Leader accountable for developing and establishing the company’s new Mission Assurance Group which includes Quality Assurance, Quality Control, Quality Engineering, Source Engineering, and Mission Assurance. Aerion Supersonic is bringing to market the first corporate supersonic aircraft available to the civil market.● Established compliant part 21, 25 and 145 Quality control systems for new type certificated supersonic aircraft● Developed and introduced new advanced acceptance and inspection automated processes● Work seamlessly with all organizational elements to achieve the delivery of quality products on time and at cost● Established corporate wide Process Based Mission Assurance Program (PBMA)● Established corporate level Business Management System● Provide leadership with a focus on development and execution of a robust quality management system, and supporting QA systems & processes, infrastructure and workforce that enable production of products that meet requirements● Define resource requirements and manage departmental operating budget to support program and process needs● Provide direct management coverage for QA owned process elements; Quality Management System, Quality Engineering, Quality Process Support, Inspection, and Document management● Implement quality improvement projects through innovative practices and direct involvement in product development● Improve organizational culture regarding attention to detail, personal warranty and accountability● Champion root cause and corrective action by setting high expectations and driving improvement results● Work to develop and implement proven quality engineering tools (such as Six Sigma, Statistical Process Control, Lean Manufacturing techniques, etc.) in preparation to reduce cycle time, improve yield, and reduce QA associated costs

Senior Director Quality – DOD, NAVSEA, AS9100Assigned to upgrade and improve struggling Quality Management System for local site responsible for delivery of the next generation propulsion system for the new US Navy Columbia class nuclear submarines. Site is a manufacturing facility focusing on electric drive motors, gas-turbine packaging, hybrid electric drives and navy/commercial motors. Site is operating to AS9100, ISO900, NavSea standards. Established Quality Improvement Plan Established Business Excellence Initiative Implementing new QMS while integrating existing good practices Rewrote entire QMS documentation Implemented Risk and Opportunity Implemented FMEAs Implemented Visual Factory Target to improve on time delivery, customer satisfaction and product nonconformities by 30 percent Initiating Quality Standardization Evaluation Program (QSEP) Directed Product Quality, Supplier Quality, Quality Systems, Quality Control, Metrology, Receiving Inspection and Continuous Improvement functions

Senior Director Quality T-100 (T-X)- DOD ACAT 1D (1B),Senior Director for establishing new Quality Management program for Leonardo DRS and Leonardo Aircraft Division (Italy) joint partnership for bid proposal for the USAF Advanced Pilot Training system (T-X) to replace the existing T-38 fleet with a new 5th generation trainer the T-100● Established a joint single QMS for including LDRS and LAD in one certification scheme● Established Inspection and acceptance criteria for all contract deliverables● Built and approved program Statement of Work (SOW)● Approved all documentation prior to customer (USAF) submission (ENs, CDRLs, FPR...etc)● Established DD250 acceptance process for program● Established Document Control process (Doc Ctrl, Style & Media guide)● Member of Configuration Change Board (CCB)● Member of Senior Leadership for Program● Advised and gave guidance for program goals and objectives

Executive Director, Quality & Safety – GACAFAR part 125, 135, 145Executive director reporting to the CEO of a VVIP aircraft management company and its subsidiaries. Airline operates a fleet of Airbus A340, A320, A319, A318, G550, ATR, & Hawker XP. Full Air Ambulance and Medevac operations. Additionally subsidiary companies hold military contracts managing fleet of rotor wing aircraft including S92, S70 & S434. Company operates under the GACAFAR part 125, 135 & 145 with application for part 121 in process.● Completed ISO 9001, AS9110 & OHSAS 18001 certifications in 12 months● Developed EMAR Part M Operations for Military Defense projects● Initiated companies Quality, Safety & EH&S departments● Implemented functioning Integrated Management System (IMS)● Implemented Quality Management System (QMS)● Implemented Safety Management System (SMS)● Implemented Environmental, Health & Safety department● Developed and implemented all company Objectives & KPI’s for all departments● Full P&L responsibility, with all projects reporting under budget● Delivered company process integration map. Enhancing interdependencies, communication and reduction of lost-time

Senior Manager responsible for succesfull implementation of:AS9110 Cetification, CAR-145, ISO 14001Aircraft managment - Military & CivilMultiple platforms: C17, PC-21, C130, CN235, F16, AH64, UH60, PC7, Hawk 61/63/102, Aeromacchi, Piaggio, AS565, MRTT (A330)1000 plus employeesMilitary Maintenance Repair and Overhaul,Full service MRO, O/I & D levelJoint Venture - Mubadala, Sikorsky & Lockheed Martin

Directly responsible for all aircraft maintenance and technical personnel (100+ personnel) that support the DHC-7 aircraft fleet for the US Army ARL program. Directed and coordinated through supervisory and lead personnel, all site activities in support of the DHC-7 program. This included personnel engaged in the repair, maintenance, modification and overall airworthiness of the program’s DHC 7 aircraft. This was a Part 145 operation that supported line, deployment, heavy and modification aircraft projects.• Managed fleet of aircraft through modification and heavy maintenance projects.• Reorganized and restructured underperforming operations. • Reestablished and built trusting relationships with US Army, INSCOM & AMCOM.• Managed and planned heavy maintenance and modification aircraft projects.• Obtained & maintained aircraft at 95% Fully Mission Capable (FMC) rate; company accomplishment.• Was the primary line interface between the company and the U.S. Army‘s C.O.R. and Maintenance Officers with regard to aircraft status and operations.• Managed personnel through deployments to various foreign and hostile countries. • Assigned as the program’s Assistant Program Manager responsible for assisting with the company’s management of the ARL worldwide program. • Implemented program wide policies, maintenance programs and trend monitoring. • Ensured most cost effective and safety driven methods were followed. • Stopped high employee turnover rate.

Senior Executive with full control and responsibility for Part 135 Airline and Part 145 MRO operating a fleet of 24 Dornier 328, SA227, SA226, and Citation aircraft. Held P&L responsibility of $100 million. Berry Aviation is also a fully functional Part 145 MRO with several high profile airline customers. Responsible for the coordination and cost-effective accomplishment of all scheduled and unscheduled maintenance on company fleet and MRO customer’s modification and maintenance projects / programs.• Specifically responsible for the cost-effective accomplishment of al l operations. • Secured and managed multi-million dollar aircraft modification project with Germany’s Cirrus Airline.• Primary company interface with customers.• Managed international operations in various locations.• Managed and structured complete aircraft modification projects.• Developed new Supplemental Type Certifications (STC’s). • Responsible to ensure proper staffing of technical personnel. • Responsible for the management of the technical training program. • Responsible to ensure that adequate facilities, tools and equipment are available to conduct all scheduled and unscheduled maintenance and that the facilities tools and equipment are properly stored. • Held the authority to change or modify the facilities and tooling processes to ensure the operational and safety needs of the airline/MRO are met. • Ensured operations in accordance with OSHA and good operating practices. • Responsible to ensure that all aircraft parts and materials procured, repaired, borrowed or overhauled are obtained in accordance with the policies and procedures outlined in approved manuals, and had the authority to change and modify the policies for the parts, materials and control/SUP process.• Held responsibility and authority to establish, change and/or modify the policies, procedures and programs within all Maintenance Departments.

Originally hired to restructure and organize company's quality control department after several years of neglect. Merlin Airways is a Part 135,121feeder operator for FedEx, with routes flying from Puerto Rico and Florida to the Caribbean and South America, operated SA-227, EMB-120 & B1900. FEDEX is a high-pressure contract with a high-performance demand. After proving myself in the C.I. role I was quickly asked by ownership to assume the role of General Manager to help restructure entire airline. All department heads including Director of Ops, Chief Pilot and Director of Maintenance were direct reports. • Established an intensive reorganization “Turn Around” program. • P&L responsibility $25 million.• Managed international operations.• Simplified procedures and processes to improve efficiency and productivity.• Developed AS9100 compliant program. • Brought all aircraft into AD, FAR, and manufacture's compliance in short “Turn Around” • Worked closely with FAA P.M.I. to keep airline operational during restructuring• Held GM, DOM & Chief Inspectors positions simultaneously during restructure.• Recruited world-class executive management and sophisticated technical teams. • Established 98.5% contractual requirement on- time performance, first time in company’s history.• Responsible for the management of the technical training program.

Part 121 Technical representative and sole maintenance authority for company's B747 cargo aircraft. Traveled extensively to various international countries to include: Asia, Europe, and Middle East in support of aircraft continued airworthiness. Responsible for all of aircraft's airworthiness needs.Technically represented and managed aircraft during modifications, heavy checks and routine maintenance. Dealt with complicated maintenance needs that have arisen that included, light maintenance items such as component changes, system troubleshooting. Heavy issues have been flight surface changes, F.C.U. changes, A.C.M. changes, Engine lock out for ferry, and Engine changes. Dealt with all issues in a timely and proficient manner with limited resources. Contracted and managed international outsourced vendors.Performed tasks under international cultural difficulties.

Company handled numerous maintenance and repair for high profile customers. Service responsibilities included: preflight and post flight testing, heavy repair and modifications as well as routine launching and recovery of aircraft. Customers included domestic and international corporate, cargo, passenger airlines and government contracts including: US Marshall Service, American Eagle, Continental Express, AeroMar, Mexicana. Aircraft Include: Falcons, Lear Jet 24, 35, 45, & 65, ATR, Saab, EMB 120&145, EC120, EC145, C-12, King Air 200, B1900, C208, DC-9, MD80, A300, A320, A330, B727, B737 and B747. • Conducted and managed maintenance, troubleshooting, testing, aircraft modifications and repairs, conducted annual and progressive inspections on customer aircraft. • Responsible for the financial, business planning and day-to-day running of busy maintenance ops• P&L responsibility $11 million.• Managed international technical operations.• Supervised production and technical support teams to ensure operations and tasks were satisfied on-time and within budget.• Liaised with internal and external customers, including customer negotiations and contract acceptance.• Developed and Implemented Quality Control & Management Programs.• Managed business start up operation and coordination.