Peter Aichinger Email & Phone Number

Strategic Pursuits

Roma, Roma, It

Business Development for SELEX Galileo products. Guided team to an outstanding MQ-8C Fire Scout radar win. Great product, great team, strategic program and major step ahead towards a great future!

Consulting to Aerospace and Defense companies with a primary focus on market analysis and the development of competitive intelligence for upcoming DoD competitions. Efforts include analyzing the competitive landscape based on data provided and open source information, "straw-man" architecture creation, high-level cost and performance estimation, and the comparison of the trade space between competitive solutions. Additionally, reviews may include the analysis of possible teaming arrangements between competitors and partners.

Arlington, Va, Us

Accepted the Raytheon early retirement plan under the extraordinary terms available to former Hughes Aircraft employees with the economic conditions of 2013.

Arlington, Va, Us

Lead the strategy and business development for the Raytheon’s digital channelized radar warning receiver programs. This includes the pursuit of the ALR-69A US Air Force (USAF), Air National Guard (ANG) and Air Force Reserve (AFRES) programs, and multiple international programs. I worked directly with the USAF, AFRES, ANG and prime contractors, while at the same time addressing how to attain program funding, meet International Traffic and Arms Regulations (ITAR) requirements, and address technical considerations related to specific aircraft installations. Although the development program started with significant execution challenges, I positioned it to attain its first full rate production awards and the emerging needs of a broad market. This resulted from my development and execution of a product line strategy that including the coordination of corporate resources to position the system in the growing EW defense market. At that time, significant US and international awards were on track based directly on the execution of these efforts. In addition, I continued to address strategy and business development for the US Navy ALR-67(V)3 program, including its application to remaining legacy F/A-18 aircraft (the majority of which have now been successfully addressed).

Arlington, Va, Us

Assumed responsibility for strategy and business development for Raytheon Electronic Warfare (EW) Systems. This included the overall direction of strategy and business development for all (EW products, including the ALR-67(V)3 and ALR-69A radar warning receivers, the ALE-50, towed decoy, the Advanced Combat EW Suite (ACES) EW suite, PAWS-2, Infra-red missile warning sensor, and well as other EW systems. Continuing significant focus on the International ALR-67(V)3 opportunities resulted in the Australian, Canadian, Finnish and Swiss contract awards, or commitments to award contracts for the ALR-67(V)3 radar warning receiver (approx. life time value $100M+ each). These awards converted the ALR-67(V)3 in to a franchise product line for Raytheon and have sustained the program up to the present day.

Arlington, Va, Us

When I started this position the Raytheon’s AN/ALR-67(V)3 channelized radar warning receiver system was only under contract to the US Navy for the F/A-18 C/D. I developed, coordinated, and executed acquisition and capture strategy for the initial international contract awards for this program. This activity set the stage to capture the market of all major F/A-18 users (Australia, Canada, Switzerland and Finland), lifetime value of approx. $100M each, and to make the ALR-67(V)3 a franchise program. My primary efforts focused on developing the international customer awareness of the systems capabilities, addressing export and release policy, and creating an exportable configuration for the international F/A-18 A/B/C/D aircraft (the system, in use by the US Navy on the F/A-18 aircraft configuration, needed to be adapted to the newer block F/A-18 aircraft. I executed successful simultaneous independent capture campaigns tailored to differing national requirements, missions and aircraft configurations. Campaigns were executed through close individual in-country cooperation with each MoD, national air force requirements office, and U.S. Office of Defense Cooperation (ODC), as well as, the defense attaché in Washington, D.C., the U.S. Navy Foreign Military Sales (FMS) case desk and the U.S. Navy International Program Office (NIPO).

Arlington, Va, Us

I was responsible for continued execution of the Foreign Military Sale (FMS) portion of the approximately $300M Raytheon HAWK and PATRIOT air defense programs with the Kingdom of Saudi Arabia. This included frequent work with the US Army Security Assistance Command (USASAC) FMS case management team in Huntsville, AL and the local Royal Saudi Air Defense Forces (RSADF) program representative, a Saudi LtCol whom I provided office space in the facility at Raytheon, Andover MA. I also worked directly with the RSADF headquarters, in Riyadh, SA as well as the RSADF base and Raytheon program office, located on the Raytheon compound in Jeddah, SA. The FMS case program was coordinated closely with the Direct Commercial Sale (DCS) contract, managed out of the Raytheon facility in Jeddah, SA. In addition to managing the FMS contract, I developed offers to the Saudi Arabian National Guard (SANG) and worked closely with the US Army Office of Program Management (OPM) SANG who managed the selection and acquisition of capabilities for the SANG. Much of this work was conducted with the highest levels of these organizations and required much protocol coordination in addition to the capture and execution of ongoing contracts and pursuits.

Arlington, Va, Us

I opened a office for Raytheon Training to develop business in the Kingdom of Saudi Arabia. I gained much experience on Saudi Arabia through the process of opening this office in Al Khobar, SA and working with multiple Saudi parastatal companies such as ARAMCO, the Saudi Electric Company and others.

Philadelphia, Pennsylvania, Us

I managed operations for the Academy for Excellence, a training delivery organization of approximately 120 persons, delivering over 80,000 instructor days to the General Motors Adam Opel automobile retailers in Europe, the Middle East and Asia. The $500M contract required the standardization of the retailer technical and management training development and delivered in over 22 countries in 18 languages. This position required the close management of training effectiveness and efficiency to meet the business case required standardization of training development, improved efficiency of training delivery including the use of computer based training. To meet this business case required the conversion of more than 23% of the instructor based training to high fidelity computer based training. This “green field” start posed many new and unique challenges which included the hiring or transfer of existing employees, the creation of management and control processes, as well as evolution of new customer relationships. A small startup staff from the U.S. managed all of these events out of Wiesbaden Germany before transitioning the program to local national staff, once developed and trained.In addition to the delivering all hard and soft skills training, the program developed and delivered a culture change program to approximately 80,000 persons. The culture change program consisted of both experiential learning segments, “ropes courses”, and required the construction and management of multiple purpose built experiential learning sites.

Philadelphia, Pennsylvania, Us

As country manager, my responsibility included developing and executing the business development strategy for German in support of the Hughes Aircraft core business units in the United States. Of multiple capture campaigns, attaining the German Luftwaffe and political support for the initial acquisition of approximately 100 AIM-120 missiles (AMRAAM) by the Luftwaffe for their F-4F aircraft was one example this. This position included weekly liaison with the offices of the German Bundeswehr service branches, Luftwaffe, Marine and Heer, at the BMVG, MoD, headquarters, as well, the US Office of Defense Cooperation at the US Embassy. I met regularly with the BWB, German defense acquisition agency, targeted parliamentary members and national industry partners. To gain political support and address the local work share concerns of German industry on the acquisition of AMRAAM, I developed and executed a successful offset conference, with over 70 industry and government participants. I had similar responsibilities to the above for Austria and Switzerland, as the other German language countries in Europe.

Philadelphia, Pennsylvania, Us

As the mechanical design department manager for the F/A-18 APG-65 radar program, I was responsible for addressing all ongoing mechanical, thermal and physical production and sustainment issues related to the APG-65 radar. I lead a design team using state of the art solid modeling design tools, leading to an approximate 50% reduction in design cycle time and produced cost effective manufacturing solutions.These techniques were executed on multiple aircraft integration programs to install the successful APG-65 radar into other platforms, such as the AV-8B, Harrier, aircraft. Additionally, I successfully implemented cost reduction of the existing programs, using Design for Manufacture and Assemble (DFMA) and Value Engineering (VE) techniques, resulting in more than a 25% cost reduction to existing products.

Philadelphia, Pennsylvania, Us

I lead the successful capture of the German F-4F radar replacement competition worth more than $100M. This is the only successful case to date of the original equipment manufacturer’s (OEM) radar, the APQ-120, being replaced on an existing fighter aircraft with another manufacturer’s radar, the APG-65. The replacement required the extensive use of “cleaver” design, such as, air to liquid cooling converters, interface scan converters, etc., to avoid significant modification to the existing aircraft. This job included the opening of a field office at the German industry prime contractors (MBB, today EADS) site in Munich, Germany, as well as the establishment of close relations with national industry partners, who were given technical support and qualified for the coproduction of the radar system. Over 110 systems were built and installed in the Luftwaffe F-4F aircraft. As follow-on to this highly successful program, I lead the European portion of the Eurofighter radar capture. Hughes Aircraft was selected by AEG/Telefunken, the German national industry consortium lead, and the Luftwaffe, who had the lead for attack and identification within the EuroFighter consortium, to be the radar technology provider for the four-nation radar consortium. This required frequent coordination with partners to develop and execute an agreement to establish the consortium, as well as, support the development, work share and pricing of the proposed technical solution and high-level interaction with the Eurofighter NATO Management Agency (NEFMA), the industry partners and their host MoDs and governments. After four years, NEFMA made a final decision against the German lead consortium based upon strong political pressure by the U.K. to exclude US technology on the Eurofighter and the contract was awarded to the U.K. firm Ferranti.

Philadelphia, Pennsylvania, Us

As a member of the Advanced Products Departments, within the Advanced Programs Division of Hughes Aircraft Radar Systems Group I did research on electro-mechanical RF phase shifters, advanced avionics cooling systems and packaging designs. I also worked on advanced phased array radar systems designs and mobile command shelters.

Bachelor Of Science, Mechanical Engineering

Pmt 402 Executive Program Manager'S Course, Defense Acquisition

Raytheon Business Leadership Program, Executive Business Management

Leadership Development Program, Business Management Leadership

Executive Global Buisness Course, Global Business