- Leveraging years worth of advanced build techniques, processes, and procedures to help usher in innovation and enhanced structure into the commercial marina industry- Leading a team of industry experienced professionals to capitalize on past success and design, while adapting for the future needs and growing demand with efficient and affective practices

- Managed the complete P&L of the $8-$10M/yr site of 80+ employees - Accomplished 47% reduction to EBIT loss within the year, while driving continued improvements throughout the facility with infrastructure, productivity, and long-term variable cost reductions- Initiated facility layout alterations, improving product flow through highest volume lines by 3 days through an otherwise 15-day standard flow, and further modifications in multiple areas to realize similar results- Rebuilt severed relationships with stable, long-term customers, seeing returns from >4yrs ago and more than $500k in incremental sales- Successfully oversaw the completions of 3 NADCAP certifications receiving merit and brought necessary leadership focus back into the facility to avoid the removal of the AS9100/ISO900 certification- Developed inexperienced staff, enabling them to see, understand, and strategize to meet internal and external customer demands and meet corporate objectives

- Responsibility for all Estimating/Quoting activity for new and existing customer base, including new, recurring, and configuration changing products, overseeing and/or potentially adjusting proposed quote packages created by estimators under my supervision, to meet our business strategies and customer objectives- Senior Management oversight for all New Business from any new or existing customers, where any awards from the Estimating/Quoting process are obtained and managed through a designated Project Manager, under my direction, to ensure new product is produced through First Article Inspections and enough production orders, to be assured the products are of a sustainable nature to be transitioned to normal production operations and the sustaining Program Management group- Business Development achieving overall growth in new business and configuration change product with an average of 12% configuration changing and 6% new growth for product base, within a 6yr period for a $100M/yr facility- Managed the Production Control team, including oversight to the Master Schedule- Repaired and enhanced the Master Schedule to properly pull from ERP sequel server and allow for accurate scheduling on all existing and new assets- Assisted in the implementation and development of a new ERP system, ensuring all pitfalls with the previous ERP were properly addressed- Tied the Master Schedule and ERP to new KPI’s to accurately show current execution and potential future performance, including Capacity Planning outlook

- Accountable for senior management support of the Walden’s division major programs, which comprised over 60% of the annual revenue- Management responsibilities included five direct reports who served as the first level Program Managers for each of the major programs- Successfully developed systems and plans to recover off-schedule programs and maintain appropriate visibility for customer commitments, to reduce risks of relapse- Implemented multiple, automated reporting mechanisms to quickly, concisely, and accurately enable Program Managers to recognize daily tasks, determine the health of their respective programs, identify areas of concern, and quantify the overall delivery and financial performance

- Managed the overall performance and strategy for multiple programs and customers - Directed multi-functional team efforts, consisting of Production Supervision, Quality and Process Engineering, Procurement, and Test engineering, to meet customer commitments, while improving procedures and processes in the circuit card assembly industry- Ensured programs and team efforts met and/or supported corporate goals for EAC’s, Sales, Bookings, Inventory, and Backlog

- Oversaw the procurement, design, training, and implementation of all new automation equipment for Spirit’s Business Jet programs. - Managed the international and internal logistics for the G280 Wing Skin production processes ensuring on-time production needs are met, while minimizing costs and schedule impacts to all associated programs - Represented the G280 Enhanced Build - Program Office for all program Cost-Down Initiatives targeted to implement multi-million dollar opportunities and risk mitigation measures- Lead the Make v. Buy Strategy of multiple projects for the G650 Program Director- Managed the transition of products chosen for offload- Coordinated interdisciplinary work between Procurement, Design Engineering, Manufacturing Engineering, Operations, Business Operations, and the Program Office

- Worked in Manufacturing Research & Development Department- Functioned as Project Lead for acquisition and development of 787 MLE Automated Robotic Drill System and performed the same roll for G650 Automated Drill Machine- Developed liquid shim application and accelerated cure process, with Operations, on 787 MLE- Coordinated with tool designers in the development of assembly jigs for use in automated processes- Successfully tasked to determine root cause for deviation in contour and fit up of G650 Skin Forming- Executed joint effort with Finite Element Analysis experts, Design Engineering, Tool Design, and Tool Fabrication to redesign the G650 Wing Skin, develop new form die surface, and subsequently rework existing creep form tools- MR&D representative in the AeroStructures Business Unit - Make v. Buy Strategy Team- Prompted development of Single Sided Fastener implementation into 787 FLE - Lead Decision Gate Workshop for G650 manufacturing process improvements to determine work content breakdown and decide whether improved Scissor Lifts or Fixed Scaffolding best suited the work - Participated in VP of Operations-Sponsored program for implementation of precision measurement upgrades, Spatial Analyzer (SA), into Metronor Photogrammetry Systems and Leica Laser Trackers

Originally hired by Boeing, into the MR&D department and then our division was sold to become Spirit AeroSystems.