Choose Aerospace is a non-profit bringing aviation maintenance education into high schools across the nation, and a new and diverse workforce to the industry.

I was responsible for managing organizational change in terms of the curriculum for the three independent FAA Part 147 aviation maintenance programs run by Texas State Technical College. In addition to ensuring adherence to over 1200 learning outcomes as defined by the recently adopted Airman Certification Standards for aviation maintenance, I managed the modernization of our curriculum to leverage technology to promote student success. This is in the form of adapting curriculum to use in Canvas, our Learning Management System, in such a way that students are challenged by the content and assessed in meaningful ways to provide feedback to faculty and promote persistence and completion among students in the program.

Adding to my previous 3.5 years as the leader of this program, I returned at the request of college leadership in September of 2021. The program had fallen into a pattern of resisting college leadership and I was asked to turn this momentum in a positive direction. In the year since I returned to my home program as its leader, I am happy to say that our team is more cohesive and better aligned with the educational direction of the college.

I was asked by TSTC college leadership to serve on a management team to oversee the operation of the airport owned by the college. At over 240 daily operations (2016 data) and two runways measuring 6291' and 8600' respectively, CNW is one of the largest college owned airports in the country.In this role, I provided context and insight into airport operations and regulations to the Executive Vice President of Facilities and Maintenance, who is also the Interim Airport Manager. I also served as the point of contact on the FAA Facilities Directory, managed NOTAMs for the airport, filed construction notification forms for airport tenants, and fostered relationship with the FAA contract air traffic controllers. I participated in an RFP process to hire consultants to help the team identify strategic goals for the airport and served as a valuable resource for the consultants when they completed their on-site assessments.Although I formally stepped down from this team when I took on my current assignment, I still work with the newly named Airport Development Manager and the Interim Airport Manager on an as needed basis.

In my role as Executive Director of Special Projects, I was assigned to manage the daily operations of the TSTC Aircraft Pilot Training Program (APT) while identifying areas of critical need to put the program back on a path to success during a time of crisis. The school surrendered its Part 141 certificate in September of 2019 due to an inability to retain a qualified chief instructor (14 CFR 141.35). Additionally, the previous IBM was removed from leadership of the program two months prior to my tenure there. I was asked to step into this role in order to put the program back on track and then identify a permanent leader.Originally assigned to this task for six months, I stayed in this position for 18 months due to the crisis brought on by Covid-19 and the uncertainty it brought to the aviation sector. During this time, I made informed decisions regarding: where to cut and expand budgets, how to restart flight operations safely in the midst of Covid protocols, the review and updating of policies, keeping people working through pay decreases and declining student counts, hiring a new chief flight instructor, increasing student success measures, positioning the program to replace its aging aircraft fleet, and empowering the team to regain its surrendered Part 141 certificate.Additionally, I supervised the teaching-out of two other aviation programs during this time. These were the Helicopter concentration of the APT program and the Aircraft Dispatcher program. The decision to sunset these programs was made at the highest college levels, but I managed the process while also leading the APT program to a point where a new manager could be named.

As the Executive Director of Special Projects, I fostered collaborative efforts between corporations, institutions of higher learning, government agencies, philanthropic associations, K-12 educators, and the college. I linked the collective efforts of college leadership, faculty, and subject matter experts with our partners for project design and management of specialized efforts.The greatest success in this role was my part in bringing the TESLA START program (https://www.tesla.com/careers/tesla-start) to the Waco campus of TSTC in 2020 and, in late 2021, to our Fort Bend campus near Houston, TX.The second half of this time as an Executive Director of Special Projects was spent on assignment by the Vice Chancellor of Instruction's office to manage the flight school and assist in the management of the college's airport.

This is essentially the same job as my role as Department Chair, but due to restructuring when TSTC became one organization, the title changed.

As Department Chair, it was my job to balance Student, Faculty, and Administration needs while casting vision for our program and leading us to greater success.

I handled all incoming aviation maintenance students, including the development of a student vetting and selection process due to the limited number of seats offered. The vetting process included multiple paths to selection for the aviation maintenance programs since nearly half of our applicants were considered non-traditional students.

During my first semester as an instructor, I learned how to manage students, develop coursework, design and use assessments, and to love teaching.

As an ATEC board member, I participated in quarterly board meetings, contributed frequently to policy discussions, reviewed and approved budgets, programmed and participated in education breakout sessions at our annual conferences and chaired the 2020 Annual Conference (postponed until March of 2022). I was an involved committee member on ATEC's drafts of what became the PARTT 147 Act, introduced to Congress in 2019, and I lobbied on Capitol Hill in 2018 and 2019 for its passage. The language of that act was included in HB 133, the Consolidated Appropriations Act of 2021, which became law on 12/27/2020. I returned to Capitol Hill as an ATEC board member in September of 2022 and 2023 to lobby for continued congressional support of Part 147 schools everywhere.The Aviation Technician Education Council (ATEC) was founded in 1961. Its mission is to promote and support aviation maintenance technician education, with the ultimate goal of enabling the aerospace community to meet its workforce needs. The council actively engages with regulatory bodies to support an infrastructure that will create high quality technicians, provides resources, continuing education and networking opportunities to learning institutions, keeps the community informed of activities that impact technician education, and promotes careers in aviation maintenance.

As an Adjunct Lecturer, I developed from scratch and taught four upper level college courses for this new concentration in the Aviation Management program at Texas A&M University, Central Texas Campus. The courses were built and delivered using Canvas in a 100% asynchronous, online experience.The courses are: AVSC 3300-Maintenance Department Personal and Team Leadership, AVNC 3310-Managing Maintenance Organizations and People, AVSC 3350-Technical and Professional Communications for Aviation Maintenance Managers, and AVNC 4360-Maintenance Management: Global Perspective.

Worked on a team refurbishing P3 Orion aircraft for the US Navy. Heavy structures and sheetmetal repair and installation.

Airframe & Powerplant Mechanic performing major and minor repairs and alterations. Primarily Cessna 400 series aircraft.

• Created original hi-definition video, motion graphics and graphic design elements to complete complex project goals• Worked alongside executive leadership and special consultants to define challenges and desired outcomes of major projects including a long-term vision casting campaign• Worked with departmental leaders to support and enhance communications efforts• Developed original branding for multiple departments while preserving the over arching brand• Wrote copy and scripts for promotional and informational materials• Interfaced with multiple vendors to complete projects• Cultivated clear and easily accessible processes to promote system-wide events and programs• Proposed and followed a fiscally responsible budget