Responsible for the Profit & Loss of the Engineering Technical Services (ETS) division of the company as the Acting Vice-President during a leadership rotation exercise. Successfully lead over 160 employees across a $30M+ division while providing strategic direction, establishing processes and policies, and working across other divisions to grow LCE’s Navy footprintLed and directed the 70 person ILS Program for LCE’s DMSMS, Obsolescence, Technical Referrals and ILS Certifications programs with an annual budget in excess of $12M. As the ILS PM I assessed the group’s ability to meet the 12 tenants of ILS. I defined gaps and developed a strategy that included hiring key personnel to fill the gaps and securing programs to improve our capabilities. One of those programs was an unmanned program that I hired an expert to increase our core capabilities. I developed polices, process, metrics and tracking tools to improve the efficiency and effectiveness of the ILS Group for our $56M Navy contract. Executed all programmatic functions required that include but are not limited to: program and financial management, strategic development and positioning, business development, product reviews and personnel management. Extensive working knowledge of NAVSEA, Office of Naval Research (ONR) and the Warfare Centers to support expanding ILS, Electric Power and Variation Reduction business opportunities. I secured over $150K in funding from ONR to support advanced power systems work.Led capture, teaming, and proposal efforts for multiple contracts out of NSWCPD resulting in over $30M in contract awards. Developed a near and long term ILS strategic way forward to expand capabilities and opportunities to new Navy customers as well as new markets for LCE such as the Air Force, Army and commercially resulting in development and submittal of over ten proposals for new work to new customers

I led the Commonality Group at LCE to support integration of Commonality across NSWCPD. I am developing the Commonality implementation strategy for LCE and mentoring LCE and NSWCPD personnel.With my background in Electric Power Systems I am also investigating how Commonality can be applied to new concepts in the All Electric Ship.I am also providing Program Management support to various programs to increase the programs efficiency and effectiveness.

Realigned Naval Warfare Center Philadelphia’s CVR/Commonality Program to focus on implementation of Virtual Shelf items. The realignment resulted in the restructuring of Naval Warfare Center Philadelphia’s organization and on ILS processes such as the Ship Change Document Process, MACHALT, Technical Manuals, provisioning and maintenance to drive implementation of Commonality results into the Fleet. This resulted in a $1M increase in funding to the program.Presented papers at conferences and authored articles in support of CVR/Commonality applicationDeveloped the Strategic Plan, Vision and rebranding of the NSWCPD CVR/Commonality Program resulting in funding of over $1M to LCE. Created and led the CVR IPT construct for Department 31 to facilitate a highly collaborative environment to align CVR/Commonality principles and applications for HM&E systems resulting Commonality becoming a part of the NSWCPD Business PlanThrough my leadership over $50M in savings were defined form the implementation of the Commonality principles I established at NSWCPD.

I led the Division for the Naval Sea Systems Command that is focused on reducing the cost of ship acquisition, operation and sustainment. I directed the efforts focused on reducing variation of systems, subsystems, components and processes across the Navy, shipbuilders and manufacturers through systems analysis, the development of policies, guidance documents and requirements. The requirements I develop flow down from the Chief of Naval Operations and Assistant Secretary of the Navy for Research Development and Acquisition to the many acquisition and modernization programs for the Navy. My division applies a systems level approach across the supply chain for concept development to disposal to reduce variation, streamline development and sustainment processes eliminating cost to develop and operate ship systems. Because of the results I provided a new Directorate in NAVSEA was formed specifically focused on Acquisition and Commonality, NAVSEA 06. I was the Commonality lead.I was also the Systems Engineering Technical Authority Program Manager leading the reduction of cost in specifications and standards. Applying commonality analysis techniques, cost drivers in specifications and standards are defined and eliminated. Through my efforts approximately $5B over 30 years in cost has been removed from specifications and standards. Presently, over 178 cost reduction items have been defined and on average over 50% are being applied in new acquisition and modernization programs across NAVSEA.

I was the Director for the Surface Ship Technology Program and the Deputy Chief Technology Officer for the Surface Warfare Enterprise (SWE). The SWE encompasses the Navy's surface fleet of ships. I developed the first SWE Science and Technology Strategy which define technology gaps for the SWE The SWE S&T Plan was used to establish technology development priorities with the Office of Naval Technology (ONR) and industry. Through my efforts the SWE leveraged over $100M in ONR investment over a five year period. I also led the group of CTO's from acquisition programs to develop cross platform technologies and to leverage other services capabilities into the Fleet.

I was the Director for Technology development for a 1300 person organization focused on Hull Mechanical and Electrical Systems. I directed the development and assessment of technologies for fleet application and supported the development of strategies with the Office of Naval Research.

I led the Division that developed HM&E Systems and Technologies for Submarines, Surface Ships and Air Craft Carriers. I managed an organization of over 300 people with an annual budget in excess of $45M with facilitates valued at over $500M. I developed long term strategies to integrate all of Philadelphia's Electrical capabilities to enable technology development, systems analysis, testing and training from sub scale to full scale ship systems. These strategies are presently being implemented through a combination of Mil Con's, Min Cons and program investment.I managed the Division which transitioned diverse technologies such as Advanced Degaussing systems, reconfigurable fire suppression systems, special devices for submarine applications, Zonal Electrical Distribution systems and high level acoustic analysis capabilities.I interfaced with ONR to develop FNC candidates and supported the review of various electrical technology FNC's.