Kevin Kuhn Email and Phone Number

https://www.flowcontrolholdings.com/

AllClear is the military aftermarket industry’s leading provider of mission-ready solutions, providing excellence in sustainment for the U.S. militaries and its allies. Headquartered in El Segundo, California, AllClear’s sustainment solutions cover over 40 utilized military aircraft platforms, supported with distribution agreements from leading OEMs, in-house and managed repair solutions, engineered products and manufacturing capabilities. AllClear was formed in 2020 by bringing together two of the industry’s leading companies: Aero Precision and Kellstrom Defense. Combined, AllClear now represents more than 55 years of defense aerospace sustainment experience and expertise. AllClear is focused on the bigger mission mindset of keeping militaries mission-ready. AllClear locations include; Camarillo, CA; Chatsworth, CA; Chula Vista, CA; El Segundo, CA; Greenville, SC; Livermore, CA; Macon, GA; Miramar, FL; Seoul, S. Korea; South San Francisco, CA; Tokyo, JPN. To learn more visit www.GoAllClear.com.

https://www.businesswire.com/news/home/20210810005111/en/Airborne-Technologies-and-VertiPrime-Establish-Joint-Venture-to-Support-the-US-Department-of-Defense

MW Industries, Inc. (MWI) is comprised of 24 locations and is headquartered in Rosemont, Illinois. It is the largest and most diversified specialty spring/bellows and precision fastener manufacturer in the United States. Through decades of growth, innovation and dedication, MWI is a world-class supplier of highly engineered springs, specialty fasteners, machined parts and other precision components to more than 35,000 customers in over 35 countries. We provide solutions to a wide range of markets including: Aerospace, Agriculture/Construction, Automotive, Consumer Products & Tools, Energy/Gas/Oil, Heavy Truck, Industrial, Medical, Military, Motorsports/Recreation, Spring Energized Seals, Transit, and Valves.It has been our goal to deliver the highest quality, most technologically innovative, and durable products in the marketplace. MWI is committed to excellence in quality at each phase of the product life cycle — from design and engineering to manufacturing — and in every interaction with our customers.The MWI family of companies includes: Accurate Screw Machine, Atlantic Spring, Automatic Spring Coiling, BellowsTech, Capital Spring, Century Spring Corporation, Economy Spring, Engineered Spring Products, Helical Products, Hi-Performance Fastening Systems, Hyperco, Maryland Precision Spring, Matthew Warren Spring, Maudlin Products, Mohawk Spring, Pontotoc Spring, RAF Electronic Hardware, Rumco Fastener, Servometer, Springmasters, and USA Fasteners.Certifications and registrations include:AS9100; ISO-9001; ISO/TS16949; QS-9000; ITAR; DFARS; REACH; RoHS; Mil-I-45208A; Mil-Std-45662; API 14 A+D; ANSI/ASME SPPE-1; QSLM; JCP; FDA Registered Facility ; ISO 8 Class 100,000 Certified Cleanroom

:•delivering lectures, seminars and tutorials;•developing and implementing new methods of teaching•designing, preparing and developing teaching materials;•assessing students' coursework;•setting and grading/marking examinations;•supporting students through an advisory role (Coaching and Mentoring)

Working mainly in the Aerospace industry as an Executive Recruiter providing recruitment and talent management services for "C" suite positions including Director/VP, CEO, COO, CFO etc.► New Business Development: Securing new clients and filling their open positions

Coach CEOs, presidents, business owners, senior executives and their management teams to improve leadership performance and bottom-line results!I partner with Vistage International to lead Private CEO Advisory Groups which provide the following:*A confidential platform for CEO's to process pressing business issues with a very select group of non-competing, agenda-free impartial, peer CEO's. *A rigorous process in place to get to the very core of the issue (be it strategic, operational or leader driven)* CEO’s are fully accountable to their commitments

Leader of an Aerospace and Defense company known as Sunbank which designs, manufactures and delivers high quality electrical connectors, back-shells, conduits, and electric wire harnesses, with a machine shop of 120 machines and welding equipment including Mills, lathes, screw machines etc.Originally a “Turnaround” assignment providing cultural and leadership team change along with operational performance and fully implemented daily metrics. Directed the successful sale of Sunbank to Meggitt Plc including handling Due Diligence inquiries, and managing the E-room of documents used during the sale, then lead the integration of Sunbank into the Meggitt organization and managed the cultural change.Transferred product manufacture to Low Cost Regional locations including Tijuana, MX and Vietnam, implemented the “Danaher Business System” creating sustainability for continuous improvement with Lean activities and Kaizen events, and overhauled Sales and Marketing channels and repaired customer relationship issues.

Replaced the two prior Presidents of Argo-Tech Corporation ($100 M +) and JC Carter following acquisition of these companies by Eaton; machine shop contained up to 30 mills and lathes, plus plating. Integrated the acquisition businesses into Eaton using Eaton Business System (EBS) generating significant synergy savings and cost reductions in excess of $1M per year; relocated Argo Tech and JC Carter businesses from southern California to another city and consolidated 17 small buildings into one large new buildingOutperformed operating profits and other profit plan expectations and maintained accountability for P&L for 2 diverse business divisions simultaneously; established Balanced Score Card (BSC) objectives to help manage business trends while maintaining balance within all stakeholders (shareholders, customers, employees, and communities); delivered business leadership to grow business 12%+ and establish strategic objectives for growth.Implemented Eaton Lean System (ELS) concepts and reduced manufacturing square footage requirements by 10% through value stream mapping and other 6 sigma tools; developed innovative business concepts to reduce gross inventory levels by $1.2M year; deployed the Business Operating Systems (BOS) to increase management visibility/communication and minimize any negative impacts by providing awareness more quickly; spearheaded Organizational Capability Assessments (OCA) for proper talent development, succession planning, and optimizing headcount requirements

Replaced the previous President and managed the closure of the Phelps, NY Perkin Elmer plant ($35M) plus Glenolden plant (TOTAL: $90 M + ); full machine shop with 50 +mills/lathes and welding equipment; transferred product-manufacturing out of the U.S. to Tijuana, Mexico and Batam, Indonesia; utilized “Prolaunch” STP (Standard Transition Process) during plant start-up in Tijuana, MX for the former Perkin-Elmer solenoid product line to reduce ramp up time & re-qualification costs.Outsourced product repair capabilities to 3rd Party and consolidated the customer service operation; simultaneously addressed MLA and DSP-5 approvals from the U.S. State Department granting international sites the export privileges to manufacture the company’s products and technical data; managed teams for (HFC) Hidden Factory capture including thorough videotaping and documentation of manufacturing processes, special tooling, equipment, special process approvals, requalification, and customer approvals.Between April and September 2007 acted as Program Manager/Plant Manager for the operation in Tijuana, Mexico ($100+M); Built and developed a winning team and turned around poor performing trends and processes; created Line of Balance schedules to improve OTD from 37% to 70%+ within 6 months; personally negotiated customer agreements which lead to a $2M reduction of past due deliveries

Responsible for the Aerospace Division, Sensing & Controls ($55M) in Glenolden, PA; increased Operating Margin to 23.9%+ by reducing operating expenses year over year (in 2005 increased Operating Margin to 27% by reducing operating expenses by 1.5M)Successfully passed EBE (Eaton Business Excellence) certification with 520 points; improved EE survey scores by 66% and 10% more in year 2 and Managerial effectiveness by 12%; reduced TCIR by 59%, and exceeded ELS objective score of 2.7 with 3.0.Implemented kitting outsourcing and other strategic projects; established succession planning processes and performance management of all employees; improved OTD from 60% to 86% in approx. 18 months along with other negative trends within the plant eventually consistently being in mid to high 90s%; reduced Customer Past due from $1.5M to $386K.

Duty Officer C-17 Operations (Sept. 01 – Jan. 04)Successfully managed quality, production control, transportation, safety and health, fire, security, and all other support groups for the production operations of the C-17 transport aircraft; reduced, as part of a team, frontline operations cost by 27.8% for 2001 & 19% for 2002Manager of Production Operations (June 1998 – Sept. 2001)Spearheaded the implementation of Non-Standard workweeks within the Frontline operations – 4/40 and 3/36 shifts, and performed daily management and support of up to 150 union & salaried employees; planned, organized and documented progress in achieving quality, cost, and business objectives; won national award after applying Malcolm Baldridge Quality standards for product improvement; represented senior management at executive meetings and customer audits.Consultant & Manager (June 1996 – June 1998)Leadership Development Program⇨ Quality Assurance Manager – reduced quality issues through Lean and Six Sigma principles; Responsible for UAW inspectors and SCPEA engineers.⇨ Supplier Management/Procurement – negotiated with suppliers, updated/created proposals and contracts; spearheaded the conversion of standard POs to PO s with mandatory bar coding.⇨ International Marketing – Executed various international projects, executive briefings, and market research; designed and developed the International C-17 multi-role Suitcase model.⇨ Flight Ramp Liaison Engineer – Managed root cause analysis, corrective action plans and fostered customer relationships.⇨ Design Engineering Integration Manager – Project management, crisis management, and customer support; reduced engineering rewrites by gaining customer buy-in before orders were completed.⇨ Production Operations Manager – Supervised UAW employees flight controls, hydraulics and fuel teams; successfully improved the work performance from high 20s% to low 80s% using employee Involvement, cell tracking systems, and Lean Six Sigma concepts.

Performed aircraft mechanic and maintenance control duties to reduce fleet downtime and revenue loss; managed the fleet maintenance to maximize customer utilization and satisfaction.

Developed and coordinated flexible work shifts to increase aircraft availability and reduce downtime; successfully managed flight scheduling for time sensitive part replacements; evaluated and recommended purchase of new aircraft for our fleet; supervised and trained all maintenance technicians.