“Your experts in Growth” providing top and bottom line growth solutions and support to clients. -- Guiding client businesses through the process of developing short, medium, and long-term strategy development and then supporting the execution of that strategy. -- Bottom line growth from deep and detailed business/program reviews that result in unbiased cost reduction recommendations, proposed process improvement focus areas, and areas for reinforcing contract discipline.

P&L Lead for PAE's $410M/yr. Readiness and Sustainment organization, the 3,000 personnel within the business unit provides maintenance, repair, and sustainment operations at over 70 locations worldwide for fixed/rotary wing aircraft and tracked/wheeled fighting vehicles to U.S. and Partner Nation homeland security and defense customers. -- Drove 6% Revenue and 45% EBITDA increase through organic growth, cost control reporting and Lean initiatives-- Growing the business unit from a 2% 3-year CAGR business to a realistic 7% 3-year CAGR forecast-- Converted a group of 24 geographically separated individuals (Operations and Functional Leads) into a team working hard to improve each other’s programs and a functional management team poised to support them.-- Guided Business Development in strategy development to open higher margin business lanes and M&A targets

Recruited by PAE to redevelop and invigorate the stagnant Aviation Services business pipeline. Developed multi-year, long term strategy to re-grow the business unit through targeted new business opportunities, holding incumbent programs, and developing a robust M&A catalog that will open new lanes of business.-- Captured $170M of new business and successfully held $422M in key incumbent work. -- Introduced new process for bidding IDIQ task orders within Aviation Services resulting in multiple new business wins and 75% increase in Task Order bidding since implementation.

Successfully developed and led plans to turn around, restore, and eventually manage the financial health of the company reporting directly to the CEO/President and the Private Equity Shareholders. Responsibilities included day-to-day planning, implementing, managing and controlling all financial-related activities of the company to include direct responsibility for accounting, finance, forecasting, strategic planning, job costing, legal, property management, deal analysis and negotiations, investor relationships, partnership compliance and private and institutional financing.-- Converted a 24-month declining 10-month trailing EBITDA into a positive 10-month trailing EBITDA by April 2017 allowing debt refinancing to a new lender and reestablished shareholder confidence in the business-- Restructured and organized the Production, Operations, and Procurement processes with new tools and processes that reduced commercial products order to shipping from 120 days to 30 days-- Led the team to “close the books” for the first time in 7-months. Team now closes within 15 days of month end-- Supported, developed, and presented Private Equity driven M&A activities to sell FreeFlight to new investors

Lead two distinct functional organizations within a fast moving, industry leading avionics provider specializing in technologies which support the NextGen Airspace transformation occurring worldwide. As part of the Executive Management Team, led the definition and develop of FreeFlight’s strategy to meet financial and customer satisfaction objectives. This extended from increasing the profitability of existing products to developing new products and concepts based on market trends, Customer feedback, and regulatory influences. -- Positioned FreeFlight as alternative to larger avionics manufacturers capturing over $50M in programs to provide Avionics and GPS systems to multiple DOD aircraft manufacturers and systems integration companies-- Was the primary voice for FreeFlight Systems in Washington, DC, participating in multiple industry/FAA committees guiding and developing NextGen implementation and national policy -- Wrote and implemented key Program Management and Reporting strategies “righting” two behind schedule programs and establishing FreeFlight as the as a FAA “Trusted Agent” for ADS-B

As a Senior Director on the E-3 Airborne Warning and Control System (AWACS), I lead a team of Air Battle Managers/Weapons Controllers in the tactical employment of all aircraft within the area of responsibility. As the Senior Director, I led the “Weapons Team” in managing the implementation of the Combined Forces Air Component Commander’s intent and direction during each mission. This involves managing the “Air Battle” as it unfolds, coordinating with the tactical employment of air assets, and committing weapons to neutralize hostile targets.

Lead multi-disciplined integrated program teams responsible for designing and integrating special mission system equipment and weapons into standard category commercial aircraft creating Weaponized Intelligence, Surveillance, and Reconnaissance (ISR) platforms for US Government Agencies as well as International Customers. Responsible for P&L performance, meeting cost and schedule milestones, and meeting Customer expectations within the agreed upon scope of work. Perform Business Development and Capture activities for new programs as assigned.-- Pursued, captured, and successfully delivered the $70M AC-235 Jordan Light Gunship (JLG), the industry’s first exportable gunship based on a light cargo aircraft incorporating the M230LF cannon, AGM-114 Hellfire missiles, 2.75” rockets, Aircraft Survivability Equipment, Surveillance Systems, and multiple datalinks controlled by a fully integrated Man-Machine Interface and Targeting System -- Captured and delivered $20M program to integrate Aircraft Survivability Equipment (ASE) and Ballistic Armoring on to four (4) South Korean UH-60 aircraft. First program where integration efforts occurred in the host nation. Program delivered ahead of critical deployment date and EBIT results 50% higher than expected

Developed business plan and target customer capture of company sensitive IR&D projects and Integrated Program Teams (IPTs) ranging from Guided Munitions, to Major Avionics Suites, to Unmanned Vehicles with each team creating new profitable products for multiple business segments-- Led 1st US ONLY, ESA R&D Integrated Program Team (IPT) to develop new 4th Generation Semi-Active Laser (SAL) Seeker which helped jumpstart ESA’s new $50M Guided Munitions Directorate. -- Led multifunctional / multinational (US & Israeli) Viper Strike SAL Program Team from breakeven to profitable

Tasked with promoting the Elbit Systems UAV family to the US Market. This group was eventually disbanded as the US Market was saturated with US developed UAVs which proved to great an investment to compete against.

Developed business plan which conceptualized and created new Simulation Systems Business Division -- Captured launch customers for Simulated Cockpits and Hi-Fidelity Simulated Ejection Seat product lines-- Aggressively managed multiple simultaneous contracts to 100% on-time/100% on budget delivery -- Grew division into $1M business line outgrowing this small company’s business plan

Responsible for Multiple IPTs required to complete Big Safari $20 Million RC-135T (Rivet Joint Trainer) Depot Maintenance, Modification, and Upgrade Contract to convert USAF C-135B into RC-135T Trainer aircraft -- Managed Tactical Programs E-18 Contract Performance -- Over $500,000 in contract value-- Developed marketing plan, presentation, and strategy for new Rivet Glass Avionics Improvement Program targeting E-3 AWACS and E-8 Joint STARS USAF platforms – Direct competitor to Pacer Craig KC-135 Avionics Modernization