Manager of CAE’s new MBSE team

CAE USA is a global supplier to the Military Simulation markets annual revenues of $1B and 2K employees. Charged with managing all business opportunities and execution for the development of Air, Ground and Naval Training Simulator solutions. Accountable for all Lead to Award, cost, price and execution technical responses, requirement engineering, design, and release management. Managed the Systems Architecture team with coordination of cross-functional teams for all CAE USA simulators. Additionally initiated and lead the introduction of Scaled Agile Framework (SAFe) and Model Based System Engineering (MBSE) into CAE USA and CAE Inc. Owned and created policies, processes, and work instructions to integrate engineering tools with the engineering work flow.Managed an annual operating budget of $3.2M; 16 direct reports.

Charged with managing all engineering software licenses with a total value of $1.2M, increasing productivity through the use and simplification of engineering tools, developing architecture for ecosystem tools. Created policies, processes, and work instructions to integrate engineering tools with the work flow. Accountable for requirements engineering and release management across GE Transportation Digital Solutions, the direct administration of all software tools, and the coordination of cross-functional teams. Managed an annual operating budget of $1.8M; 7 direct reports. • Saved $400K by leaning out of manual and duplicate data entry across the engineering organization of 350 engineers through the implementation of a software connector tool.• Reduced licensing costs by $35K through effective vendor negotiations.• Gained $160K for the organization by recognizing shared payments from a divestiture of the company.

Charged with devising and managing the scope and schedule of technically demanding projects so key customer goals were met. Developed and implemented the requirements hierarchy and architecture for the Economic Simplified Boiling Water Nuclear Reactor (ESBWR) I & C (Instrumentation & Controls) Distributed Control and Information System (DCIS). Used statistical methods to determine the best business solutions for software product development, project management, manufacturing, research and development, configuration management, and quality. Established software systems and applications that met the requirements of global nuclear regulatory and global nuclear industry standards. Oversaw the development of the Logic Function Block Diagram (LFBD) Tool and the conversion of the LFBD information to feed a Model Based System Engineering (MBSE) ecosystem which allows for more efficient procurement and construction of a new nuclear power plant during its Engineering, Procurement, and Construction (EPC) phases. Conservative estimations of this LFBD to MBSE is in the 10s of million dollars. North Anna 3 Dominion customer project requirements, and coaching and mentoring staff. Managed an annual operating budget of $1.1M.• Saved $8M in costs by reducing design time 30%; led the development of the instrumentation and control model-based simulated engineering effort.• Architected the ESBWR nuclear digital control system that consisted of 250 control systems valued at $150M, and created the schedule for the EPC (Engineering Procurement and Construction) of the nuclear power plant; 1.8M man-hours.• Enabled faster delivery on an existing project while improving engineering design certainty and reducing re-work. Introduced requirements engineering management and traceability techniques, tools, and standards to the NPE (New Plant Engineering). This improved cost and scheduling forecasting.

Led the development of an ASME Nuclear Quality Assurance (NQA) compliant Nuclear Core design software system for internal and external customers. Improved coordination across departments of the Global Nuclear Fuels (GNF) and GEH businesses by implementing the nuclear export controlled instance of HP Quality Center (QC), a software requirements and test management suite application. Directed and established the new BWR nuclear core monitoring process (ACUMEN). Accountable for rewriting the software design process used by the Nuclear Methods team and ensuring NQA compliance. Managed an annual operating budget of $1M.• Instrumental in the sale of an $8B project by driving the certification of a nuclear core design software package. The certification was granted the US Nuclear Regulatory Agency.• Reduced the time required for the software release process by 20%; established release management process for computer programs to improve productivity of engineering teams.

Oversaw the ESBWR Product Requirements Document comprising product scope, market overview, design-to-cost information, and product line NPI (New Product Information) programs. Implemented the ESBWR and New Units Engineering process indexes to communicate Engineering, Quality, Project, and other GEH department process instructions. Developed the Change Control Board (CCB) membership listing and Affected Documents Listing for ESBWR. Accountable for producing templates for New Units Process Instructions and ESBWR Process instructions, devising a DMP (Direct Material Productivity) tracking and measurement tool, automation of the ESBWR Engineering Change Authorization process, and completing all Corrective Action Report actions on time. Managed an annual operating budget of $1M.• Determined system requirements for a $27M, 4 year Airfone network expansion.• Saved $1M over 2 years by providing critical strategic support for air-to-ground radio migration and development projects; devised improved, integrated CAPEX / OPEX plans.• Reduced the turnaround time of the Transmittal of Design Information (TODI) process for the ESBWR project to 1 day.• Contributed to the GEH DMP target by leading the ESBWR, ABWR (Advanced Boiling Water Reactor), and NUE (New Units Engineer) teams.

• Reduced costs by $800K by improving the software repair process of GE Energy Management Systems; applied LEAN techniques to improve the defect backlog load by utilizing charts and graphs to visualize the software defect process. GE is now pursuing a patent for this process.• Saved $400K by lessening margin erosion; established a software globalization design practice.• Completed 5 Six Sigma Projects, mentored 8 Six Sigma Green Belts to certification, and taught 6 Six Sigma classes.• Improved first pass yield of software and reduced customer reported defects – 100% for Severity 1 defects and 70% for Severity 2 defects. Designed a multi-generational quality plan to reduce run rates so product defects were not released to customers.