Lead Manufacturing Transition effort from Raytheon to BAE manufacturing site after BAE purchase of the Raytheon Airborne Radios Business Sector. Team lead for transitioning all test equipment, manufacturing processes and knowledge to existing BAE manufacturing Site. Set-up factory in a factory concept, hiring and training all touch labor and engineering support staff to continue Airborne Radio production and depot activity. 18 month transition plan in place and execution has started.

Responsible for the transition from product development to production for Tactical Radios and Identification Friend or Foe (IFF) Receiver/Transmitters. Provide the interface for Operations with Program Management, Business Development, Design Engineering, Systems Engineering, and Suppliers in ensuring the Producibility, Testability, Reliability, Supportability and Robustness of emerging designs. Managing new products (Hardware Level 0-3) from the development cycle through Transition to Production (TTP  Early gate operations engagement, creating manufacturing strategies for new products.  Lead Operations proposal activities and engage factory for bids. Transition to Production (TTP) lead for all new programs; establish plans and manage execution.  Engage with engineering to ensure robust DTUPC and DFMA activities Engage with Programs and factories to align capital plans in support of new Programs and manufacturing strategy. Develop Product and Business area Manufacturing Plans. Resolve design, cross-functional, and programmatic issues impacting schedule, cost, and/or quality of EDM/LRIP execution. Manage Make/Buy/Where activities aligned with manufacturing strategy for new products.

Lead Plant Operations, responsible for overall production including product quality and delivery, safety, cost efficiency and timeliness of routine process, equipment maintenance and capital project improvements. The operation is a Tier 1 Automotive supplier of vehicle glass, including windshields, side and back lites, and sunroofs. Significant process included glass lamination and tempering as well as encapsulation via injection molding process. The plant is 350,000 sq. ft., with 475 employees, running on a 24/7 schedule.

Led Operations activities for a $500M Division, at 3 manufacturing sites: Indiana, Virginia and the United Kingdom including manufacturing, supply chain, subcontracts, quality, new product transition, facilities, and value based six sigma. Products included Tactical Communications Systems (Ground, Airborne, and Satellite), Night Vision and Interference Cancelation Systems. Customer base included all branches of DoD, FAA and various International governmental agencies.Accomplishments Continued delivering excellent financial performance in Tactical Communications Business Area ($250M) throughout downsizing efforts with variable production demands. Completed Divisional footprint rationalization projects, reducing footprint by 20%.

Led Operations activities for an $850M Division, at 5 manufacturing sites: Indiana, California, Colorado, South Carolina and the United Kingdom including manufacturing, supply chain, subcontracts, quality, new product transition, facilities and value based six sigma. Products included Tactical Communications Systems (Ground, Airborne, and Satellite), Interference Cancelation and Ground Counter Improvised Explosive Devices (IED) Systems. Customer base includes all branches of DoD, FAA and various International governmental agencies.Accomplishments Consistently met Sales and Operating Income targets through a period of market decline with emphasis on cost containment, lean manufacturing processes, supply chain management and facility rationalization. Maintained Operating income throughout the 3 year period at above 20% as revenues fell 60%. Implemented culture of tight cost control throughout business downturn while maintaining overall business unit efficiency through proactive restructuring initiatives.

Led new product development efforts with emphasis on the transition from development to production. Led department of Operation Project Leaders, staff of engineering technicians and the estimating department. Provided overall leadership, direction and interface for Operations with Program Management, Business Development, Design Engineering, Systems Engineering, and Suppliers in ensuring the Producibility, Testability, Reliability, Supportability and Robustness of emerging designs. Managed electronic technician support to all engineering development projects, included IRAD.

Led department of Operation Project Leaders in the transition from product development to production. Provided overall leadership and direction to the Operations Project staff. Operation interface with Program Management, Business Development, Design Engineering, Systems Engineering, and Suppliers and ensured the Producibility, Testability, Reliability, Supportability and Robustness of emerging designs.