Luis Lobo Email & Phone Number

Paris, Fr

Responsible for the end-to-end P&L for the Americas (600 employees) with a revenue of $550M per year. Including two manufacturing sites (Windsor, CT and Sherbrooke, Canada) along with sales offices in Canada, United States, Mexico, Colombia, Brazil and Chile. Servicing Ground Support Equipment (GSE) for customers like American Airlines, Delta Airlines, JetBlue, AeroMexico, Azul, etc. Improved the manufacturing capability by restructuring procurement, development engineering, Quality and production organization. As a result, bottlenecks were removed, quality improved and sales increased month over month meeting budget by June 2023. Negotiated sales with Delta Airlines for $25M on Ground Support Equipment to be delivered in 2024 for push tractors and baggage tractors enhancing the fleet to 250 units across the United States. Re-negotiated contracts with major vendors (Cummins, Aerzen) after inflationary environment eased and performance was not meeting expectations according to the negotiated contract.

Birmingham, West Midlands, Gb

Responsible and accountable for $540M P&L that develops, manufactures and maintains/repairs equipment in the Aerospace industry across 11 sites worldwide. Key customers are Lockheed Martin (Aero and Missiles), Northrop Grumman, and Sikorsky. Main product lines include transparencies, aircraft wiring systems, composite panels, structures and components, Titanium structures and fittings and aircraft composite structures.Responsible for all front end negotiations with OEMs including $272M for Aero Structures, $165M for Transparencies, $87M Landing Gear/Aero Structures, and $500M Composite Components. Ensuring that Operating Profit on each negotiation is maintain at expected levels in a competitive market environment and regulatory compliance.Accountable for margin improvement across operations in 11 sites worldwide, making sure that operations is aligned with expected Operating Profit and assuring that forecast commitments are maintain and secured.Leading the business development and business growth for the group according to the five year strategic plan. Secured two new business ventures within space and missile sectors (Amazon and LMMFC).Ensuring and overseeing that top talent is retained and attracting top talent across all 11 sites within the group. Always maintaining alignment and flow of communication across the management layers which in turn provides successful outcomes setting expectations for every member of the team.

Paris, Fr

Luis joined Zodiac Aerospace (now Safran) in 2016 to turn around an entrepreneurial start up unit of Power Generation/Conversion systems in the Aerospace and Defense Market. The business unit was struggling with sales growth, low productivity, cost overruns, excessive development risk and low morale in the workforce. The challenge was to turnaround the business and set it in a growth path. Luis has set the business on the right track by growing sales, improving gross margins, controlling expenses, developing a sound product strategy, reorganizing the leadership team, improving working capital and free cash flow. With his leadership and sound judgement the business unit is now on a growth track of profitability and achieving their financial goals. Responsible for the P&L of the power generation/conversion businessResponsible for the entire business cycle from sales, marketing, development, engineering, production, R&O, FAA/EASA repair station and customer serviceDeveloped business strategy for fixed wing, rotor, UAV in the commercial/military marketsResponsible for the R&D/R&T product development strategy to advance product leadership in the market► Improved revenue by winning four new development programs in the military sector in major OEM platforms Boeing MQ-25, Leonardo AW249, Lockheed Martin S959 and Boeing Genesis► Turn around the business in twelve months increasing sales 2.5 times from previous financial year. Improving EBIT by 30%► Improved productivity in R&O and Production by doubling output through efficient capital investment, cross training, strategic work force allocation and continuous improvement► Efficiently improved Gross Margins 15% through better material negotiations, Long Term Agreements, sourcing improvements and disciplined price increase on strategic product lines► Restructured leadership team and reorganized labor force improving customer service, production throughput, development program performance

Farmington, Ct, Us

After Sikorsky I was promoted within UTC to run the Landing Gear Business focused on Lockheed Martin platforms (F35, F22 and F16) accountable for product lines with profit and loss responsibility for $300M sales. Led contract negotiations, adherence to contractual requirements, change management, product configuration, quality/delivery performance, risk management and cost management. Directed the development and production of all variants of the F35 Landing System program with a statement of work of $135M for product development and $260M for production. Responsibility for Program Management, Aftermarket, International Business Development, Customer Service Contracts and Proposal Estimating.► Improved delivery performance by 30% within nine month on all F35 shipset variance and 100% On Time Delivery on CTOL shipsets (highest volume).► Improved quality performance by 33% within nine month on all product lines by utilizing continues improvement processes and quality initiatives (zero defect plan). ► Stabilized change incorporation on developing product lines and in turn reducing budgeted development cost by 20%.► Developed international strategy for MRO and FACO business in Europe and Asia for the F35 Landing Systems program. Potential business opportunity of $100M. ► Negotiated largest production contract to date in United Technology Aerospace Systems (UTAS) for the F35 platform with approximate sale of $260M.► Met sales, EBIT and cost targets according to the profit plan on all Lockheed Martin platforms. ► Improved and turned around the UTAS Landing Systems program management performance within 12 months by implementing program management Processes (Risk Management, Earned Value, Schedule Management, Change Management).

Farmington, Ct, Us

The Development Flight Center is a center of excellence to develop, retrofit and test all Sikorsky aircraft for the military and commercial markets. Recruited to provide top-level operational and financial management across 7 cost centers with a total $83M. His scope encompasses managing a $220 million capital investment, in the form of infrastructure and aircraft. Direct 30 engineers, 55 technicians and 4 managers performing the instrumentation engineering for all Sikorsky Flight Testing, to validate aircraft performance and characteristics required by the approving entity (Military, Civilian and Foreign Government). Lead the Material/Logistics group managing $18M in WIP inventory and $30M in government-owned Inventory, the Operational Excellence group, and the entire DFC infrastructure and its assets.► Delivered 2014 EBIT of $5M in licensing and royalties, with $20M EBIT projected for 2015, by identifying and commercializing new technologies (software, composites, testing equipment, and aircrafts) in alternate markets► Slashed operational expenses $1M annually, and drove schedule performance improvements 25%, by defining and implementing the DFC business strategy to transact business efficiently, and by instituting contractual discipline.► Drove operational excellence, achieving $1.5M savings, and reducing Cost of Poor Quality 38%, through applying Lean principles and processes (Kaizen, 6S, VSM, Process Maps, Relentless Root Cause Analysis, Error Proofing).► Raised throughput 30%, which exceeded strategic plan by 4 development aircrafts. Secured $16M capital investment to upgrade operational assets, restructured organization, and enhanced SOW.

Dublin, Ireland, Ie

Advanced to this role to lead the Project Management Group for the Oil & Gas sector across Latin America. My scope encompassed managing P&L for all Medium Voltage Electrical projects, and executing these projects to capture maximum market share. I developed the project management Phase/Gate process for Engineering-To-Order (ETO) products and major turn-key projects (>$10M). I launched the Program Management Organization for the Latin America Division, overseeing $28M in project sales in 2 years, and delivering project profitability of 10%. Additionally, I coordinated regional strategic business planning, ensuring product line offerings met organizational objectives and customer marketing goals.► Acquired $2M in incremental annual project business, through optimizing pre-order and post-order processes, and mitigating risk exposure using planning, execution, and project closure best practices.► Instituted project management standardization, to ensure operating margins for large projects met the 10% threshold.► Conceptualized and applied project management strategies that raised the project hit rate, and raised the number of profitable projects by 80%.

Dublin, Ireland, Ie

At this time, I managed P&L for the Golf Pride business unit, comprised of 150 employees, with annual sales of $40M. My role was to implement Six Sigma tools such as control plans, PFMEA, variation detection, and process capability, as well as Lean Manufacturing tools including error proofing, level production and visual controls. I directed plant engineering, QA, maintenance, warehousing, and production operations for the largest plant in the business.► Drove across-the-board improvements, reducing scrap production on color putter line by 16%, seamless line by 60% and cord grip line by 35%.► Delivered $2M savings by raising productivity on grip product lines 22%, and optimizing productivity plant-wide 35%, both key to expediting integration of production lines overseas (Thailand).► Achieved ROS of 21% in 2008 by streamlining processes, effectively scheduling workforce and executing Sales, Inventory Operations Planning (SIOP). ► Positioned plant to win the Eaton Business Excellence (EBE) Award; given only to 2 plants enterprise-wide, for quality, operational excellence and business process execution.

Dublin, Ireland, Ie

Eaton originally recruited me to lead compliance of company processes in the supply chain function, as well as direct planning execution to optimize inventory levels. That involved implementing Lean processes such as continuous flow and level loading for importing goods from US to Brazil. I also instituted planning best practices and optimized forecasting methodology, to improve inventory levels across the division. ► Improved inventory lead times by 15% and streamlined supply chain for 4 plants within the business. ► Decreased days on hand 25% each year end, and implemented inventory management techniques such as VMI and Kanban, reducing obsolete inventory by 15%.► Optimized lead times for importing goods from US to Brazil by 40% saving $500K annually and reducing transit times from 65 days to 21 days.► Delivered nearly $600K savings, by discovering 2 key suppliers for machining in Thailand and heat treating in Korea.

Bethesda, Md, Us

► Developed, design, integrated and tested Power Supply systems and Single Phase/Three Phase UPS for the US Navy Destroyer Ships and Aircraft Carriers, to develop a new power system product line. ► Generated $4 million in new sales revenue by directing a product development group of 6, which built prototype security card (DSDA) for the JSF, F-35 airplane.► Drove change management for Integrated Core Processor (ICP) for the Joint Strike Fighter (JSF, F-35) airplane; implemented strong PMI processes and improved overall project delivery, quality, schedule and cost performance.

Mba, Finance, Marketing, Operations

Bs, Electrical Engineering (Power And Control Systems)

Lean Manufacturing Certification