count within budget. Prepare facility for future expansion into a 350,000 sq. ft facility in Opa Locka. Established high performance aircraft teams to provide accountability to aircraft projects P&L and facility KPI’s Reduced TCIR from a 3.20 YOY to 1.90 by end 2019 Reduce aircraft damage incidents by introducing SOPs, and Best Practices Increased revenue from $49M to $56M year end 2020 through level loading of the facility and crew re-alignment Establish goals and objectives that supported short- term objectives and long-term objectives set by corporate office. Ensured that all maintenance activities for which the Repair Station is rated were performed in accordance with the current Federal Aviation Regulations (FAR’s), manufacturers’ recommendations, company policies and Repair Station Manual (RSM). Ensure that operating procedures are in compliance with the laws, regulations, airworthiness directives, and safety standards. Meet with customers to resolve disputes and develop relationships  Re-aligned and right sized the facility to be able to conduct work, and work through the COVID-19 pandemic

Level of Authority: $38M P&L with 6% margin, 110 employees across maintenance, FAST teams, inventory, operations, and quality. Report to the Vice President of product support. Challenges: Grow revenue and margin, ready the site to a 164,00 sq. ft facility. Re-establish a culture of safety and quality and realign the business with the corporate standards to achieve an optimal performance. Increased margin over a 5-year period to 20%  Improved safety - reduced TCIR rate to below company average, and reduced aircraft damage incidents YOY  Achieved all facility and corporate KPI’s  Establish goals and objectives that supported short- term objectives and long-term objectives set by corporate office. Ensured that all maintenance activities for which the Repair Station is rated were performed in accordance with the current Federal Aviation Regulations (FAR’s), manufacturers’ recommendations, company policies and Repair Station Manual (RSM). Ensure that operating procedures are in compliance with the laws, regulations, airworthiness directives, and safety standards. Meet with customers to resolve disputes and develop relationships

Level of Authority: $32M P&L owning 60% of the component repair market based on its capabilities overseeing of 100 employees. Report to Vice President of Product Support and the Director of R&O. Challenges: Reestablish the new Part 145 component repair station certificate. Reestablish the business. Wrote new repair station manual and certified with the FAA Created a new capabilities list placing it in the highly specialized component market Established and built facility sales team  Reestablished customer relationships Reduced all inactive and excessive inventory Established inventory levels through the max min process Negotiated contracts with other OEM’s for repair and overhaul of aircraft components Grew business from $0 P&L back to $32M Cash (excluding intercompany revenue) after 6 years  Aligned the culture and business to a trajectory of revenue growth that has multiplied to this day Ensure facility conducts all maintenance in accordance Federal Aviation Regulations and approved technical data Facilitate and develop a Lean culture and best practices Conduct direct report employee evaluations

Level of Authority: $20M P&L, managing 82 employees. Report to Vice President/General Manager Long Beach.Challenges: Integrate the business into company culture and standard after acquiring from another business. Increase hanger capacity by leasing adjacent hanger. Grow the P&L.  Responsible for overall leadership and performance of the site P&L responsibility, ensured that Corporate, Company, and Facility financial operating plan were met  Work with Finance Manager, managing department budgets planning and implementation  Ensure both corporate and facility policy and safety procedures were adhered to Collect past account receivables work with customer disputes Implemented a culture of safety, quality, and continuous improvement and standardization processes Involved in customer relations to ensure customer satisfaction and repeat business  Promote employee teamwork, growth, and high moral  Direct customer support Ensure facility conducts all maintenance in accordance Federal Aviation Regulations and approved technical data Facilitate and develop a Lean culture and best practices Conduct direct report employee evaluations

Level of Authority: Responsibility of the Westfield facility Operations area, which included. Aircraft Service, Avionics, Refurbishments, Sheet Metal, NDT, APU, and Tool Room Cost Reduction Management  Involved in customer relations to ensure customer satisfaction and repeat business  Ensure both corporate and facility policy and safety procedures are adhered to Promote employee teamwork, growth, and high morale Work with General manage and Finance manager, managing department budgets Collect past account receivables and resolve customer disputes Ensure facility conducts all maintenance in accordance Federal Aviation Regulations and approved technical data Facilitate and develop a Lean culture and best practices Conduct direct report employee evaluations

Level of Authority: Manage and oversee inspection process to ensure that each aircraft inspection is done in accordance Federal Aviation Regulations and approved technical data and is profitable by working to financials Oversite for Gulfstream GII, GIII, GIV and Hawker 125, 3A, 4A, 400, 600, 700, 800, 800XP Manage and oversee inspection process to ensure that each aircraft inspection is profitable by working to financials Allocate manpower as necessary to meet aircraft out dates and schedule Quote airframe inspections Manage all hours allocated to jobs Order parts and materials and troubleshoot technical aircraft problems Employee Evaluations Work with customer to ensure their aircraft inspection requirements are being met

Level of Authority: Perform Calendar, hourly, and general maintenance in a Part 145 Repair Station to keep the part 135 aircraft in and airworthy and operational readiness.  Experience, Inspections, and Troubleshooting on Hawker 125/600-125/700, Westwind 1124-1124A, Citation 500/550, Lear Jets, Aero Commander, Turbo Commander, and Gulfstream II, III, IV aircraft Pre-flight inspections 150 hour and 72-month inspections Extensive trouble shooting of: Mechanical, electromechanical, Hydro-mechanical, pneumatics systems, fluid systems and environmental control systems Aircraft Consulting Aircraft Appraisal

Level of Authority: Perform maintenance checks and completion items for new and in-service Gulfstream aircraft.  Flight control and powerplant rigging  Complete aircraft systems operations check’s Aircraft modifications (S.T.C.) Pre-flight inspections 150 hour and 72-month inspections Blueprint reading and C.M.P. Engineering orders and dispositions Extensive trouble shooting of: Mechanical, electromechanical, Hydro-mechanical, pneumatics systems, fluid systems and environmental control systems