Integrated engineering senior manager for Laser & Sensor Systems business. Manage a team of 160+ employees.

Manager for Systems and Integration & Test engineers, managing 15 employees. Focus on cultivating talent and technical leadership, while instilling engineering process and discipline associated with support to a production environment. Have direct responsibility for resource allocation to programs and career development.

Program Management Asc Manager with deputy responsibility for the Airborne Laser Programs portfolio, with combined contract value exceeding $50M. Was responsible for meeting aggressive schedule commitments while achieving program cost objectives and actively mitigating risks. Participated actively in the negotiation of contract changes, and monitored program adherence to master plans and schedules. Was responsible for generating solutions to program challenges, and for coordination of program activities. Also served the primary program interface with customers for assigned programs.

Technical Assistant to the Air Mobility & Maritime Missions (AMMM) VP & GM for Aeronautics. Responsible for execution of actions, integration, and coordination of day-to-day operations for the AMMM line of business. Other responsibilities included managing direct communications and interactions with AMMM programs, functions, and customers on behalf of the VP & GM, while managing special projects

Operations Leadership Development Program (OLDP) rotation #3: -Intensive two year rotational program for high-potential early-career individuals. • Organized and facilitated Supply Chain Vice President-level risk meetings and business area Supplier Performance Reviews monthly.• Prepared the Supply Chain portion of the monthly business area-wide Enterprise Leadership Council presentation, ensuring input from all monthly executive reviews was included and accounted for.• Coordinated executive engagements that brought supplier leadership and LM Supply Chain leadership together to discuss significant cost, quality, capacity, and schedule issues. • Supplemental Business Project: o Supported union negotiation contingency planning efforts to prepare the Orlando facility for a potential work stoppage.

Operations Leadership Development Program (OLDP) rotation #2: -Intensive two year rotational program for high-potential early-career individuals. • Worked in C-130 Forward/Aft production area, collaborating with industrial engineers, production control, manufacturing engineers, material management, company partners, and production operations on a daily basis.• Reduced area defects by 35% as a result of implementation of Aeronautics Quality Transformation tactics and methods.• Created over 110 first article inspection (FAI) plans to support initial production of a new aircraft varient.

Operations Leadership Development Program (OLDP) rotation #1: -Intensive two year rotational program for high-potential early-career individuals. • Responsible for providing leadership to 10 represented/hourly production mechanics daily, including providing work assignments, coaching performance and behaviors, employee training, and recognition.• Leveraged a working knowledge of crew plans and manufacturing systems that tracked quality, employee time charging, shop floor management of engine and wheel components, and issues identified by inspection.• Managed daily cost and schedule of employees to ensure each engine and wheel assembly was completed on time.• Reported cost, schedule, safety, and FOD metrics to Senior Manager and/or Director level management weekly. • Supplemental Business Project: o Performed extensive cost benefit analysis to determine cost to upgrade or replace current paint facility.

• Led efforts to establish and maintain reduced risk in manufacturing processes across multiple production programs