Development and implementation of the Skyward Bound Solutions corporate vision. Focus on strategic company growth through utilization and further development of companies core competencies. Drive company marketing and awareness goals. Increase market share in: Housing, Investment Management, & Consulting Services.

Chairman of the Board 2022 to 2023

In partnership with the staff advisor to development, coordinate the direct support revenue within the Quivira Council operations. Support development and growth of direct support campaignsMake introductions to major gift prospects to support endowment, capital & operationsWork with council leadership to grow revenue annuallyDrive problem resolution and create opportunities for each campaign Identify and help recruit new campaign chairs when needed

Chairing the growth and development of the Exploring program within the greater Wichita area. Exploring provides exciting activities and one-on-on mentorship for youth looking to discover their future. Contact me for further details, whether a local organization looking to strengthen the community or young person wanting to discover future possibilities.

VP of Global Supplier Development & Rate Readiness; Develop and Implement predictive model for determining supplier health and future success based on current performance. Understanding both their ability to perform in the current environment as well as support anticipated rate increases. Develop and synergize global talent to address critical suppliers with a methodical, data driven approach to yield improved supplier health and increased OTD. Drive Program Management principles and fundamentals into the supply chain organization to increase accountability, planning and spend with our most troubled suppliers. Develop Roadmap for de-centralized global supply chain to significantly decrease cost and drastically increase response time and improved supplier relations.

Responsible for leadership and direction on all Program and Operations activities to generate $1BM annual revenue / P&L. Reports to the Senior Vice President of all Boeing Programs and Operations, providing direct leadership to two directors and three senior managers supporting a total team of 405. • Support the senior executive leadership team on all matters pertaining to the 747 & 787 both tactically and strategically. While developing and implementing an overarching Boeing Twin Aisle strategy.• Develop, drive implementation and execution of key make-buy decisions designed to yield higher profitability and improve quality of product.• Overseeing the recovery of Spirits internal factory after significant disruption associated with the Covid-19 Pandemic & 787 delivery delays imposed on our customer via the FAA. • Developing & overseeing new manufacturing approach to accommodate changing requirements to further ensure aircraft safety.• Developed and implemented a robust Program closeout approach for 747 program closures in 2022.• Acquiring and developing internally talented workforce to successfully produce in the face of immense challenges and shifting requirements.

Responsible for leadership and direction on all Program and Business Development activities to generate $500M annual new revenue, overseeing $285M P&L and a growth pipeline of $6.3B. Reports to the Vice President of Research and Technology, providing leadership to one director and three senior managers supporting a staff of 22. • Captured four new diversified programs with a projected revenue of $1.5B over 15-year period. • Developed and executed plans to ensure post-merger integration targets and synergies for Bombardier are met. Targeted cost reductions for first fiscal year of 12%. P&L projected to grow from $125M to $285M post acquisition. • Met annual operating plan stretch goals and exceeded targets by 6% & 50% for both Programs and Business Development respectively during a period of rapid business oscillations. • Sought out to partner with functional senior executives of the ELT (Executive Leadership Team) to remove roadblocks and achieve enterprise goals and objectives.• Established intentional skills development and talent management pipeline to build the talent pool needed for current challenges and growth.

Provided P&L leadership in excess of $150M from startup, with responsibility for Single Aisle product end items for all variants of Boeing 737. Reported to the Vice President, Single Aisle Programs and led four senior managers supporting eight professionals. • Executed the ELT directive to bring down overall costs by 30% through improved product selection to onload Malaysian facility. Delivered recommendations on targeted Malaysian project capabilities. • Orchestrated ELT proposal portfolios to facilitate Board conversations around Malaysian business growth, realizing 93% business case accuracy. • Identified and implemented the most feasible and profitable projects to transfer from incumbent product provider into growing Malaysia facility. • Conducted regional site visits to identify potential suppliers and played key leadership role in selection, contributing to 30% overall cost reductions. • Oversaw 5% physical expansion of site footprint for 16% delivery throughput increase and 70% cash improvement.

• Report directly to the VP of Boeing Single Aisle (SA) Programs, provide leadership & direction on all Boeing Wing end items for 737, 747, 767, KC-46 Tanker, 777 & 777x; with Profit & Lose (P& L) more than $1.0 Billion• Responsible for identifying, driving, and coordinating strategic Wing initiatives to ensure profitability and supplier award of future work scope associated with wing product• Develop, drive & coordinate successful implementation of engineering changes, supply chain work transfers, realization & quality improvements across a multi-site & multi-national workforce

• Report directly to the VP of Boeing Twin Aisle (TA) Programs, provide leadership & direction on all end items Fuselage, Strut, Nacelle & Wing for Boeing 747, 767 & KC-46 Tanker & 777; with Profit & Lose (P& L) in excess of $1.2 Billion• Develop, drive & coordinate successful implementation of engineering changes, supply chain work transfers, realization & quality improvements across a multi-site & multi-national workforce• Grow, acquire & development a high-performing program management team (6), including on-site customer representatives • Drove development, incorporation & monitoring to detail deterministic plans & other leading indicators across all TA programs realizing a 11% reduction in escapes to Boeing & improved realization by 3% across all end items for all TA programs• Implement standard cadences & disciplines internal to provide early detection of deviations to yearly plans & execution as it relates to TA programs• Work closely with supply chain to develop, drive & execute key initiatives yielding a 3% reduction in shortages as well as 6% improvement in quality escapes from the supply base. • Instituted a sense of accountability among teams by modeling tight oversight of individual & organizational performance • Developed a robust integrated product team to identify & execute improvement projects reducing Scrap Rework & Repair (SRR) dollars improving of 4% per unit across all end items for all TA programs• Provide leadership & growth opportunities to employees; equipping them to represent TA programs in executive forums • Drive development of leading indicators from a Twin Aisle (TA) perspective to leverage lessons learned across similar platforms

• Function as primary customer focal point on Fuselage, Strut, Nacelle & Wing products for Boeing 747, 767 & KC-46 Tanker; total combined annual contract value of $350 million• Accountable for P&L generation & adherence yielding 4.86% Gross profit margin on 747 & 12.28% 767. While increasing average cash flow by over 100% from negative positions prior years• Orchestrate, leverage & oversee negotiations for a memorandum of agreement driving organic growth of 1% profit within the first six months of instatement & anticipated 2.8% within year one• Partner with quality to implement Program Corrective Action Review Boards driving escapes to the customer down by 18% per unit on 747 & by 20% per unit on 767 while increasing delivery rate• Work closely with operations to realize reducing in SRR dollars on 747 by 27% & 767 by 19% on a per unit basis• Lead identification & implementation of realization projects across all end items to drive a step function improvement of 15% improvement on 747 & 767 combined • Develop & implement strategic plans pertaining to the next year designed to improve overall program performance• Implement standard cadences & disciplines both internal & customer facing to strengthen communications & execution

Acting in an Advisory role helping grow, develop & refine the young minds of tomorrow; through igniting a passion for business education and entrepreneurship. Opening our youth’s minds to the possibilities surrounding them and opening doors that will lead to a prosperous future.

•Function as primary customer focal point on Landing Gear systems for Boeing (F/A-18 & F-15); total combined annual contract value approximately $40 million•Manage, lead and motivate a cross functional, multi-site team in the development, planning, implementation and delivery of Landing Gear System (LGS) for Boeing’s F/A-18 & F-15 programs•Manage and motivate a multi-site cross functional team to reach Boeings required inventory levels•Accountable for Profit & Loss (P&L) generation and adherence; improved prior year quarter sales by $3.5 million•Trained a team in Lean principles and program planning to generate and execute cost saving initiatives. Resulting in approximately 20% savings per ship set•Lead cross functional team to improve On Time Delivery (OTD) of LGS by 67% on F/A-18 (from 33% to 100%) and by 57% on F-15 (from 0% to 57%) on a 6 month rolling average (combined percentage of 62%)•Manage the receipt and submittal of Truth In Negotiation Act (TINA) compliant proposals•Worked with Boeing to manage/mitigate and completely eliminate line stops due to LGS while implement corrective actions to prevent repeat occurrences. (Eliminated all line stops after only 8 months on the program and sustained that improved performance. )•Orchestrate and management of design changes and Supply Chain assignment of Critical Safety Items to capable international suppliers •Responsible for coordination, development, and presentation of Executive monthly status reports the state of the F/A-18 and F-15 programs•Ensure program execution to meet the needs of the customer•Coordinate and drive expedited delivery of critical supply chain shortages to ensure internal production can continue, and prevent impact to Boeing’s line •Develop recovery plans for production and sales and monitor progress while addressing metric shortfalls. •Develop critical supply chain deep dive efforts to ensure proper recovery to Boeing’s Production Line

•Function as primary customer focal point on Landing Gear Systems for Lockheed Martin (LM) (F-35 CTOL/STOVL JSF) for Low Rate Initial Production; total annual contract value of approximately $55 million•Manage and lead cross functional multi-site, multi-national team in the development, planning, implementation and delivery of Landing Gear System (LGS) for JSF F-35 program•Accountable for P&L generation and adherence•Harmonized efforts between Quality, Production, and Customer Service to reduce source rejections to the customer by 88% (from 90 findings to 11 in year 1) • Instrumental in ensuring proper processes where developed and followed during the stand up of fort worth•Review and approve engineering change requests, coordinate teams efforts for effective execution and completion of engineering changes•Negotiate and acquire new business for new contracts (spare orders and life limited replenishments)•Captured additional unplanned sales to the amount of $1.1 Million dollars within the first year•Assist in development and compliance to TINA compliant proposals•Drive coordination between planning, operations, and supply chain to ensure timely execution of desired recovery plans•Responsible for coordination and development of monthly status reporting to Senior Management regarding the progress of F-35•Develop/execute plans with UTAS & LM Engineering to retrofit product in the field with minimal impact to overall flight schedules. •Improve customer 12 month rolling OTIF from 59% to 72% within the first year on all three variants (includes all spares and production deliveries)•Worked with LM to reduce monthly line stops due to LGS by 75% (4 per month to less than1)•Work with internal and LM quality to drive source rejections from an average of 35 per month to 12 •Ensure program execution to meet the needs of the customer•Coordinate critical supply chain shortages to ensure internal production can continue, and prevent LM’s lines from stopping

• Function as primary customer focal point on Electronic Control Unit (ECU) for Honeywell engines (CH-47 Chinook Helicopter)•Department of Defense contract data rights assertions and expense monitoring experience•Develop engineering sales & expense budgets for programs totaling 1.5 million dollars in annual sales•Experienced in utilizing Earned Value Management Systems and scheduling systems for Department Of Defense programs (Monthly reporting of Earned Value results for DOD programs to ensure on budget and on time completion)•Manage and lead cross functional teams in the development, planning, and implementation of ECU’s•Manage, communicate and track percent spend on three US Army programs ensuring no funding overruns •Negotiate and acquire new business for existing contracts (product improvements)•Seek out additional organic growth within current programs to obtain additional business•Monitor and control cost and schedule on three different programs with an average CPI: .92 and SPI: .88 •Develop and maintain MS project schedules to communicate progress to both the team & customers•Coordinate and manage field upgrades and retrofits for US Army forces•Work with functional managers to gain additional resources and establish priority to my program•Coordinate timely execution of Engineering Change Proposal (ECP) through internal process

•Bridge communication gap between engineering and production to supply the customer’s line to eliminate line stops at Pratt Whitney Canada (PWC S-76D Helicopter) for development programs•Project lead for Plant (plant size ~ 250,000 sq ft) transformation known as Kaikaku (Japanese for Radical Change). Resulting in a facility wide On Time Delivery improvement of 33% a reduction in operator travel of 82%, and reduced product lead time by 16 days.•Develop Customer Quote Requests (CQR) to accurately quote additional scope items and bring cash flow in to the business•Develop and execute MS project schedule to support entry into service of Fuel Delivery Unit (FDU) for PWC program•Manage $500K entry into service configuration release to address issues found during qualification•Coordinate with supply chain & production to acquire needed material to support production•Communicate delivery status to PWC and work to address any needs•Preparation of MS ppt slides for comprehensive program reviews and status reports to Goodrich and customer management•Develop visual to show clear status of key items in the ECP to ensure all steps are covered and drive accountability for needed actions

•Develop and execute plan to bring Engineering New Product Introduction from 66 months to 56 months•Coordinate and manage Policy Deployment goals and key initiatives for engineering via Engineering macro plan in collaboration with EEA2 efforts •Organized and lead GECISC (Goodrich Engineering C.I. Steering Committee) a team of 6-12 indirect reports; created to empower the Engineering communities commitment to C.I.•Created and implemented a electronic based system for accurate analysis and measurement of On Time Delivery (OTD) through Engineering on all programs including R&D. Improving OTD by 41% over 2 years (Improving from 47% OTD to 87%)•Lead cross functional C.I. Teams designed to increase OTD based on analysis extracted from the “Milestone Tracker” with an annual increase of 10% •Upgraded current Engineering Program boards to increase adherence, drive accountability, and better performance among the team to their respective customers. Annual increase in Customer Score cards of 15%. •Coordinated and taught several training sessions of 60 engineers on Goodrich Lean Product Development Systems (GLPDS)• Implemented GLPDS tools and other Continuous Improvement objectives to drive a 30% improvement in first year. SPI: .68 to SPI: .84 & CPI: .62 to CPI: .86. and improved by an additional 5% in the second year SPI: .84 to .88 & CPI:.86 to .90 (~ 12 different programs)• Champion cultural change as well as foster new change agents such as myself • Notified management on current state of Engineering while identifying PIO (Problems, Issues, Opportunities) and actively working solutions via A3’s, Kaizen events, and Workshops

•Supervised and managed daily activities of 20 direct reports and 3 indirect reports •Managed profit and loss matrix for military and commercial products meeting or exceeding monthly sales of $1 million (typically ranging from $550k to $1.2 million monthly sales) •Led Continuous Improvement Event for F-22 Weapons Bay Light, which reduced cycle time by 80% (from 3.2 hours to 1.25 hours) while reducing operator travel by 71% •Coordinated and maintained an On Time Delivery in full delivery performance of 90% or greater to military customers such as Northrop Grumman and Lockheed Martin •Developed conflict management/resolution skills •Coordinate efforts between production, outside process, and government source in order to effectively meet OTIF• Kept upper level management a breast on current state of military production floor while identifying any potential problems and issues

•Analyzed Work In Process inventory; discovered and eliminated $1.8M in unbudgeted inventory. •Clean up of current Max Min Re-order quantities to meet inventory reduction initiative; creating a inventory avoidance cost of $1.3M. •Team lead for all WIP work orders in R&O (Repair & Overhaul) during Physical Inventory (P.I.). •Managed Work Orders (W.O.) while supporting shop floor and mitigating shortages on W.O.•Clean up and support efforts for Systems, Application and Products (SAP) implementation. •Trained contract workers and temporary employees in efforts to assist with daily tasks and P.I; to ensure on time completion and minimal impact to production schedule.

•Led the completion and submittal of Capital Appropriation Request for equipment (a Maier CNC machine for our Carroll facility), saving the facility 220K in the first quarter; and reducing overall lead time by 57%. •Designed and developed a graphite braze fixture to stabilize and increase volume through the furnace; while holding tight tolerances on the PW600 series manifolds (Pratt & Whitney); improving FPY by 85%. •Increased braze first time yield from previous 94% to 96% within the first year; brazing over 10,000 parts per month•Developing Standard Work for furnace operators to, optimize furnace loading and cycle time while maintaining high yields •Completed two Six Sigma projects simultaneously as well as participated in two Kaizen events. •Responsible for eliminating liquid and vapor honing prior to braze application on many Itec (indigenous defense fighter) jet programs. To increase First Pass Yields (FPY); resulting in a 45% improvement of FPY•Prior to leaving worked on implementing a flow/pull system to reduce lead time through inferno cell •Trained in Six Sigma Green Belt best practices as well as Lean Practitioner (LP) training.

•Responsible for 737-800 extended life brake program, designed test fixture for wear testing; scheduled and executed testing. •Developed project schedules, collected, analyzed and reporting of test data, and test failures forC-5, 777, MD-80, and 737-800 brake programs (ranging from $1-$20 million dollar programs.)•Created and maintained excel spreadsheets to expedite data analyzing, and help track hardware.•Authored C-5 qualification reports, test request, and test procedures for many different programs.•Planned and orchestrated tests and production operations for military and commercial programs.•Ordered hardware for prototype and qualification tests both military and commercial.

•Designed test shaft for the Young’s Press used on the 787-800.•Conducted heat transfer analyses for torque bar design purposes.•Designed a new prototype torque bar, nested and mid-span for both the 787 and the 747-400ER.•Created a schedule in Project, to track actions and resources on both torque bar efforts.•Planned and executed a design meeting between Wheel design, Dynamics, and Structural group•Planned and synchronized a webcast/livelink meeting between Wheel design and our supplier.•Helped determine critical dimensions for wheel design of the 737-900, designed in IDEAS.•Created and populated a wheel data base, giving information on the experiences in the industry.

•Responsible for leading weekly program scheduling meetings and updated program schedule.•Orchestrated 5-s tool location and upkeep project; created manuals for equipment tag location.•Facilitated manufacturing and equipment modification, designed layout for prototype machine.•Design work in AutoCAD and AutoDesk Inventor, both electrical and mechanical in nature.•Responsible for fabrication of a programming training station and accompanying program.•Created and maintained employee location schedule through lotus notes.•Extensive field experience conducting mechanical/electrical audits, rate testing, calculations, andsystem planning and implementation; in large companies.