FEOTB Advanced Tech Space Engineering Strategy | Advanced Tech Space Intrapreneurial Strategy.Visioneering Civilian/Military, Manned/Unmanned, Spacecraft/Systems, Space NBD. TSSC, SAP, SCI.

Principal Investigator : Advanced Technology Programs, Composable-Systems-Architect, and Defense and Space Systems-Visioneer. Enterprise Transformation, and Disruptive-Innovation Strategy. Modular Adaptive Configurable Intelligent Extendable (MACIE) Applied Technologies. Front End of the Business (FEOTB) and Advanced Systems Discovery Pathfinder. Engineering Prgrm Mgmt, Systems Engineering and Architecture, Discriminating Capability Development SME, IRAD PI, and Advanced Concepts Demo Adaptive AI Technology Invention, Cross RTX Strategic-Business-Unit Key Capabilities Future-ProofingModular Open Systems Approach (MOSA), Weapons Open Systems Architecture (WOSA) InstantiationCritical Skill MBSE/DE Sys Arch/Sys Eng Talent AcquisitionRather than predict the future and impose predetermined, "fixed", design challenge solutions, MACIE's continuously adapt. The unpredictability of 'future Defense and Space demands' requires architectural flexibility and open-ended solutions. Leveraging locally sensed reconfigurability needs, MACIE System situational awareness is securely autonomous, A.I., rapid-response ready, realtime-adaptive, & precise.• Introduced 87 New CSI Discriminating Capabilities, Technologies, and Transformational Architectures• Cross Strategic Business Unit Collaborator/Integrator: P&W/CA/Raytheon ~ 161 RTX CS Opportunities• Fast Track Pathway Creator: Weapons Strategy/Taxonomy/Reqs/Architecture saving ~ 50% NRE/Time• Defined/Architected/Proposed 27 $Multibillion Std Composable Weapon product family opportunities• Won > $1.75B Pursuit and Capture Competitions for MOSA/WOSA Composable Subsyst Development• Launched Composable Control Actuation System (CAS): 30 Pgms. Savings ~ $600M NRE/50% Time • Launched Composable Ultra Guidance Electro Unit (GEU): 10 Pgms. Saving ~ $400M NRE/50% Time • Launched Composable AWS Guid Navig Control (GNCU): 5 Pgm Savings is ~ $150M NRE/50% Time

In my previous executive consultant role I proposed, won acceptance for, created, and then directed an Engineering Program Management Office (EPMO) prototype to find comp intel, refine BD/prod strategy and ensure product innovation, institutionalize modular platforming, lead execution, demonstrate firmly initiative commitments control. After demonstrating the benefits effectively to Honeywell I accepted an offer for executive direct employment in this role to 'further enhance' systems engineering/architecture practice, int'l business development and engineering program management activities. I did this with 10 large teams of engineering pgm mgrs in 5 countries I trained to meet all our engineering commitments With tunable fidelity, the metrics for every program now all satisfy the 'stretch goals' I established. The portfolio is optimized. Modular Platforming Methods have now been implemented. And new, innovative systems, with discriminating technologies now distinguish us. With the efforts of the highly disciplined, "very out of the box thinking" teams I trained we transformed this talented enterprise into the efficient, highly adaptive and disruptively innovative aerospace systems and technology invention business that it is today. There's no arguing with results. We are the top D&S aerospace equipment systems provider. Wherever space, atmospheric, or gnd systems facilitating space work are involved so are AES systems.• $177M annual ‘Platforming’ budget, 21 biz/pgm win/launches, 18 patents, 3 trade secrets, 47 pgms• Saved $248M NRE on new pgm wins changing reqs/re-architecting systs, added $834M in revenue• Achieved enterprise SPI/CPI avgs goal .97/.95, contained baseline escapes to < 3% - PMI Approach

I proposed, created, and executed this role. Strategic enablement, int'l new business and new products development, engineering pgm mgmt, system engineering, IRAD leadership, Discovery POC demo, and fullscale product design and development ops mgmt were involved. I engaged CoE's for our controllers /propulsion/auxiliary-power/electric-power systems/adv tech space-systems, and our commercial, and military aviation product lines. I added more than $380M in annual revenues platforming discriminating capability based new markets/business expanders, with new products/performance enhancing optionsI was offered a "C" level direct executive engineering mgmt role at conclusion of this executive consult/ enterprise leadership contract. I accepted under the condition of the approval of my proposal to create a dedicated permanent engineering program management office. I was creating a AES EPMO, and also brought an entire aerospace equipment system enterprise under commitment execution metric control With other high impact strategies for enterprise wide development execution & efficiency improvement independent assessments confirmed, AES enterprise capability maturity increased from level 3.0 to 5.0• Added > $380M in annual revenues via streamlined/lean HTF7K R&D/propulsion engine system FSD• Saved > $44M FADEC NRE, changed scope/reqs/arch, added 3 launches, 6 patents, 2 trade secrets• Won 4 HTF7K FADEC apps > $200M/yr, 4 CCC apps > $80M/yr, 2 EPGS apps > $20M/yr, 1 new 'biz'

VMSI's Sr. VP. of Corporate Strategy and Development engaged me to direct: "Capability Improvement Strategy and Development Infrastructure Gap Closure" with PMI, INCOSE, and PDMA Std Methods and Processes. I created the VMSI Int'l Growth Plan, the Symphonic Solution Capture Module, and the PDP Advancement Method, the Platform Systems Approach, the Command Media for Enterprise Disciplines ,Execution Standards and the VMSI Capability Gap Analysis and Gap Closure Plan. Initially VMSI was at CMM level 0.5, CMM level 3.5 at 24 mos and CMM level 5 at 36 mo executing my maturity plan design. Sizable performance gains occurred at CMM level 3.5 and we were then acquired by Roche for ~$3.5B. Attractive incentives and a significant promotion were offered to me to stay. But it was time to go. I did.I succeeded in getting my father included in an experimental VMSI cancer therapy trial. Fortunately, he wasn't in the placebo group. His therapy was extremely effective saving his life. Mission accomplished.Now I wanted to apply the benefit of this corporate strategy and development experience to where my passion for innovation lived: The creation of "Disruptively Innovative Aerospace Enterprises". I pursued executive consultant roles with Honeywell Aerospace in Manned Space Technology, Aerospace Engine Systems/Endo-atmospheric Controls, Exo-atmospheric Space Controls, Advanced Technology IRAD & Discovery, A.T. POC Demos, and FSD of Platform Based Execution Accelerators. All my proposals were accepted. I then got to work designing an enterprise transformation strategy and implementation plan.• Led ‘Symphonic Solutions Capture’ (SSC) creation, 7 patents, 9 trade secrets, and 3 NPD launches• Created capability maturity model (CMM) gap analysis, closed function gaps, saved > $57M/Yr NRE • Created gated product development process (PDP) and content stds, reduced pgm escapes > 87%

I was recruited by United Technologies to lead R&D efforts leveraging space tech for new products and new business development in advanced tech direct energy conversion earth and space power systems Zero emission alt fueled power & propulsion systems, autonomous intelligent electronic control, closed loop compound Brayton/Stirling Cycle systems, proton flow bat/fuel cell technologies, carbon allotrope materials, light-gas hydride storage, and similar market disrupting systems tech was involved: All these I made rapidly producible, modular, scalable and performance competitive leveraging public funding w/ TRL6 + hi-performance space system tech and cutting edge TRL6 + Hydrogen Economy tech enablersI proposed, created, and led the Development Center for Advanced Technology (DCAT) increasing UTX level of discriminating capabilities creation across the enterprise by an order of magnitude. I multiplied our advanced tech insertion rate and increased our proposal wins by greater than 50%. DCATs promise was recognized, and I was actively pursued by recruiters. My father was diagnosed with an untreatable cancer at this time and I wanted to get in the fight. A recruiter found a Director of Corporate Strategy & Development role with VMSI; the rapid precision cancer diagnostic/instrumentation developer/targeted therapy discovery/precision delivery system business. Perfect fit. So I accepted the immense challenge• Created Dev Cntr for Adv Tech / EPMO, launched 7 products,12 patents, 8 trade secrets, 3 new biz• Secured Adv Tech System contracts via gov/space/public/private agencies > $252M annual capital• Created strategy for Direct Energy, PDP, Design Stds, PM/SE&A funcs, Int’l R&D team - 4 countries

I proposed, created, directed this key FEOTB role, combining strategic partnerships, int'l business dev, corporate intrapreneurship, R&D, discriminating capability / advanced technology insertion, advanced products and family concepts, modular platform architecture, and proof of concept demo to showcase our skill with propulsion engines, power systems, and automatic controls. Securing > than $5B in total investment, I leveraged that to create more than $7.7B in sustained, annual company revenue with new products and new int'l business contracts in manned space systems, unmanned space systems, civil & military aerospace equipment systems, and our strategic and classified, DX-A1 rated, defense systems.• Secured > $5B investment, launched 43 new products, 34 patents, 25 trade secrets, and 4 new biz• Added modular platforms, proposals, pgm plans, architectures, and max reuse/new tech adaptability• Improved estimate accuracy 88%, win rates 62%, new growth 74%, tech demo revenues > 10,000%

The high performance products involved in this and my Next Gen role were among the best of the best ever developed for the space, military, and commercial aerospace customers we served. As Director of Advanced Technology Systems, Engineering Pgm Mgmt, and System Engineering/Architecture this was one of the high mark experiences of my career. I am proud of this team and quite humbled by the many extremely high performance accomplishments they were able to achieve employing strategies from my out of the box, "think differently", approaches to disruptive innovation principles enablers and methods

This role combined leadership skill in developing markets, customers, and product strategy with pgm management and system engineering for our propulsion-engines, power-systems, and ITAR restricted full authority-digital-electronics (automatic) control-systems (FADECs), integrated utility subsystems, Cat 1-2 environmental controls and life support systems, avionics, glass cockpits, manned/unmanned endo-atmospheric aerospace systems/exo-atmospheric defense and space flight critical systems and our very robust robotic planetary surface tolerant space exploration system technologies. Leveraging personal networks at NASA JPL, P&W, Collins, and others were key to the ability to achieve our results

IRAD Discovery & POC for Artificially Intelligent Autonomous Microelectronic and Mechatronic Defense and Space Controls and Avionic Systems: Who would not want to engage in that topic? I jumped at this chance. Before AI was really a thing we were busy inventing state of the art ways forward in this space.Microoptoelectronic autonomechatronics, neural-network processing, fuzzy-logic, learning algorithms, classified DIP technologies, biomimicry architecture, time-triggered and zero-delay execution protocol: These are a few of the derisked TRL6 plus approaches I was leveraging with the disruptively innovative capability advancement teams I trained as 'different thinking' scientists and 'hyper-inventive' engineers

Nobody at P&W knew I struggled with injuries sustained in an F/A-18. I got a 'fresh start' w/o 'damaged goods' baggage. I made it a habit of always reading something when I had to walk anywhere, justifying my slow stiff gait, and taking away the obligation to explain anything. I was still serving this country but now it was thru needs of military pilots who depended on the 'engine capabilities' I delivered. I'd looked for some ways I might enable the space agency's goals too. Most of those contributions were limited at P&W. Success was achieved tho on DAC/Thruster/Control IRADs and I excelled leading teams on those.I'll always be grateful for the opportunity at P&W. I explored limits of control theory, propulsion physics/ thermodynamics, aerodynamics, CFD, FM etc.. Many hi-valu breakthroughs resulted: Neural Networks, AI-FADECs, Compound Engines, Adv Mat'ls, heavy fuel reconstitution, state of the art electromagnetic plasma injection/ignition/combustion physics, and light-gas/lean-burn/hi-thrust turbines and their ATec integrated and distributed electro-mechanical control system architectures, nonstoichiometric and non homogeneous stratified charge combustion, 1/3 reduced vol/wt/time/cost ATec Engine Systems design standards, all these and many more were key contributions I was able to introduce in this strategic role

I was selected for the opportunity out of 18,000 NAVY/USMC/USAF Pilot/Engineer skilled candidates. I was 1 of 5 applicants chosen. NASA thoroughly exercised my skills with the arts of System Engineering and Architecture. I applied myself as intensely as I possibly could to the challenge. And I grew much as a result. This was my 1st Systems Engr experience working both directly within and outside of the DoD • Systems Architecture and Systems Engineering SME: Civil and Military Space Shuttle Advancements • NASA JSC/USMC/Rockwell Int’l Shuttle Engine/Aero/Pwr/Elec Systems Liaison: Houst Tx/Downey Cal• Shuttle Pilot Touch Points Improvement/Stability-Control/Avionics SME: Upgrade Opportunity Liason• Astronaut Mission Specialist and Shuttle Pilot In-Training with T38 Talon/Shuttle Simulator leveragedLate in this period I was called to active duty with my USMCR squadron. Returning from a solo recon flt in prep for an incursion, I was seriously wounded via 'friendly fire'. I ejected an F/A-18 at 15-17 Gs accel energy and was then further compromised. I'd become incapacitated. I would recover in part over time but couldn't pass the Class 1 Physical requirements anymore so couldn't fly for NASA/USMC ever againI did not want a daily reminder that I would never 'realize' the dream now. And I just couldn't ride a desk along side those 'living' my dream. So, I looked for a fit change. Then I left the Corps and NASA. For 10 yrs, I'd been immersed in graduate studies in an 'elite' USMC program. I'd leverage it now, in my Plan B.

I completed my aerospace mechanical and electrical engineering studies and an engr physics minor in 5 yrs. This was to prepare me to serve like men I admired most who paved the way for all the freedom fighters in the air and space. Men like John Glenn, Chuck Yeager, and Neil Armstrong. I was a NAVROC student at the U (Navy Reserve Officer Candidate). After graduation I entered the USMC, but not as a Reservist. I went Active Duty as an Officer/Naval Aviator Candidate. My father was an Air Force Officer. But I 'needed' a different path. I wanted to walk in John Glen's shoes. So I chose the mission of the US Marine Corps. I expected to be rewarded for performance. But I did not expect the rapid responsibility growth and promotion pace I saw. I'll be forever grateful for the USMC's 'faith' in me. And for all of the specialized knowledge, skills, and valuable experiences they were embedding as 2nd nature within meGrowing up, flying fast and high is all I really thought about. Just to be airborne by plane by bike or car.After thousands of dense-packed sophisticated supersonic military aircraft/pilot skills training hrs, theUSMC gave me the chance to do that in an F/A-18 Strike Fighter capable of more Fighter/Bomber, and Recon demands, than any other US aircraft. I was identified as a high pot academic candidate too, and was invited into an exclusive graduate studies prgm. 6 yrs later, I was 1 of 5 'pilot/eng' skilled astronaut pipeline candidates selected from DoD for NASA. I was then moved to a USMCR unit and to NASA as a Aerospace Systems Eng and Astronaut/Shuttle Pilot trainee. Now, I was living a dream I'd chased since July 1969 when Neil Armstrong first set foot on the lunar surface and said, 'That's one small step for a man and one giant leap for mankind'. When I saw that my 12 yr old world of possibility changed forever.