Dennis Duke Email and Phone Number

Cathy and I are in business with our Son and Daughter in-law. Watch out Hilton and Marriott

I make beds, do Laundry, haul garbage, fix broken things, work long days, feed the deer, and best of all I get to meet new and interesting people.

Partnered with Mike Kaschak. Buying property for Rental Cabins - dba Boulder Bear Cabins

Partnered with my Son-in-Law, Nathan Chartrand, in the vacation rental and property mgmt. business. dba Rustic Roads Vacation Rentals

Elected to 2 year term on April 7th. Begin serving on 21 April, 2015

Position Objective: To create innovative business organization; identify markets/technologies to forecast customer’s direction; and pursue 3rd party funding/projects while leveraging corporate resources. Reported to Business Unit President as member of Senior Leadership Team. Lead innovation across all business functions, strategic planning, product development, new market exploration, capability acquisition, and traditional R&D functions with focus on future value/health of business across entire Naval business. Selected as Rolls-Royce Innovation Ambassador to lead team of 25. Created and currently leading cross functional (IPT) team (Engineering, Finance, Business Development, Contracts and Supply Chain), with 4 direct report Program Executives based in MA, CT and MD, and indirect staff in Canada, UK, Indiana. Lead group toward culture of integrated, sustainable Innovation, established tools, processes and organizational structure to improve development of future products, technologies and markets. Coordinated comprehensive approach to Small Business Innovative Research partnerships and pursuit of emerging technology.Provide management and P&L oversight for Technology Programs. Manage R&D Contracts of $10M/year, as well as directly manage $2M Innovation budget and related resources, with future value of innovation portfolio in excess of $2B. Key technology and market pursuits include, High Power Density Waterjets, Composite Propeller, Unmanned Systems, Air Independent Power, and GT Waste Heat Recovery.Honors:Selected as 1 of 12 original corporate ‘Innovation Ambassadors’ for Rolls-Royce. Obtained certification to administer/assess ISPI; as SME, invited to speak at subsequent certification classes. Screened book manuscript from Innovation Expert, Robert Rosenfeld, “The Invisible Element”.

Position Objective: To improve P&L performance on existing programs, brings deliverables current, optimize new business capture, and develop stronger relationships with customers. Reported to VP of Programs for Business Unit as Member of Senior Leadership Team. Managed Surface Combatant related OEM programs for GT and Propeller products. Provided management oversight for Legacy Surface Combatant Programs (DD, FFG, CG, DDG, MHC) for US and foreign navies, with >$75M P&L in annual contract deliverables. Led pursuit, proposal and negotiation of all related contracts; led cross-functional Integrated Program Team, Successfully managed delivery of more than 12 shipsets of hardware to DDG51 Program.. Capture Manager for Joint High Speed Vessel (JHSV) project with US Navy with full oversight of all program related aspects i.e. created exclusive teaming relationship with Bath Iron Works (shipbuilder), that placed Rolls-Royce as Power & Propulsions System Integrator, and used Rolls-Royce ship design as basis for offer.Directed technology development initiative to exploit NiB Coating for Marine applications via global exclusive agreement with UCT Coatings, Inc, obtaining DoD funding for the research.

Position Objective: To initiate culture change within acquired business and implement practices to turn employees around, stabilize business, and redefine business in marketplace. Reported to NA Naval Business Unit President as Member of as part of 1st Rolls-Royce directed Senior Leadership Team. Entered business as part of ‘Transitional Leadership Team’ for creation of Naval Business. Managed aftermarket aspects and led change process; reviewed, reconciled and adjusted archaic policies to improve performance, morale and culture for better profitability and to allow business to grow and take on new products. Oversaw all aspects of Aftermarket P&L. Managed team of 7 office staff, and 15 Field Service Representatives. Identified growth opportunities within North American Naval Marine business sectors, and expanded offerings to include teaming contracts for ship reactivation and transfer, and support services for non-Rolls-Royce equipment. Negotiated Power and Propulsion role with company holding contract with US Navy; providing >$10M in Gas Turbine and Propeller business never before taken on by business. Created software based tool to resolve customer issues, allow tracking/monitoring of customer’ issues. Worked with Field Reps and administrative staffs to improve expense reporting and billing cycles for Field Service jobs, resulting in millions of dollars of improvement in businesses cash position. Co-authored paper for ASNE Fleet Maintenance Symposium, Harnessing Integrated Digital Environment (IDE) to Reduce Total Ownership Costs.

Position Objective: To transform business from Cost Center operation into P&L based business unit as part of Rolls-Royce Global Aero Repair & Overhaul group, and to initiate culture change by implementing practices that would allow business to grow and take on P&L stance. Reported to RR Corporation President, with Functional Alignment /reporting to Regional SVP for Aero Repair & Overhaul as Member of Senior Indianapolis Site Leadership Team and Global AR&O Leadership Team. Supported Gas Turbine Products for Civil and Defense Business Units, with primary focus on introduction of new Models, and sole-source service and support of T56-A-427 engine for US Navy, including development of repairs and related technologies as well as over-the-counter trading of repaired parts. Created/presented Business Plan and vision to SVP for division earning assignment as part of ‘Transitional Effort’ to change Cost Center into emerging P&L Customer Facing Business Unit. Provided P&L management and leadership to gas turbine engine repair facility that had just converted to union shop. Managed team of ~15-20 office staff, and 25-30 unionized ship mechanics. Outlined major business transition initiative designed to grow business 3 fold in 5 years, while accomplishing major improvements in business through application of Lean Manufacturing Concepts and Continuous Improvement Philosophy, with recovery of, and maintenance of Customer satisfaction as critical metric. Grew cost center to $40M business and then transitioned operations to sister operation in California, while maintaining production schedules for DoD customer and addressing issues of newly unionized workforce. Regained US Navy customer confidence by reducing repair lead time by >50% in 1st 12 months. Obtained FAA certification for facility and was 1st to obtain FAA Station certification for AE3007 engines. Introduced new ERP system to business to improve accounting/cash flow metrics and to maintain headcount.