• Led the HR engagement strategy to provide engagement and development opportunities for ~1500 Human Resources employees across Lockheed Martin; partnered with Corporate HR subject matter experts, curated content, and facilitated sessions • Led Calm for business partnership and scheduled Calm workshops for the remainder of the year, as well as partnered with HR leaders (and a few non-HR) to determine their needs for personalized workshops within their teams to meet the development and well-being goals of their teams. At year-end, there are over 900 HR employees that have signed up for Calm.• Partnered with Talent Acquisition, Business Partners, and leaders across the Lockheed Martin Human Resources team and implemented an intern hiring champion model to be utilized across the enterprise; successfully led the hiring champions to partner with leaders and hired 30 interns.

• Led Early Talent Development & Strategy across all US locations for Aeronautics Engineering & Technology (E&T, ~8,000 individuals); partnered closely with 40+ directors and VPs across Engineering & Technology, Talent Acquisition, and Community Relations to define and execute early talent pipeline planning • Oversaw end-to-end planning and execution of annual Engineering & Technology (E&T) college and intern program (~ 300 college interns and ~30 high school interns annually), including developing and hosting summer engagement programs, workshops, and focus groups; Drive annual process for intern conversion (returning as interns or converting to full-time hires), including working with managers, executives, and interns to determine future placement. Intern conversion rate to full-time hire averages 90% year-over-year. • Established a College & Intern Advisory Board of 20+ senior leaders representing all engineering disciplines to develop and execute summer engagement plan for interns and support year-round college recruiting and hiring (~350-600 annually) • Defined annual University Engagement strategy by assessing school ranking data, past hiring metrics, school demographic data, and critical skill needs of the business to determine Community Relations STEM outreach opportunities; partnered with Community Relations to develop STEM skills amongst underrepresented populations at 15 target universities.• Led annual College Hiring strategy and execution (~350-600 college hires annually) across 20 engineering disciplines; Partnered with Talent Acquisition, Human Resources Business Partners, and E&T Executives to meet staffing targets, diversity goals, and critical skill needs. Hiring includes a targeted focus on top technical schools, minority-serving institutions, and engineering society diversity events.• Led approximately 500 engineering managers through processes and expectations around interviewing, hiring, and onboarding interns and college hires

• Led the Production Operations intern program including recruitment, placement, coaching, and mentoring of ~50 college interns and ~5 high school interns annually. Developed strategies to match interns with potential hiring managers and place them in their desired positions for career growth and development. Supported hiring managers in interviewing and hiring processes. Partnered with Engineering & Technology to drive towards a OneLM technical intern program.• Led 20+ Operations Leadership Development Program (OLDP) participants through 6-month rotations and customized leader training; provided networking opportunities, mentoring, and coaching. Partnered with rotation managers to gain feedback and deliver performance assessments to OLDP participants. • Developed strategies for recruitment, development, and retention of OLDP participants after graduation from the program. Redesigned OLDP development opportunities and internal committees to align with Lockheed Martin Aero’s key commitments and ensured program participants continuously added value to the Aeronautics Division.

Led the planning, scheduling, and execution of First Line Leader Task Optimization across Production Operations at all sites. Worked with multiple levels of leadership (Supervisor to Sr Manager) to obtain concurrence of decisions and drive accountability. Resulted in ~ 100 tasks analyzed per area, optimizing 65% of tasks not aligned to the success of the supervisor.• Contributed to the development of learning curriculum, performance management, and sustainment of the First Line Leader Program

Managed the Touch Labor Staffing Plans and executed the Executive Staffing Review for Production leaders monthly for all Aeronautics sites; coordinated with Industrial Engineers on all programs and sites to compile data and provide analysis and charts in Microsoft Excel to production leaders to help make staffing-based decisions to help meet cost and schedule targets• Lead and managed summer intern on all projects; mentored on how to approach problems, gather information, and make data-based decisions, as well as how to effectively manage workplace politics; Mentored 3 other interns each summer.

Led a team of 6 engineers to implement planning changes on the production floor. Worked with production and various support groups to gather required feedback, held them accountable for schedule commitments, and developed mitigation plans when schedules slipped• Captured standard processes/ best practices and created an implementation packet for Factory Flow. The implementation packet enabled a team to enter a new area or program and perform the key objectives (as needed) of Factory Flow, enabling them to achieve and sustain affordability goals

-Program Office Liaison, Greenville, SC August 2010- December 2010• Served as “Ship Captain” to lead the management of constraints on the aircraft to maintain quality, cost, and schedule goals. Monitored schedule in MS Project and aided with Delay Notifications. Aligned efforts between hangar and flight line operations and all support teams to promote successful day-to-day operations. Expedited efficient problem resolutions. Communicated with customer (Navy) regarding government-furnished material, cannibalized parts, and aircraft status-Business Unit Integrator, Greenville, SC January 2010- July 2010 • Supported aircraft delivery commitments by expediting cross-functional requirements (documents, material, procurement, backshop, engineering, and OSV activity) daily in a dynamic environment. Gained working knowledge of SAP• Managed, reported, and followed up on job delays and critical path issues by working directly with supervisor and crew lead Production Continuous Improvement, Fort Worth, TX July 2009 - December 2009• Analyzed reoccurring quality rework issues in F35 Wing Structure. Helped determine root cause on mislocated brackets in subassembly and drive resolution upstream. • Created, aligned, and coached a Package Prep Team in coordination with Advanced Planning Team and Constraint Management Team to allow mechanics to begin physical work on the aircraft within ten minutes of start of shiftOperations Engineer, F-35 Wing Build Team, Fort Worth, TX January 2009 – June 2009• Compiled weekly reports and submitted to appropriate contacts. Served as mainstream communication tools for executive management review and periodic customer updates• Coordinated with area supervisors for rework rejections, reasons, and actions taken in the corrective action database