Mike Steinberg Email and Phone Number

Acting as CIO liaison/focal to roll-up total demand on these organizations from the GE Aerospace CTO organization over the GE separation period (through 2025) and work with these organizations to plan accordingly for this demand.

Led the migration of 5 critical Data Lake environments (~12K total objects + 70 interfaces) from on-premise Greenplum technology stack to cloud-based AWS Redshift/Aurora/S3 stack.

• Lead the data consumer strategy for the top priority initiative in the Aviation Digital organization…identified ~65 downstream products impacted by the “Engines Modernization” program, worked with impacted product teams to remediate their solution and ensure business continuity during each major program release.

• Built a new, 14-person organization of product owners (including 2 senior managers) aligned with the Aviation Operating System (AOS) core team, focused on driving the top Aviation business priority of customer on time delivery (OTD) and services turnaround time (TAT) improvement, through the delivery of ~20 data & process optimization products across 14 Agile teams• Delivered the first ever horizontally connected performance measurement system providing 39 digital, early warning “check… Show more • Built a new, 14-person organization of product owners (including 2 senior managers) aligned with the Aviation Operating System (AOS) core team, focused on driving the top Aviation business priority of customer on time delivery (OTD) and services turnaround time (TAT) improvement, through the delivery of ~20 data & process optimization products across 14 Agile teams• Delivered the first ever horizontally connected performance measurement system providing 39 digital, early warning “check point” KPIs by engine program across forecasting, planning & scheduling, component shops, suppliers/sourcing, fulfillment, assembly shops and MRO business functions, auto connected with an AI-driven critical parts algorithm• Implemented revolutionary product called Robot Morning that enables integration of GE demand with our external entities (suppliers, partners) and part manufacturing operational data flow back into GE to aid in supplier delinquency reduction• Partnered with business teams to deliver digital solutions to ~10 senior executive led Supply Chain organizations Show less

• Enhance business results through strong people leadership of 11 product owners, who are leading teams of 75+ GE Aviation employees and contractors that form 11 scrum teams focused on data & analytics-based product development• Successfully recruit and hire new product owners (5 in 2018 including 2 external hires), create role differentiation to enable product-focused career growth and grow senior product owners into people leader roles• Partner with business teams to lead overall… Show more • Enhance business results through strong people leadership of 11 product owners, who are leading teams of 75+ GE Aviation employees and contractors that form 11 scrum teams focused on data & analytics-based product development• Successfully recruit and hire new product owners (5 in 2018 including 2 external hires), create role differentiation to enable product-focused career growth and grow senior product owners into people leader roles• Partner with business teams to lead overall product strategy and manage stakeholder expectations across 6 senior executive Digital League leaders• Lead the Aviation Product Owner community of practice (CoP) focused on sharing best practices/lessons learned and recruitment of Digital Technology Leadership Program (DTLP) members and interns into the Digital Products organizationAchievements✓ Deliver CEO level priority metrics focused on 3 key outcomes:o Delivery: improve OTD and stabilize demand signals to help avoid $200MM+ in airframer penalties, as well as shorten the cash conversion cycleo Cost: help close the $225MM gap in product cost out by providing insights into part conversion costs, yield/producibility shop improvements and alternate sourcing opportunitieso Cash: shorten the cash conversion cycle to generate $100MM+ cash for the year✓ Drive key capital allocation decisions within a $9-10MM budget Show less

• Enhanced productivity through excellent management of 50+ GE Aviation employees and contractors forming 6 scrum teams focused on both Java and analytics-based product development• Facilitated uninterrupted operation by managing team transition from legacy waterfall project management process to modern agile-focused development methodology• Converted outside vendor resources to GE Aviation developers while supporting GE wide talent transformation initiative• Partnered with business… Show more • Enhanced productivity through excellent management of 50+ GE Aviation employees and contractors forming 6 scrum teams focused on both Java and analytics-based product development• Facilitated uninterrupted operation by managing team transition from legacy waterfall project management process to modern agile-focused development methodology• Converted outside vendor resources to GE Aviation developers while supporting GE wide talent transformation initiative• Partnered with business teams to lead overall product strategy and manage stakeholder expectations across executive teams• Mentored and created roles for 19 Digital Technology Leadership program (DTLP) members and 11 interns within the Services IT organization to support the GE IT talent pipelineAchievements✓ Successfully delivered 7 Predix and analytics-based software products for the GE Aviation Services division✓ Facilitated business expansion by driving external spare parts and repair business by over $130MM OM✓ Expanded business margins by driving over $30MM of productivity (OM) performance into long term service agreements✓ Increased revenue base by modeling $1.5B annually in engine service deals✓ Increased cash base by invoicing >$1B annually for long term service deals✓ Maximized resources by reducing quarterly services forecast variation from +/-25% to within +/-5% (best in class across GE)✓ Slashed team outsourcing from 80% to 30% (GE company-wide average moved from 70% to 50%)✓ Drove $4MM Aviation Services division cost-out initiative Show less

• Led a team of 20 GE employees and 4 vendor development teams to deliver Salesforce.com at GE Aviation• Improved collaboration by connecting Sales with Engineering and Finance teams to model long term service agreements by integrating platform between the Sales CRM system and back-end technical and financial contract modeling systems• Appointed to speak at the annual Oracle OpenWorld conference in a session on “CRM in the Aerospace Industry”• Active member of GE-wide CRM and… Show more • Led a team of 20 GE employees and 4 vendor development teams to deliver Salesforce.com at GE Aviation• Improved collaboration by connecting Sales with Engineering and Finance teams to model long term service agreements by integrating platform between the Sales CRM system and back-end technical and financial contract modeling systems• Appointed to speak at the annual Oracle OpenWorld conference in a session on “CRM in the Aerospace Industry”• Active member of GE-wide CRM and Mobility councils focused on reducing the >$100MM in annual CRM spend and deploying standard mobile solutions horizontally across the GE companyAchievements✓ Slashed CRM operating costs by 25% through the successful launch of Salesforce.com (first at GE Aviation) while replacing a legacy Siebel 7.8 platform✓ Promoted 2X improved deal speed through the reduction of sales process complexity by 60% while leading the release of hundreds of CRM requirements✓ Built and launched an integrated platform that generated $100B backlog of future Services revenue Show less

• Successfully completed the prestigious GE Six Sigma Black Belt program in the minimum allowed 18 months and passed the certification exam on 1st attempt• Led a team of 20-30 GE employees to deliver 2 major organizational process changes that reduced the cycle time of key technology and server building processes by over 50% (first time at GE Aviation)• Boosted personnel performance by mentoring 6 different employees resulting in their Six Sigma Green Belt project certification

• Liaised with over 100 clients to drive the architecture of over 100 projects across multiple technology teams• Won 15 awards for best in class level of client engagement• Efficiently led the solution architecture team for various business segments including:• GE Aviation Engineering (2006 – 2007)• GE Transportation (2005 – 2006)• GE Aviation Supply Chain (2003 – 2005)

• Completed four, 6-month rotations across GE Aviation business• Concluded multiple technology and leadership training courses• Facilitated the improved effectiveness of the DTLP program by participating in several committees