As part of the management team for this rapidly expanding aerospace manufacturer and space transport company, I reported directly to the Vice-President for Quality. My main remit was the development and implementation of two key strategies for the business: an Engineering Change Control System and a Spacecraft Configuration Management Control System. I managed a team of fifteen Engineers and Business Developers working in conjunction with strategic customer partners (NASA and United States Air Force) and internal SpaceX stakeholders (Engineering, Production, Quality), to design, build and implement the required business processes. This included working with software development partners to deliver the tools required to run the processes. Later, reporting to the Senior Director for Spacecraft Manufacturing, I also managed a team of sixty Quality Assurance Inspectors, responsible for the sign-off on spacecraft build quality.

Managing a team of twenty Engineers, I was responsible for quality steering for the vehicle body. My team consisted of management and non-management graded associates, both permanent and contractor. With responsibility for analysis, problem resolution and process chain steering, the team’s goal was the achievement of both Plant internal and external customer relevant quality targets. I frequently deputised for my manager and was Acting General Manager for the sixty-person-strong department for four months.

Beginning the project in the early concept phases, I worked with the project team to capture lessons learned and develop concepts to ensure build stability in the production plant. I transferred with the project from Munich to IDG in Turin, Italy, where I oversaw the Concept Validation build phase and steered the resolution of issues through the early prototype build phases. I also played a key role in the introduction of the project into the plant during the later build phases of the project. I remained with the project for a short time after start of production to get final resolution of critical issues.

Developing Plant Oxford’s capability to analyse, resolve and prevent squeaks and rattles issues, I led a complex team to deal with customer warranty claims, working closely with external consultants and focusing the learning towards the prevention of issues on new vehicles. I worked closely with the Engineering development teams, introducing checks for material compatibility, fixing concepts and geometry.

Using the experience gained on previous projects, I spent a two-year expatriate placement in Munich working with the Material Planning team. As part of the press tooling team, I was responsible for the selection of materials and the delivery of blanks for the production of prototype parts. Together with the steel manufactures and Purchasing, I worked on the introduction of new steel technologies such as Dual Phase and TRIP steels.

As a member of the Advanced Materials team, I worked on the development and introduction of new steel grades into the business. With the use of high strength and zinc coated steels the crash and corrosion performance of vehicles was significantly improved. I worked with steel manufacturers to ensure consistent quality and with BMW Engineers to develop best practices for their use.

A twelve-month programme to experience a wide range of business areas including manufacturing, engineering, quality and customer focus at a dealership.

I qualified as a Shipwright after completing a four-year apprenticeship. The role entailed the planning and construction of ships and specifically the interpretation of engineering designs from drawings to physical construction. I worked on the Trident nuclear submarine project and later spent time understanding and resolving issues with vessels when they were in service. I left the company to continue my career development at university.