AqueoUS Vets is the superior provider of water treatment and delivery solutions- Responsible for all functions and operations at the Redding site- Charged with increasing business efficiencies and capabilities to support the rapid growth in orders

- Responsible for all operations and functions at three plants- Direct and matrix responsibility for: Operations, Quality, Engineering, Health and Safety, Maintenance, Facilities, Logistics, Finance and Human resources- Accountable for customer satisfaction, safety, quality, cost, delivery, inventory and morale- Repair Station Accountable Manager

- Responsible for all operations and functions at the site- Site census = 2,300- Direct and matrix responsibility for: Operations, Quality, Engineering, Health and Safety, Maintenance, Facilities, Logistics and Human Resources- Accountable for customer satisfaction, safety, quality, cost, delivery, inventory, and morale- 93% Direct Labor Efficiency, 98.2% first pass yield and cost per unit was 114% to plan

- Co-led a large Brownfield project to establish N95 mask production in the USA- Rapidly established production process, installed equipment, hired over 2K employees and hit ramp plan of 720K masks per day; all within 6 months- Responsible for safety, quality, delivery, inventory and moral for a very high volume, low mix production site- Daily production has exceeded original design expectations, 110% of goal and climbing

- Profit and loss responsibility with annual sales in the multiple hundred million dollars range- Responsible for the inventory, quality, cost and delivery of 3,000 APUs per year- Improved Operations through the harmonization of Overhaul Engineers, Work Flow specialists, Mechanics, Inspectors, Quality Engineers and Customer Service Representatives- Led a complex synergy project in which we closed and transitioned a Turbo-shaft MRO facility to Phoenix

- Profit and loss responsibility for two high-growth, high-volume programs - Accountable for program sales, delivery, inventory and cost performance- Leader of the Integrated Program Team responsible for program success; initiating at New Program Introduction all the way through program closeout- Primary customer interface, liable for Customer Relationship Management and satisfaction

- Charged with the strategic development of a hundred million dollar profit and loss business segment- Grew 2015 sales by 67%, 800 proposals, 93% on time delivery- Led the negotiation of a billion dollar FAR 12 US DOD contract- Provided management and leadership to the following departments and functional areas under my charge: Contracts Administration, Business Development, Program Management, Military Spare sales, Military Repair business, Performance Based Logistics, Distributor Management

I was responsible for the management of a Multi hundred million dollar profit and loss business segment while the permanent manager was away on temporary assignment. This business segment was focused on the Maintenance, Repair and Overhaul (MRO) sector of the business and is comprised of the following departments/functional areas:- Contract Administration- Customer Support Administration- Fleet Management / Aftermarket Business and Program Management- 3PL

Meticulously managed a multinational, multimillion dollar profit and loss program.- Single handedly improved the product on time delivery 200%, increased product reliability 71% all while reducing the cost of poor quality by 51%- Drove actions to improve on-time delivery, cost of poor quality, repair margin and product reliability through the skillful management of high performance, multifunctional teams- Accountable to Vice President for all performance aspects of the aftermarket program- Utilized Estimate at Completion financial modeling to monitor program profitability and performance to plan- Oversaw warranty, contract extension, rate escalation and concession adjudications- Ensured company adherence to all commercial OEM and end-customer contracts- Collaborated with foreign Field Service Representatives and Customer Service Managers to ensure company objects were obtained abroad- Passionately mentored administrative staff and customer management team

- Proficiently applied Lean Manufacturing principles to achieve a 37% improvement in on time delivery, 18% gain in test yield, 4% decrease in cost and while sustaining a high level of employee moral- Skillfully orchestrated the repair of turbine engines through exact coordination of Repair Engineers, Quality Engineers, Planners and Mechanics- Methodically sought and closed skill gaps by means of carefully constructed personnel-development and cross training plans- Precisely executed strategic plans by establishing an empowering vision and a robust, well-controlled implementation doctrine- Professionally administered the inventory, quality, cost and delivery of 450 units per month- Effortlessly guided seven teams of highly skilled Aircraft Repair Mechanics and one team of Material Coordinators

- Proudly led the process improvement transformation in Repair Operations- Charismatically directed a five member process improvement team - Diligently managed the repair of APUs with clear work instructions and comprehensive failure analysis reporting- Systematically developed Component and LRU repairs- Routinely performed repair cost analysis for component and LRU repairs

- Project supervisor for a DOD Aviation Depot level maintenance team, responsible for modification of aircraft to support Special Operations Forces - DOD Secret security clearance

DOD aviation filed team lead Airframe and Powerplant mechanic and inspector

General aviation Airframes and Powerplants mechanic

Marine Light Attack Helicopter Squadron 169 (HMLA-169)- Airframes division Staff Non Commissioned Officer in charge- Full systems Collateral Duty Quality Assurance Representative