Kurt Hansen Email & Phone Number

Loveland, Oh, Us

Cincinnati, Oh, Us

Challenge: Lead execution and growth of a major business segment in Engineering Services with 1,500 employees in eight delivery centers across the U.S.. Company is one of the world's largest and most respected engineering and technical staffing companies serving industry and government.Management scope: P&L accountability for $160M division, including Belcan's Additive Engineering Center (AEC); 25 direct reports; proposal development; delivery of customer solutions in product design, software/systems engineering and supply chain services; partnering with customers. Key customers include Baker-Hughes, Blue Origin, Caterpillar, Collins Aerospace, Deere, General Dynamics, GE, Oshkosh, P&G, Rolls-Royce, Siemens, Sierra Nevada Corporation, and ULA.Results: Effectively led Region I Operations team through significant realignment and rationalization. Delivered high quality engineering services to over 70 customers, realized $160M in revenue, improved margins achieving 170 bps increase in EBITDA, and reduced DSO 23 days.

Cincinnati, Oh, Us

Challenge: Lead organizational and financial turnaround of the company’s largest engineering delivery center with 950 employees in a dozen locations across the U.S.Management scope: P&L accountability for $100M business segment; 20 direct reports; industry and customer diversification; proposal development; delivery of customer solutions in product design, software/systems engineering, and supply chain. Key customers include Cobham, GE Aviation, GE Healthcare, GE Power, L-3, P&G, Rockwell Collins, Rolls-Royce, Spirit AeroSystems, and United Launch Alliance.Results: Grew revenue over 12% after several years of decline, expanded customer base, and built a pipeline of new opportunities in year one. Reduced variable and base costs, leading to a 150 bps improvement in EBITDA. Led seamless integration of acquired company segment including customer base, 165 employees, projects and processes. Made good progress revitalizing culture and building esprit de corps.

Cincinnati, Oh, Us

Cincinnati, Oh, Us

Challenge: Lead engineering organization turnaround Management scope: 140 engineers at 45+ global sites; 85 GE shops, strategic Risk-Sharing Partners and 5,000+ suppliers supporting all commercial, military, marine and industrial engine programs and an $11B Supply Chain during a period of significant volume growth.Results: Stemmed turnover, increased morale and improved productivity of a vital design engineering team relied upon by senior leaders for solutions to the toughest engineering and manufacturing business challenges.➤ Reduced engineer attrition from 32% to <4%. Grew team from 55 to 140 in 30 months and continually developed globally dispersed group in critical skill areas to keep pace with ever-expanding scope and charter.➤ Achieved best-ever engineering-led variable cost productivity of $53M on legacy programs in 2015. Identified incremental $115K cost-out ideas worth over $200M/year in margin at peak production rates and billions of dollars over program lifecycle.➤ Significantly reduced number of “crises” elevated to GM level by fostering a strong partnership between 8,000 engineers in Engineering Division and 30,000+ employees in Supply Chain and empowering front-line teams.

Cincinnati, Oh, Us

Challenge: Engineering organization startup assignmentManagement scope: 400 engineers globally designing new products for massive multimillion-dollar programs that take next-generation engines for commercial and military use from concept to detail design and certification.Results: Advanced to organize and manage 2 design engineering organizations, following company’s reorganization from Center of Excellence to module-based model. Launched NPI programs while continuing to keep immense installed base of 55,000 commercial and military engines operational for customers.➤ Effectively managed a $95M program budget and met all major commitments for NPI and legacy programs with fastest-ever development cycle timelines. ➤ Built teams for 5 new engine programs, including the largest aircraft engine program in GE history.➤ Cut non-recurring engineering costs by leveraging in-country talent at new and emerging global engineering sites – grew international teams in Mexico, India, Poland and Turkey.

Cincinnati, Oh, Us

Challenge: Mission-critical supply chain problem-solving assignmentManagement scope: Led 200-member global mechanical systems design team engaged in design and support of components for all Aviation engine programs, including 3 major programs for military and commercial customers.Results: Nominated for Chairman’s award for resolving a critical supply chain crisis/capacity problem. Achieved 100% delivery of technology development milestones on mechanical systems hardware. Modernized design processes, instilled discipline, and recruited strong talent to rebuild critical area of expertise.➤ Cut bearing delivery delinquencies 88% within 9 months, reducing penalties and transportation costs while restoring customer confidence in GE Aviation’s ability to deliver engines.➤ Designed first GE gearbox in over 30 years for the GE38 turbo-shaft program. Team was awarded for this innovative and bold accomplishment at GE-A Engineering Recognition Day.➤ Supported planning, construction and startup of a greenfield production facility in Charleston, SC in 18 months.

Cincinnati, Oh, Us

Challenge: First role as an Executive leading a design team Management scope: Global engineering team comprising 65 systems and design engineers, as well as 50 contractors designing and integrating commercial jet engine nacelle systems, a $390M product line working closely with Airbus, Boeing, Bombardier, Embraer, Honda, and other companies.Results: Strengthened GE-A’s competitive advantage by taking design team to the next level and meeting all major NPI and fielded nacelle system program goals. Grew team and strengthened technical talent in key design areas.➤ Established a Nacelles Technology Board, set technology roadmap, secured $7.7M in R&D annual funding, and developed innovations such as pylon-down installation concept—adopted as part of Aviation’s 7 key technologies.➤ Exceeded Six Sigma savings goal by 27%, delivering $1.35M cost reduction through process improvements in both engineering and manufacturing.➤ Substantially reduced steps-and-gaps non-conformance call-outs by customers while lowering product costs.

Cincinnati, Oh, Us

Challenge: Recruited by department GM and promoted to executive level in a matrix organizationManagement scope: Revitalized an elite team of 25 manufacturing technology experts and 300 Certifying Agents developing or improving manufacturing processes worldwide, leveraging GE’s Global Research Center and using Six Sigma tools.Results: Contributed $14M+ in productivity annually. Established team as the Certifying Agency for special processes across 30 shops, 8 partners and 800+ suppliers. ➤ Outperformed 2003 savings goal by 180% and exceeded $10M productivity improvement stretch goal by 45% via 250+ manufacturing and NDE technology development projects that made GE Aviation more competitive.➤ Member of senior team that established GE Aviation’s first global Engineering site in Turkey in 14 months, saving $4M while strengthening regional support for airline and military customers.➤ Won CEO Award as Team Leader, GE-Honeywell Integration Team; led 14 teams/80 employees that identified $16M in synergy savings (far exceeding $6M target) across 90 labs, 850 employees and $120M annual budget. Created NPI integration template adopted by other teams.

Cincinnati, Oh, Us

Challenge: Transforming the operating culture across GEManagement scope: Member of inaugural team of GE leaders charged with launching Six Sigma company-wide at the direction of Jack Welch. Results: Co-developed GE Aviation Six Sigma strategy for a complex, $4B global supply chain across 30 countries. Led 25 Black Belts across 10 sites. Held P&L accountability for assigned initiatives.➤ Improved quality, cost and delivery in Aviation supply chain using Six Sigma strategy with significant financial impact. Contributed $21M in productivity over first year and reduced working capital by $8M.➤ Recruited 25 high-potential Black Belts to lead major projects, launched Green Belt training at all sites engaging 200+ Green Belts, and brought about a culture change.➤ Executed 24 high-impact projects across 12 organizations/6 sites with notable customer and GE financial results.➤ Reduced defects (DPMO) at a key plant from 140,000 to 6,300 in under 12 months, nearly 100X better than other GE shops.➤ Used Six Sigma DMAIC methodology to cut calibration and out-of-tolerance delinquencies by 54%-75%.➤ Originated P&E investment process that was adopted across entire GE Aviation Supply Chain on $1B+ annual investment.

Cincinnati, Oh, Us

Various engineering technical and leadership roles on turbo-machinery components or sub-systems across military, commercial and derivative aircraft engines.

Schenectady, Ny, Us

Various engineering roles in product design and product support for coal-fired and nuclear steam turbines and generators.

Schenectady, Ny, Us

Various engineering roles in turbine-generator product development or power plant system development for coal-fired, nuclear and combined-cycle power stations.

Bachelor Of Science (B.S.), Mechanical Engineering

Master Of Science (M.S.), Mechanical Engineering

Graduate Of, A, B And C-Courses

Certified As, Six Sigma Champion/Master Black Belt; Six Sigma Black Belt; Dfss Black Belt

Nmdc (1995), Mdc (1997), Elc (2014), Organizational Leadership

Graduate Of, Board Orientation & Leadership Development (Bold) Program