Develop and manage the aircraft maintenance facilities in the North East. Locations include TEB, HPN, BDR, and BED.Developed and managed Maintenance Control for the Wheels Up Program.

As the Regional VP I directed the development of three repair stations as well as a maintenance control center. I collaborated with Sales, Marketing, and Operations on identifying regional opportunities for growth as well as cost savings. In championing recruitment processes, I ensured apt practice and coverage of growth through interviewing, hiring, and developing talented candidates.Some key achievements in this role include: • Directed establishment, development, and staffing of three FAA 145 repair stations.• Led negotiations for hanger leases as well as fleet maintenance contracts with large corporate operators.• Successfully generated $5M in annual revenues.• Managed development of Maintenance Control Center in Shelton, CT for Wheels Up Program.• Grew company fleet from 12 aircraft to 100+ over 30-month period.• Established and developed schedule maintenance department.• Initiated AOG call twice daily with key contributors to improve maintenance performance and decrease out of service time.

During my tenure with NetJets Inc I managed line maintenance activities, ensuring strict compliance with NJA and NJI policies and procedures throughout. I cultivated strong professional relationships with cross-functional departments as well as vendors to drive continuous provision of quality maintenance and on time return to service of events.

As the Production Manager I directed all phases of aircraft maintenance operations across 150 employees with $53M annual budget. I meticulously orchestrated the employee scheduling and resource allocation to ensure completion of maintenance and positioning of 30 aircraft per night. I conducting budget reviews and finance evaluations, I identified areas for improvement and provided recommendation on initiatives to boost profitability.Some key achievements in this role include: • Boosted production by utilizing strategic problem solving techniques as well as introduction of Team Leader turnover meeting daily with Supervisors and Crew Chiefs.• Significantly reduced JFK Aircraft Maintenance Department environmental rating from high risk to low risk in capacity as Departmental Environmental Coordinator.• Incorporated environmental discussions in weekly team meetings.• Ensured accountability for teams all Supervisors and Crew Chiefs.• Spearheaded Divisional Employee Advisory Group, brainstorming ideas for cost reductions resulting in $1.25M+ in savings.• Achieved buy-in from multiple departments to participate in Advisory Group.• Identified areas of waste and collaborated on methods to reduce costs without affecting other departmental needs.