VICE PRESIDENT/GENERAL MANAGER (May 2015 – Present)Lead team of over 2100 direct and indirect reports for the leading manufacturer of private and business aircraft. Develop and implement operational strategy for Mexicali plant responsible for the production of sheet metal details, structural assemblies, machined parts, and wire harnesses utilized by all completion centers. Manage normalized annual budget of $210M, ensure compliance with all import/export and FAA requirements, and directly oversee multiple business functions including Finance, Environmental, Health & Safety (EHS), Security, Purchasing, Warehousing, and Production. KEY ACHIEVEMENTS:★ Led division to 35% growth over four years.★ Exceeded goals in all areas, including Quality defect reduction (double-digit reduction in each of the last 4 years), Delivery (over 99% on time) with 30K parts shipped per week, and EHS metrics (TCIR at less than 0.5, as well as significant ergonomic risk reduction.★ Collaborated effectively with Materials teams, Manufacturing Engineering groups, Finance, Facilities, and Quality Assurance business support units to formulate strategic plans to exceed operations objectives.★ Realigned workforce to grow machining capabilities and drive growth of Avionics business unit and accommodate changing business needs across 6 strategic business units responsible for multiple product models.

Directed Sub Assembly and Composites Business Units with over 400 employees. Delivered product to customers of all models in the initial phase, and provided support to other business units including Product Support and AOG Services. Managed headcount growth for special programs and rate changes in sustaining models to ensure the achievement of labor and indirect budget requirements.KEY ACHIEVEMENT:★ Earned fast paced promotion to Vice President/General Manager after just 5 months.

OPERATIONS SENIOR MANAGER, PRODUCTION (Feb 2012 – Jan 2015)Directed the Sub Assembly Business Unit consisting of 235 Mechanics and 8 direct staff. Provided products to customers of all models in the Initial Phase, and assisted Product Support with spare and AOG orders.KEY ACHIEVEMENTS:★ Introduced corrective actions such as new hire training, process audits, and defect response, which led to a double-digit reduction in defects per thousand hours YoY.★ Minimized the impact on delivery (less than 100 compared to over 2500 opportunities per cycle), and communicated consistently with internal customers through production meetings and survey responses, which led to the surpassing of customer expectations.★ Successfully developed both exempt and non-exempt employees and rotated all exempt Managers with over two years’ tenure to new departments to foster the professional growth of Managers and their teams.

OPERATIONS SENIOR MANAGER, QUALITY / MANUFACTURING TECHNOLOGIES (Jan 2011 – Feb 2012)Oversaw Quality Control and Manufacturing Technologies business units, which included leading manufacturing planning for sustaining models, as well as tool design and tool fabrication, leading a team of over 160 employees.KEY ACHIEVEMENTS:★ Built continuous improvement teams for Manufacturing Technologies and increased the focus on waste, employee involvement, and process improvement.★ The Business Unit achieved first place in the Gulfstream Ergonomic Fair, where the Manufacturing Technology submission for improved bucking bars was selected.★ Recipient of Gulfstream Gold Pride Award.

QUALITY CONTROL SENIOR MANAGER (Sep 2007 – Jan 2011)Led a 70-member Quality Control organization and managed 6 direct reports.KEY ACHIEVEMENTS:★ Prioritized customer issues and launched customer feedback sessions, which eliminated escapes by 10% YoY.★ Developed continuous improvement/quality teams to focus on waste elimination and to promote productivity gains, which achieved an increase in efficiency of close to 15%.★ Led the Cross-Functional Leadership Team to drive focus and attention within the Initial Phase organization, which resulted in the achievement of LSS savings in excess of the $1M goal.

MASTER BLACK BELT, GE ENERGY SERVICES (Feb 2006 – Sep 2007)Served as the Lean Six Sigma Event Team Leader and Six Sigma Training Instructor and placed a focus on all aspects of DMAIC methodology.KEY ACHIEVEMENTS:★ Coached teams and closed 10 Six Sigma projects that led to over $1.5M in cost savings and cost avoidance.★ Led the launch of the Net Promoter Score initiative within Energy Services, developed the process to create the survey and identify the participants, and implemented improvement plans based on an analysis of the results.★ Led a cross-functional team to focus on cycle reduction and process waste and successfully reduced the root cause analysis process cycle by 30%.★ Two-time recipient of the coveted GE Leadership Power Award.

Naval AviatorVA-35 Black PanthersVF-103 Sluggers and Jolly Rogers