Subsidiary of Triumph Group, Inc., (NYSE: TGI) that designs and builds major metallic, composite aircraft structures/components.Promoted to accelerate integration/operational turnaround of 2 separate units into cohesive division with revenues of ~$1.6B. Developed strategy & drove execution, increasing profitability of new division.VISION, PLANNING & GOAL ALIGNMENT• Implemented strategic planning process with key leaders via quarterly offsite meetings.• Initiated formal Goal Deployment Process (Hoshin Planning) to drive 100% goal alignment.• Defined/implemented single supply chain strategy and organization, optimizing make/buy decisions.ORGANIZATIONAL ASSESSMENT & RESTRUCTURING• Identified/executed consolidation of SG&A functions reducing costs by 35%.• Defined/initiated plan to exit unprofitable 747 program and drive major cost eliminations through site consolidations/rationalization.• Combined multiple sites under single leader eliminating 3 president roles.• Created role of VP Operational Execution to accelerate operational improvements division-wide.OPERATIONAL IMPROVEMENT INITIATIVES• Implemented Lean Manufacturing Program at all sites. Selected successes: Milledgeville: Improved FY15 operating income by $7.2M (12%) over budget; and Red Oak: Program labor efficiency increases ranged from 15%-55%.• Achieved vendor price reductions of $13.4M for FY15 and FY16 savings of >$8.5M.• Implemented Division-wide Best Practice Sharing Teams.GROWTH INITIATIVES• Successfully delivered initial shipsets in CY15 for new design/development programs: Bombardier Global 7000/8000 Wing and Embraer E2 Program aft fuselage, rudder, elevators.• Completed acquisition/integration of Spirit AeroSystems’ loss plagued Tulsa-based wing production operation for Gulfstream’s G650 and G280 programs with Year 1 revenue of ~$250M.• Awarded significant production contract with Gulfstream Aerospace to produce composite empennage assemblies for their new G500/G600 programs.

Marshall Street Facility produces major fuselage sections and both the vertical and horizontal stabilizers for the Intercontinental and Freighter models of the Boeing 747-8 aircraft. In addition, the site assembles major fuselage sections and the horizontal stabilizer for the commercial transport, freighter and USAF Tanker models of the Boeing 767 aircraft.Recruited to deliver an intensive short term turnaround of the Marshall Street Facility to reduce major financial losses and dramatically improve critical customer dissatisfaction issues related to poor on-time delivery and product quality.OPERATIONAL IMPROVEMENT INITIATIVES• Defined and executed critical quality improvement initiatives to dramatically reduce internal and delivered defects.• Implemented disciplined Lean Manufacturing Program plant-wide.• Accelerated outsourcing of major subassemblies to low labor cost suppliers.• Implemented major inventory reduction program.KEY GOAL ACHIEVEMENT• Primary objectives to recover delivery to customer schedule, improve delivered quality and reduce shipset cost were achieved, including 100% on-time delivery in March, 2014 for the first time in over 4 years.• Delivered defects to Boeing reduced by ~75% since inception.• Total shipset costs, including labor and material, reduced average 10% and inventory reduced from $97M to $84M.

Senior Advisor to American Industrial Partners (Sole Shareholder in AIP Aerospace)Managed successful transition of former Hampson US operating subsidiaries acquired November 19, 2012.

Publicly listed company serving the international aerospace industry whose principal products included design and manufacture of large composite and metallic tooling for major structures fabrication/assembly and aircraft assembly lines, production of high temperature composite aero-engine components and composite structures, high-optical aircraft transparencies and lightweight transparent armor.Recruited to lead financial and operational turnaround of the core tooling and other operating units after several underperforming acquisitions amidst heavy pressure from banking syndicate due to problematic debt ratios. In addition, post hiring, a significant number of legal encumbrances were divulged that became central to the turnaround challenge.ORGANIZATIONAL ASSESSMENT & RESTRUCTURING• Eliminated 2 divisional CEO positions and Hampson Services organization.• Consolidated Tooling Division front-end organization and implemented significant leadership changes/reductions.• Removed/replaced CEO of Tooling Division – February 2011 and rebuilt decimated management team at Odyssey, returning it to profitability.• Completed divestiture of Shims businesses for $84M in October 2011 to reduce debt.LEGAL ISSUES RESOLVED• Successfully negotiated settlement to numerous lawsuits for/against Hampson.• Previous CEO found guilty of fraudulent misrepresentation related to 2008 divestiture. Court ordered rescission settled April 2011.• Theft by former owners of Odyssey & Global Tooling Systems acquired in 2008 – settled December 2011.• Former President of Odyssey and competitor for violation of non-compete clause – 3-way settlement in March 2011.DIVESTITURE COMPLETED• Board of Directors initiated sale of Hampson in February 2012.• Concluded sale of US operating units to American Industrial Partners in November 2012.

Worldwide market leader in the design, production, installation and service of aircraft and aerospace electrical interconnect systems serving major commercial and defense aircraft manufacturers from global operating sites with >7,000 employees.Promoted as the first non-French Chairman and CEO of a Safran S.A. subsidiary. Primary mission was to expand the demonstrated growth and operational execution successes achieved within North America to Labinal’s worldwide operations.OPERATIONAL IMPROVEMENTS• Completed closure of Pryor, OK facility and consolidated in Chihuahua, Mexico.• Moved Labinal HQ from Paris to Toulouse reducing overhead costs and improving customer proximity.• Transfer of >1M labor hours in 2008/2009 for engineering and manufacturing to achieve >45% labor cost savings.GROWTH INITIATIVES• Definitive agreement to acquire Harvard Custom Products.• Created Safran Engineering Services through acquisition/merger process with 2010 revenue >$100M.• Awarded >$3B design/build contract for 72% of the Electrical Wiring Interconnect System for the Airbus A350.• Agreement to produce Embraer Phenom 100 electrical assemblies, first such outsourcing by Embraer.KEY GOAL ACHIEVEMENT• Achieved Sales, EBIT, Working Capital and Cash budget for 2007 – 2009 and CAGR of >8% for 2007 – 2010.• 2009 revenues >$845M.• Appointed to Board of Directors of Matis Aerospace, JV between Boeing, Royal Air Maroc and Labinal.

Promoted to significantly increase North American engineering and manufacturing revenues with strong emphasis on improving labor cost performance, material cost reductions and significantly improving delivered product quality.• Increased revenue from $78M in 2002 to $260M in 2006.• Awarded >$4B contract to design and build entire Electrical Wiring Interconnect System for the Boeing 787.• Negotiated contract with Raytheon Aircraft Company (Hawker Beechcraft) to transfer all their wire harness assembly to Labinal’s Chihuahua factory. Annual sales increased from zero in 2003 to $94M in 2008.• Acquired the Boeing Corinth, Texas wire harness assembly facility in June 2003 with annual sales of ~$85M.

• Recruited to turnaround quality and delivery performance of US subsidiary with the strategic intent to position for significant growth in North America based upon successful execution of primary MD-95 (Boeing 717) program.• Achieved sales growth from $26M to $56M and increased gross margins from 15% to 35%.• Improved on time delivery performance from <65% to >99% and quality from 56% FPY to >98% FPY.

Responsible for strategic planning, product design and development, manufacturing operations, finance, contracts, customer support and overall program and product line P&L, for the $330M Seating Products Group.

Strategic planning, proposal management, commercial sales, marketing and business development activities for successful $350M program to develop commercial pneumatic driven turbine (ADU).

Boeing Programs Manager (1991 – 1994)Airbus Programs Manager (1990 – 1991)Manager, Programs and Contracts (1984 – 1990)