Run the Inactive Ships site for the Navy as a GOCO (Government-owned, Contractor-operated) operation. The position is, in content and scope, a General Manager role. HR, Budget, Supply, Safety, Quality, and Production are included in my direct reports.Conducted an operational turnaround as business levels dramatically increased. Increased internal promotions while molding the work force, especially in key leadership positions.Received accolades from a number of customers for superior teamwork, customer service, and the can-do ethic of the work force.

Led advanced and execution planning, contract and funds administration, negotiations, business policy, and upkeep execution. A leader in safety and QA and facilitator of supervisory training and corporate culture changes. Project portfolio of over $40M spread over a number of projects and locations.

Lead Contract Administration and Negotiation, Financial Reporting, Subcontracts, Materials, and Planning functions in a dynamic, fast-paced environment.

Oversaw operations, sales, a $10M annual P&L, and multi-functional team members (including managers, technical personnel, and warehouse employees). Developed and implemented strategies to maximize revenues, quality, efficiency, and customer satisfaction. Identified opportunities and closed sales with prospects and established customers; negotiated advantageous pricing contracts. Managed special projects and the creation / deployment of process enhancements; ensured compliance with audit requirements.Major Contributions: • Met or surpassed sales and customer service goals while managing $10M P&L; delivered a business unit around through customer-centric focus and improvements to KPI scores.• Realized substantial revenue gains among established customers, including growth from less than $100,000 to $1M+ in annual sales from a key account.• Positioned the firm to accommodate long-term growth by bolstering processes and by spearheading migration to a larger facility (with 100% expansion of available sq ft).• Increased profitability by securing favorable pricing terms despite difficult economic climate.• Achieved a deficiency-free ISO9001 audit score in 2009.• Drove efficiency by leveraging Oracle as ERP.• Decreased days-to-bill 50%.

.Directed product logistics / distribution operations and staff for a company with ~ $40M in yearly revenues. Managed key projects in areas including product development. Analyzed processes, inventory programs, and factory production; led improvement and efficiency initiatives.Major Contributions: • Improved enterprise-wide profitability by cutting inventory ~ 40% (from $24M to $14M) across several company plants and by spearheading a program to align output with market requirements; deployed multiple process improvements.• Enhanced the effectiveness of the procurement function through the implementation of a professional services-oriented business model.• Facilitated the launch of a major new engine line by assuming ownership of a faltering product development program; delivered the project by effectively marshalling resources.

Assisted principal in developing an operations plan and budget in an effort to find start-up funding.

• Led all facets of day-to-day operations of this $4 million company.• Increased sales from $300K per month to $500K per month in two months.• Analyzed and corrected inventory reporting; previous method had led to large loss in prior fiscal year.

• Led one of four business units at this $60 million company. Held P&L responsibility for $8 million in annual sales.• Increased bookings and sales over 20% in the face of a declining military market. Manufacturing Manager/Purchasing Manager/Quality Engineer• Managed 80+ assemblers, technicians and their leadership. Scheduled and supported two 7-day, multiple shift production lines. • Ramped sales from a $5+ million rate to a $10 million rate in less than 18 months.• Raised first-pass test yields by 10 percent by implementing Statistical Process Control methods at key assembly and test steps. Trained work force in their maintenance and use. Six Sigma Institute visit placed operation in top tier of industry.• Provided strong technical leadership when major program, supporting Hughes Missile Systems, bogged down. Negotiated with multiple customers and overcame significant technical and logistics issues to complete order.

Engineering Duty Officer School Port Hueneme, CA Instructor • Taught post-Masters degree engineers life-cycle management of U.S. Navy ships and submarines. Administered on-site LAN.Puget Sound Naval Shipyard Bremerton, WA Product Lines Director • Led and guided 40+ employees who developed and negotiated contracts, managed customer relations, marketed services, forecasted workload, and oversaw use of the Cost and Schedule Control System. Cost oversight for $500 million in annual sales.Product Line Manager • Supervised team of seven business agents who directed activities for twelve contracts valued at over $500 million.Project Manager • Led $250 million ship repair and modernization project in a functional, cross-disciplined environment; managed direct staff of 15 people in a large matrixed organization. Norfolk Naval Shipyard Portsmouth, VA Project Manager • On-time completion of $20 million ship repair project despite 50% growth in scope. USS Dahlgren (DDG-43) Norfolk, VA USS Edson (DD-946) Newport, RIUnited States Navy Officer – Combat Systems billetsManagement. Directed upwards of 100 personnel in an industrial engineering environment.Operations. Directly responsible for the accurate, timely, and precise operation of the ship’s weapons systems. Supervised and directed the operation of the ship and its weapons systems in stressful environments requiring detailed knowledge and decisive action.