Justin Eisenach Email and Phone Number

Responsible for leading, mentoring and supporting a dynamic 24 team member strong team faced with the challenge of producing development engines, qualification engines and moving into low rate engine production in an aggressive timeline. The team is comprised of experienced engine and turbo-machinery professionals and robotic laser applications operators and programmers assembling the BE-3, BE-3U, and BE-4 engines from piece parts to final integration for testing.Driving the shop floor evolution to support the various stages of development, qualification and low rate production by working with team members, industrial engineering and manufacturing engineers for floor lay outs, improved tooling, process definition and flow, improved production standards and refined work order instructions. While working with quality assurance and other operational leadership to define and drive company initiatives to support AS9100 certification.

Manufacturing Engineer responsible for guiding the transition from research and development to low rate production of the BE-4 engine. Ancillary responsibilities include influencing design for manufacturing, integrated quality systems, and catalyzing a quality minded, proactive and collaborative production environment.

Managed 43 highly skilled production team members to produce the large structural assembly components including the capsules, radial bulkheads, exterior carbon fiber composite panels and trunks of both the Dragon Cargo and initial Crew capsule spacecraft. These builds are the foundation of the Dragon spacecraft to complete the valuable NASA CRS cargo missions (3-4 resupply missions to the International Space Station per year) and initiating the first step to bring manned space flight and transport back to a US based company.Managed production schedules, quality landscape, and resources for six concurrent builds including the last two nominal build Cargo missions, the first two refurbishment build Cargo missions and the first three qualification capsules for the Crew mission efforts (Crew capsule builds are an order of magnitude more complex than the Cargo capsule builds). Implemented technician guided workmanship issue review and awareness training with the team members instilling values of ownership and accountability leading to a 14% reduction in workmanship issues and 19% issues overall for 2016 when compared to 2015 numbers.Responsible for leadership training and development of high potential direct reports including supervisors, team leads, and select highly motivated technicians via weekly leadership focused round table discussions, book club type assignments, and individual one on one mentoring meetings. Established succession plans for several individuals to become in-house developed future leaders who are highly respected and recognized contributors with expansive direct and relevant experience in spacecraft production and leadership. Leadership training focuses on extreme leadership and servant leader teachings and practices.

Managed 51 team members including three supervisors over five teams in the production of spacecraft propulsion components, Environmental Control and Life Support Systems (ECLSS) assemblies, propulsion tanks, Tig and EB welding, and Draco thruster engines for the Dragon Spacecraft.Implemented servant leadership, lean manufacturing techniques, and quality emphasized production approach as well as built productive relationships with the manufacturing engineering teams to lead the spacecraft propulsion production team to be recognized as the most improved production team for the second half of 2015 based off of key metric targets including technician utilization, production efficiency, on time delivery, OSHA safety incidents, and workmanship issue counts. This led to receiving a SpaceX Kick Ass Award.Notable team and leadership accomplishments include: - Zero workmanship issues over the last 5 months of 2015 for the components production team- Only two total workmanship issues for the Draco thruster production team in all of 2015. - Refurbished first reuse flight set of Draco Thruster engines for flight purposes- Created and organized the initial Dragon Tig and EB Welding Team (Recently separated out under it's own manager to the Advanced Welding team)- Worked with Manufacturing and Responsible Engineering teams to bring R&D and start of first production builds of Crew Dragon ECLSS and Super Draco Thrusters to cross functional R&D and production teams.- Mentored two supervisor to successfully obtain manager positions

Process Quality Engineer, Dragon Capsule Helped establish and define the Process Quality Engineering position in the Dragon Production Directorate that is the standard template and training for the Process Quality Engineering positions company wideo Mentored junior engineers in the use of quality analysis tools to included FMEAs and various statistical analysis tools Co-lead a major process improvement project for precision hole drilling operations on the Dragon Capsule Assembly leading to a decreases in related issue by 64% and Days to close by 43%, and an increase in First Pass Yield by 5% (94% to 99%) from previous build.o Kick Ass Award recipient Provided logical data driven recommendations based off of natural process analysis of COPV key characteristics for a high severity failure investigation leading to identifying high risk parts to be inspected and removed as necessary from ready to fly Falcon 9 rocket missions.o Kick Ass Award recipient Co-lead the Lee Jet failure investigation leading to the creation and distribution of companywide standardized installation procedures, inspection tooling and processes, and Center of Excellence Training curriculum. Established and drove the Protect the Part program focusing on reducing workmanship, handling, or processing anomalies daily to review in the production work centers to with related production technicians, supervisor, and manufacturing engineers to drive quick improvements to decrease flight hardware damage.o 50% decrease per capsule build per week since inception (3.6 issues to 1.8 issues)

Supplier Quality Management Project Manager/Team Leader II (TL II) Supervised, lead, and developed a team of three salaried employees engaged in performing supplier audits, failure investigations with and at packaging and materials suppliers, creating supplier scorecards, and managed supplier quality and continuous improvement efforts.• Conducted new supplier audits of quality systems and control processes to provide data for the acceptance process of a potential new supplier.• Enlisted and worked with suppliers and Gallo’s Supplier Development group in developing a collaborative relationship for continuous improvement and compliance with quality, environmental, and safety requirements.• Intricate in the development of standard operating procedures of the Supplier Quality Management team’s essential functions as well as the cross training of the team’s primary functions within all team members.• Built working relationships with suppliers’ quality leadership and other functional groups within Gallo to strengthen cross-functional efforts particularly related to quality management, audits, and failure investigations’ corrective actions.• Developed team members via training courses, mentoring management techniques, and open discussions for on the job guidance.• Integral in the development of Key Performance Indicators (KPIs) for the Supplier Quality Management group and the scorecards for materials and packaging suppliers, based on Gallo’s Defect Tracking System (DTS), Corrective Actions Response System (CAR), and audits.• Promoted, supported, and met with internal management for the acquisition and use of a new quality analysis and risk mitigation system (TraceGains) for ingredients and ingredients suppliers’ performance in compliance with Food Safety requirements.• Engaged in a Belbin Profile Assessment resulting in providing top 3 preferred team roles: Shaper, Resource Investigator, and Monitor Evaluator.

Supervised, lead, and developed a team of hourly/union employees engaged in performing a variety of maintenance and engineering assignments. Responsible for the training and development of direct report staff (9 MSC team members). Conducted performance evaluations; recommended schedules and approved overtime; dispensed disciplinary actions, as necessary; addressed complaints and resolved team issues.• Monitored production, installation, operation, maintenance, and repair of mechanically functioning equipment, including centralized heat, gas, water, steam and electrical systems. • Worked closely with both internal and external engineering groups in the development and application of robotics and PLC controls to increase production quality, efficiency, and volume. o Supported execution of capital projects to improve the efficiency of the MSC through automation and production machinery through Phase 3 and into Phase 4 of MSC construction.• Planned the overall operations of the Material Sequencing Center (MSC) producing palletized units of wine product and ensuring achievement of goals and objectives directly through hourly team members.• Monitored and controlled budget area of supervisory operation (MSC). • Worked cross-functionally with other departments in the winery to improve processes within the organization such as the Quality Assurance Hold Process and CHEP Pallet check-in process.• Estimated personnel needs and ensured adequate staffing in order to meet pre-established completion dates accompanying capital projects and functional organizational changes.

Serve as supplier-side interface with Project Managers for the planning of Combined License Applications, Engineering, Procurement, and Construction Activities for the new US-APWR (Advanced Pressurized Water Reactor) Plant Design.• Instrumental for the generation of the company’s first Quality Assurance Project Plan, which establishes Quality Planning responsibilities, delineates Quality Assurance and Quality Control Requirements for every phase of Project Development, and establishes the baseline requirements for compliance to Local and Federal Regulations for the development of a Nuclear Power Plant. • Instrumental in the generation and review of Quality Assurance Procedures, Engineering Documents, and Project Planning Documents to ensure compliance with established company procedures resulting in the improvement of internal procedures and processes.• Responsible for auditing, overseeing, and managing both international and local suppliers involved in site design and construction.

-Performed a special assignment as a Responsible Engineer managing product manufacturing onsite at a European vendor to ensure timely delivery of their product to SS/L for multiple programs.-Monitored the assembly and test processes, provided status reports, managed non-conformance investigation and corrective action meetings, and prepared schedule status reports for SS/L upper management and customers.-Completed the assignment three months early and under budget.-Organized and lead failure review board investigations with company specialists and engineers. -Managed problem-solving activities to develop and implement short and long term corrective actions to maintain satellite reliability while protecting company and customer schedules. -Investigated orbital anomalies; maintained an orbital anomalies and spacecraft launch database of SS/L and its competitors, provided data presentations relating to industry performance comparisons to the marketing department.-Prepared and presented status of critical cross-program issues to Program Office representatives.-Point of Contact for Reliability Department for design and development of new RF Switches. Help define testing requirements and provide reliability analysis and evaluation of new designs. -Audit part failures, systems failures and corrective actions and analyze failure trends.-Ensured single point failure items are minimized on all redesigns implemented as corrective actions-Reviewed overstress, worst case, and reliability analyses of unit or system test failures

• Successfully completed the Naval Nuclear Propulsion Officer Training Pipeline, which included maintaining and operating sophisticated nuclear propulsion plants, overseeing nuclear engineering operations, qualifying as Engineering Officer of the Watch, which involved coordination of all nuclear plant operations while maintaining reactor safety.• Managed a group of naval officers tasked with recruiting new officers and new Nuclear Propulsion Officer Candidates from regional colleges and high schools. This recruiting team played a major role in propelling the Navy’s Denver Recruiting Command to be the number one recruiting command in the nation for the year.• Updated and revised two existing informational and technical manuals for current and prospective officers.

-Managed residential development and road construction for Arizona Department of Transportation.-Designed, analyzed and presented geotechnical structures for client meetings and proposals.-Composed technical reports pertaining to various projects for TEC, contractors and clients.

Configuration management of Denver Solution Center DSL, Cable and fixed wireless development projects. Responsible for development, testing, and production support of Qwest Minneapolis CTF architecture. Lead developer responsible for research, design, and analysis of TIBCO/Hawk Monitoring Tool software for CTF 1.1 at Denver Solution Center and Qwest Digital Network System project for Qwest in Denver.Composed three company white papers establishing CTF Tool training, development and system integration.