Pete Deutsch, Pmp Email & Phone Number

Remote

Kalispell, Montana, United States

• Led 5 direct reports of project managers and master scheduler. Responsible for all cross functional activities related to shipping semiconductor manufacturing tools and service orders. Overseeing annual revenue of $140M.
• Led the creation of an automated production schedule which set manufacturing priority and reduced churn for support organizations.
• Built manufacturing throughput model to accurately assess capacity and revenue capability for the fiscal year.
• Drafted top-level process document for project management team roles and responsibilities.
• Created common customer project update template to provide project status for all tools in production.

Hood River, Oregon

• Responsible for full life cycle of the Hood River imaging system line. Part of site leadership team. Owned the product, project, and technology roadmap for the TASE line. Oversaw annual product line revenue of $20M.
• Drafted 5-year project rough cut labor capacity model for use in project resource planning.
• Created a common layout for all product lines used in monthly site portfolio reviews.
• Drove flagship TASE400 line product improvement efforts to meet critical customer and end user needs while achieving annual revenue goals.
• Formalized pursuit and capture process in 2021 for better forecast accuracy and flexibility for book and ship orders.
• Wrote product and technical inputs along with detailed reviews of key proposal responses to prime contractor and US Government RFPs/RFIs.

Beaverton, OR

• Led 6 direct reports of Program Managers and Customer Product Specialists. Senior leadership team member. Subject matter expert on government contracts and program execution. Responsible for program business totaling.
• Implemented new report displaying all product holds leading to a reduction of 12-16 hours per month of master scheduling time.
• Standardized Program Manager and Customer Product Specialist job tasks to establish clear roles and communications between program teams and Operations.

Beaverton, OR

• Leader of 4 direct reports of Program Managers, Installer Recruiting Manager and a 24-person production team. Executive staff member reporting directly to the CEO and President of the company. Had a 2018 revenue of.
• Cut installation backlog by a third in 3 months with revised processes, improved training and staffing additions.
• Trained new project team members and General Managers in production and operational processes.
• Changed department culture with leadership focused on positive performance management and clear expectation setting.

Beaverton, OR

• Managed 7 direct reports of Project Directors, Client Services Managers and a 100-person client services project management team. Key leader in client relations and operational improvement initiatives. Responsible for.
• Achieved a company high 90% customer satisfaction rating in 2017.
• Created automated quarterly master schedule for activities extending long-term planning from a weekly to a quarterly outlook.
• Developed a cost-to-actuals tool increasing overall project budget management, identified additional revenue opportunities, and reduced cost write-offs by > 10%.
• Implemented project risk management process for use on all division projects.

Beaverton, OR

Merged and led a team of 2 direct reports and a 55 person Class Action and Corporate Services clients services project management team. Key leader in client relations and operational improvement initiatives. Responsible for over $40M in annual revenue for the Class Action and Mass Tort line of business. Responsible for providing project guidance and.

Beaverton, OR

Led 13 direct reports and managed a 45 person Class Action client services project management team. Grew department gross profit margin from 20% to over 40% during 2014 despite overall revenue decrease through a focus on the reduction of billable write-offs.

Canby, OR

• Subject matter expertise for business expansion and transformation projects.
• Drafted guidance to business leadership in physical security, firearms, and program management industries.
• Crafted technical content including program management, logistics, quality, and imaging product inputs to multiple proposals for domestic and international customers.

Wilsonville, OR

• Led 5 direct reports and all Portland facility Surveillance and Targeting Product Lines. Generated 4-year P&L revenue of more than $1.4B and over $625M in profit. Driver of all program office strategic issues, program.
• Defined strategic direction for product lines with year-to-year revenue growth of 15-20%.
• Gave daily guidance to Sales, Marketing, Engineering, Manufacturing, Planning, and the Service organizations to meet customer requirements and grow revenue.
• Drove multiple initiatives to harmonize product strategies and engineering design across factories reducing development costs.

Wilsonville, OR

• Program Manager for U.S. Army programs. Oversaw deployment of over 1000 combat infrared systems to the U.S. Army. Cross-functional team leader for business development, deployment, engineering, and on-going logistics.
• Grew FLIR Systems largest historical program from $17M to $650M over 5 years.
• Managed all deliverables, schedule, and resources with completion of development on time and in budget.

Plano, TX

Project Manager with the Design and Build Unit. Oversaw full lifecycle project management on large "turnkey" fixed, wireless and satellite projects. Coordinated all issues for the final product and was responsible for all customer interface throughout the project. Successfully completed the group's first project on schedule and more than 8 percent under.

Plano, TX

Partnered with small to midsized telecommunications carriers to develop detailed cross connect system requirements, detailed timelines, resource requirements and risk mitigation plans to meet time to delivery. Planned and directed cut-over of 7 local carriers to Alcatel systems. Conducted detailed after action reviews with customers involving all.

Dallas, TX

Managed all personnel, security and electronic infrastructure security for Perot Systems in the U.S. Responsible for the leadership and training of 36 security officers in Dallas, TX and Reston, VA. Managed the P&L for the entire security subsidiary corporation. Supervised all security operations and maintenance of the access control system at all Perot.

Fort Campbell, KY

Second in command of a Special Forces Company (82 soldiers) for the development of all contingency plans and operations. Key contributor in laying groundwork (manpower, equipment, facilities and training) of the first forward deployed unit for 5th Special Forces Group. Accountability of over $4M in equipment. Planned 2 large missions supporting the.

Fort Campbell, KY

Responsible for the command, control, training, administration, operations, logistics, and combat readiness of the Special Forces Detachment. Planned, coordinated, and executed 6 missions as a detachment commander. Led an 11-man team capable of conducting independent operations or acting as a project team for large, detailed, joint and multinational.