I played a pivotal role in the success of various high-profile programs.Zeus Phase I & II Development:• Championed the development and implementation of Phase II for Zeus large Solid Rocket Motors.• Completed motor designs and analysis, leading to the build and successful test of Zeus 1 and Zeus 2 Motors.• Coordinated the build of two additional motors for Flight Test by the Customer, resulting in the upcoming receipt of Option 1 for the LRIP Motors.Multi-Purpose Booster Development (MPBD) Program Phase 1B:• Led the completion of Material Analysis/Testing and the build and successful test of two MPBD Static Test firings.• Maintained the program on schedule, achieving the first-ever Program Incentive Fee.• Developed and presented the Phase 3 Proposal to AR and Raytheon Management, contributing directly to the success of Phases 2, 3, and 4 (totaling over $80M), with a transition to production in the near future.Joint Economical Sled Track (JESTR) Program:• Guided the planning, proposal development, and submission, leading to the award of the $99M JESTR Program.Sentinel Missile Program:• As Deputy Program Manager, drove significant improvements within the supply chain, mitigating risks while pursuing opportunities for efficiency.• Improved material and tooling support, enhancing the potential to pull in deliverables.

• Led a team of 10 electrical and software engineers in designing and developing avionics interface units and control panels, including test stations for major aircraft prime manufacturers. • Managed profit and loss, customer satisfaction, on-time delivery metrics, quality, continuous improvement, team building, planning, and analysis. • Chaired the Integrated Product Team (IPT) for all program activities from proposal and contract award through engineering and manufacturing development (EMD) and production.• Achieved substantial improvements in quality, delivery, schedule, and customer satisfaction within five months.• Initiated targeted actions to enhance 11 programs at various stages of implementation, improving success rates for projects ranging from $700K to $28M, including drone and missile programs.• Spearheaded the development of three avionics line replacement units through initial design, build, and test phases, culminating in the qualification phase of testing for the Boeing F-15EX.

• Reduced average build time from over 100 hours to less than 80 hours by initiating economic build quantities, improving operational efficiency and reducing the average hours required to build each assembly.• Chaired the Integrated Product Team (IPT) for all program activities for the Apache Helicopter, F-18 Fighter, and Bradley Fighting Vehicle, valued at $25M annually.• Implemented a Kaizen Continuous Improvement Plan in collaboration with the prime customer, Honeywell, initiating over 20 incremental improvement actions focused on enhancing the on-time kit clear-to-build rate.

Pursued improvements to profit and loss, customer satisfaction, on-time delivery metrics, quality, continuous improvement, team building, planning and analysis. Coordinates and resolves A/R, PPV, credit, RMA’s and E&O issues with customers. Chaired the IPT for all program activities for the Apache Helicopter, F-18 Fighter and Bradley Fighting Vehicle valued at $25M per year.Achievements:• Implemented Kaizen Continuous Improvement Plan with assistance of prime customer, Honeywell. Initiated more than 20 incremental improvement actions primarily focused on improving the on-time kit clear to build rate. • Dampened the customer’s fluctuating schedule to reduce the impact to the supply chain team.• Implemented supplier performance scorecard of under-performing vendors, applying pressure as needed.• Reduced build time on average from over 100 hours to less than 80 hours. Initiated economic build quantities to improve efficiency of operations while decreasing the average number of hours to build each assembly.

Instilled structure, teamwork and accountability at each level within each organization. Managed construction program valued in excess of $150 million, supporting five major accounts and more than 300 projects. Guided team to win $90 million in new projects. Co-directed development to the Construction Database Management System. Reported status on 300 plus projects on a monthly basis and gave each major account representative a status update in person on a quarterly basis. Responsible for on-time delivery, profit and loss, and customer satisfaction for program. Supervised five regional managers and executive staff with oversight of 45 on-site Project Managers.Achievements:Managed status of more than 300 projects throughout five Regional areas in the US. Co-directed development to the Construction Database Management System, which led to improved communication, efficiencies and project success in the eyes of the customer contributing to the award of $90 million in new projects. Inefficiency in project management was a problem. Instituted Proven Program Management and Leadership in the management of the headquarters staff and Regional Managers and their respective Project Managers. Improved organization, efficiency and accountability of team members resulting in improved customer satisfaction, ultimately resulting in the award of 25% increase in new projects/contracts.

Directed strategic planning for and management of government contracts. Held full responsibility for communications and collaboration with government and military client representatives. Administrated program planning, development, coordination and quality control, ensuring the efficient execution of contracts. Achievements:Developed process for winning proposals. Built proposal team comprised of subject matter experts, scientists and developers. Acquired industry support for and authored commercialization strategy for six winning proposals. Subject Matter Expert for several logistic oriented proposals. Met with customer for more in-depth understanding of the requirements. Achieved higher level of success by contributing directly to the success of winning six proposals.

Company’s primary liaison with the Air Force Weapon System Program Offices. Facilitated scoping, planning, continuous improvement and execution of cross-functional programs. Achievements:Led three multi-function teams comprised of 30 personnel in the engineering support and manufacturing of more than $20 million weapon system components each year for the US Air Force and aerospace primes. Co-developed a winning strategy for a $5 million engineering contract to improve operational support for C-5 aircraft. With ongoing growth of Thomas Instrument, realized a need for a weekly management forum. Established and facilitated weekly meetings to integrate business development efforts with engineering, production, program management, and contracting on behalf of company president.

•Leads 926 personnel in 40 maintenance specialties, including 747 geographically separated instructors•Created policies/procedures for the consolidation and integration of training functions throughout four diverse training groups supporting 85,000 students annually. •Directed five functional branches comprised of 100 personnel in the improvement of training technologies and student production•Led group preparation for Jul HQ AETC IG ORI--key to "Excellent" rating, no findings, 37 "Strengths" •Leader in innovation with five initiatives in training programs AFMIA approved as Air Force "Best Practices" •Ensured proper management of $3.8M budget and productive delivery of 649 maintenance courses •Responsible for acquisition and maintenance of 519 aircraft/munitions trainers valued at over $400 million

•Generated and instituted DoD policies concerning weapon systems equipment and maintenance issues.•Established positions and operational policies regarding maintenance resource allocation, support plans/practices, and weapon systems performance based measurement systems•Led the DoD repair cycle integrated process team comprised of team members from each Service in the identification and development of solutions for systemic depot repair cycle policy and process constraints. •Provided key logistics analysis to the Office of the Secretary of Defense Program Analysis &Evaluation FY02-07 Front End Assessment linking inventory to aviation readiness leading to Program and Budget reviews to increase top-line funding across the Five Year Defense Plan--Targeted investment of $355M in depot repair for Air Force and $609M spares buy for the Navy

•Managed the utilization and configuration of 156 jet engines valued at $468M in support of 60 aircraft.•Directed 260 maintenance personnel supporting the flight generation and maintenance of 22 F-117A aircraft valued over $964M. •Contributed to the development and monitoring of the key performance metrics to the Total System Performance Responsibility Contract with Lockheed Martin Company

•Selected as one of seven Air Force officers to serve as a research fellow. •Co-authored the organization’s project memorandum regarding commercial Air Force support requirement outsourcing, providing the framework for determining requirements and improving the outsourcing of non-core workloads. •Developed framework for research and analysis concerning the RAND Corporation’s Lean Logistics Project for Regional Engine Maintenance Support thru Europe and North Africa.

•Supervised six personnel managing programs supporting 3,100 jet engines worth $1.1B and distributed among 14 locations across the nation. •Expertly programmed the FY95 fighter depot level repair parts funding requirements for Luke and Tyndall AFB's flying hour program, validated 73,000 flying hours equating to over $84 million

•Successfully generated strategies to reduce engine accessories in Tactical Air Force Critical Item program by 33%•Plans and directs accessory upgrades and improvement, automatic test equipment phase-in, and safety modifications•Received recognition as the 1991 Outstanding Military Logistics Plans and Programs Manager of the Year for the Air Force Logistics Command. •Selected as the Pacific Air Forces Aircraft Maintenance Officer of the Year for 1986.