Responsible for the development and maturation of strategies associated with the multi-billion dollar support business of Sikorsky Aircraft. Focus areas include planning related to core business growth and profitability, globalization, new product opportunities, and expansion into new aviation markets. Provide business segment leaders with a comprehensive understanding of their respective markets and opportunities as they relate to company objectives. Develop strategic vision elements for 3, 5 and 10 year planning cycles. Responsible for incorporating strategic themes and messaging into all aspects of marketing and communications products. Leading a company rebranding initiative focused on marketplace clarity and brand architecture. Developing higher purpose messaging and new brand guidelines with agency assistance from Leo Burnett. Member of the Sikorsky Aircraft Competitive Intelligence Council, in addition to the United Technologies Aftermarket Council. Report directly to the president of Sikorsky Aerospace Services, the service and support business of Sikorsky Aircraft.

Developed the strategic pursuit process for the Sikorsky Aerospace Services business development team. Incorporated United Technologies business methodologies, emphasizing performance measurement metrics, standard work, and customer/market feedback. Implemented sales funnel management tools and formalized objectives and communications associated with aftermarket initiatives.

Managed a multi-company team responsible for design, coding, and implementation of an advanced process engineering application. The application was part of an infrastructure upgrade that focused on providing a suite of integrated digital design tools to optimize engineering practices and reduce overall cost associated with design and manufacture of helicopter products.

Led an integrated product development team responsible for the design and manufacture of a new commercial passenger helicopter. The team was responsible for design-for-manufacture methodologies, process tooling plans, capital equipment requirements, facility requirements and partner interface protocols.

Managed a plant-wide modernization program, which analyzed facility cost drivers and identified modernization opportunities. Developed and implemented improvement plans using design, manufacturing, and quality data as the discriminators for process improvement. The modernization program implemented initiatives focused on material processing for gear manufacturing.