CORPORATE PROFILE: With 6,000 employees and at $1.58B, Cubic is a leading provider of innovative solutions to reduce traffic congestion and increase operational effectiveness for the military.RESPONSIBILITY PROFILE: In this role, I report to the President of Mission and Performance Solutions with CAPEX and OPEX oversight, a $696M Revenue Goal, and 1,800 employees (with six direct). My responsibilities include leading teams in executing P&L, risk management/mitigation, strategy development/implementation, process governance, establishing KPIs, and fostering continuous improvement.ACHIEVED IN THIS ROLEMERGER INTEGRATION• The CEO of Cubic and President of CMPS promoted and tasked me to design an integration strategy for combining two defense BUs into one while reducing costs. Under a strict 30-day timeline, I assessed the scope and risks, outlined the new organizational structure, restructured staffing, created a new integrated financial model, defined new business tools/processes, and crafted a business plan. Upon completion, this integration generated $20M in cost reductions, a 40% improvement in AEBITDA, and facilitated an additional $5M IRAD investment. OPERATIONS OPTIMIZATION• I discovered an opportunity to improve gross margins and on-time deliveries by enhancing operational efficiencies. Along with my team, I investigated monthly financial reports, analyzed program performance metrics, engaged program leadership, and identified areas for additional profit. Once these issues were isolated, we instituted new metrics, reallocated resources, and implemented monthly EAC reviews to ensure excellence. Over the first year, these practices generated an additional $10M in profit, improved CPAR and IPAR scores, and were adopted enterprise-wide.

ACHIEVEMENTS CONTINUEDMANUFACTURING OPTIMIZATION• The President tasked me to restructure manufacturing COE’s after years of cost escalation. Over 90 days, I established a multi-disciplined team, then my team and I developed a project plan/timeline, classified intrinsic data, instituted holistic financial reporting, and resolved legacy product issues. My efforts consolidated two sites with another still in process, saving ~$2.2M in annual leasing costs, $3.7M from staff reduction. The total value is tracking toward ~$30M savings over five years.TEAM LEADERSHIP / COACHING / MENTORING• Formal leadership development within the company was nonexistent, which limited our organizational growth. When I discovered this, I resolved to employ an underutilized mentor program to leverage staff strength and develop potential. I maintained three formal mentorships over the following year, which included bi-weekly meetings, goal development, objective timelines, and an EQI and Diversity Assessment to uncover additional potential. This strategy was instrumental in expanding access to leadership and SMEs, it has been implemented company-wide, and mentees have been promoted to ELT positions.ACQUISITION DUE DILIGENCE• To ensure timely and comprehensive due diligence when approached by two companies with acquisition intent, I was charged by the President to establish and lead a data room. Over 120 days, I aggregated, developed, and populated the data room while working with each company’s due diligence team. I then reviewed deliverables, responded to data calls, and navigated the dynamic acquisition process. Once the acquisition was completed, my efforts reduced integration difficulties, enhanced leadership cohesion, and improved product lines.

RESPONSIBILITY PROFILE: In this role, I reported to the President, Global Defense with multi-million-dollar CAPEX and OPEX oversight, a $350M Revenue Goal, 1,200 employees, and 8 direct reports. I was responsible for leading teams in executing P&L, risk management/mitigation, strategy development/implementation, process governance, establishing KPIs, fostering continuous improvement, and change management.ACHIEVED IN THIS ROLEEBITDA GROWTH• The President and CEO promoted and challenged me to improve financial returns. Over 30 days, I refreshed the business strategy to focus on short- and long-term financial performance. Over the following year, I championed additional IRAD investment, aligned ELT vision, and reallocated resources to secure the captive business while focusing efforts on new high-probability opportunities. These efforts achieved 11% year-over-year growth, exceeding expectations.INTERNATIONAL EXPANSION• To win new business, I was charged by the President, Global Defense, to transform international program offices into regional offices with broader local capabilities. I developed a concept and detailed growth strategies, crafted budgets/timelines, identified opportunities, built campaign strategies, and realigned business systems over the next four months. Within a year, these offices generated $750M in new long-term contracts, protected core business for up to 15 years, and this strategy was declared SOP and Best Practice.

RESPONSIBILITY PROFILE: When I served in this role, I reported to the SVP, Integrated Training Systems with multi-million-dollar CAPEX and OPEX oversight, a $80M Revenue Goal, and 450 employees (with 11 direct). My responsibilities included leading execution, developing and implementing growth strategies, managing P&L, meeting contractual commitments, assessing/mitigating operational gaps, and leading/developing business teams.ACHIEVED IN THIS ROLEBUSINESS PLANNING / TRANSFORMATION• Market saturation caused 3 consecutive years of revenue erosion, which threatened a BU’s future. I was promoted and charged by the SVP, Integrated Training Solutions to transform the business and restore order. Over 90 days, I collaboratively explored new markets to penetrate, identified new programs/initiatives, and created educational materials to increase buy-in. Then, over the next 6 months, I restructured the unit. This led to 4 significant new contracts with the US Navy and 10 subsequent contracts, all totaling over $600M. This strategy has been duplicated for two other BUs within the organization; promoted to Senior Vice President – System Operations / COO as a result.

RESPONSIBILITY PROFILE: In this role, I reported to the VP/GM with multi-million-dollar CAPEX and OPEX oversight, and 500 employees with 5 direct. I was responsible for executing contractual commitments, developing/implementing growth strategies, managing P&L, facilitating business development, meeting contractual obligations, assessing/mitigating operational gaps, and leading/developing business teams.

CORPORATE PROFILE: A $10.6B government services and IT support company with 23,000 employees. RESPONSIBILITY PROFILE: When I served at SAIC, I reported to the SVP, Operations Manager with multi-million-dollar CAPEX and OPEX oversight, $150M Revenue Goal, and 1300 employees (5 direct). My responsibilities included leading program execution, integrating two newly acquired companies, establishing a new manufacturing environment, implementing KPIs, processes, and controls, and facilitating internal reporting.

CORPORATE PROFILE: A $623M designer and manufacturer of specialized systems for critical applications in homeland security, healthcare, defense, and aerospace with 3,400 employees. RESPONSIBILITY PROFILE: In this role, I reported to the President, Optoelectronics and Contract Manufacturing Division with multi-million-dollar CAPEX and OPEX oversight, a $25M Revenue Goal, and 125 employees with 8 direct. I was responsible for leading two profit and loss centers, designing and implementing a strategic plan to drive pipeline and sales growth, and developing a divestment strategy.

RESPONSIBILITY PROFILE: As President of OSI LaserScan, I reported to the President, Optoelectronics and Contract Manufacturing Division with CAPEX and OPEX oversight, a $10M Revenue Goal, and 20 employees with 5 direct. I implemented a pipeline growth strategy, managed product development/fulfillment, implemented KPIs, and established supply chain/contract manufacturing agreements.

RESPONSIBILITY PROFILE: In this role, I reported to the President, OSI LaserScan with CAPEX and OPEX oversight, a $5M Revenue Goal, and 20 employees with 5 direct. I was responsible for market assessment and GTM strategies, increasing/capturing new pipeline opportunities, building marketing/advertising strategy, defining product requirements, and forming relationships with key contractors.

CORPORATE PROFILE: Prior to the acquisition, SEO was a $15M company with 125 employees. RESPONSIBILITY PROFILE: Here, I reported to the President with CAPEX and OPEX oversight, a $5M Revenue Goal, and 25 employees (5 direct). My responsibilities included analyzing markets, developing market strategies, expanding pipeline, and securing new orders along with leading product design, development, and fulfillment.

CORPORATE PROFILE: A subsidiary of GE ($129.9B) focusing on designing and manufacturing diesel-electric locomotives, wheel systems, and propulsion systems for transit vehicles. . RESPONSIBILITY PROFILE: I reported to the Director, Business Development with CAPEX and OPEX oversight and 1 direct employee. I was responsible for developing both internal and external communication strategies and creating new company and product branding material.

RESPONSIBILITY PROFILE: As the Manager, New Product Introduction, I reported to the Vice President, Business Development with CAPEX and OPEX oversight, and 8 employees with 3 direct. I was responsible for designing/implementing an innovation process to propose, analyze, select and fund new projects for development; facilitating and overseeing execution of new product development; and assessing ROI.