Robert Oh Email & Phone Number

• Managed new features implementation for 737 Program on behalf of airline and internal customers. Total dollar value of program portfolio was approximately $75 million.• Led planning to implementation of new features, development, and process improvement projects.• Responsible for scope & risk management, schedule, and P&L performance of program portfolio. • Presented program reviews to upper management including CFO to communicate risks and issues that could impact program performance along with go/no-go recommendations.• Reviewed program status and performance with project team and stakeholders on recurring basis.• Recommended projects to implement per business case, risks, competency, regulations, resources, etc. to leadership.• Represented 737 Program Leadership on features program SOW to various partners and stakeholders.• Achieved TSO (Technical Standard Order) authorization on new economy and premium economy seat development program. The program was delivered 41% under budget.• Kicked off and completed 737 max takeoff weight increase program. The program was delivered 38% under budget.

• Managed capital assets for BCA Fabrication division and individual business units within division. Duties include annual and monthly capital planning, commitment of company resources for capital asset acquisition, business case review of capital asset acquisition, expenditure planning of incoming assets, and management of capital commitment plan for nine manufacturing business units. • Led change management process for capital assets with seventeen business units. Changes were reported out and approved via VP and Director -level monthly meeting with Business Operations and Finance departments.• Participated in long range business planning and annual forecasting for BCA Fabrication Asset Management. 5 Year LRBP budget exceeded $1 billion comprising 18 separate business units. • Revamped monthly Opportunities and Risk management process to better streamline the process flow, as well as reduce data input and presentation format. The digital footprint of the new format resulted in 95% reduction in size.• Performed monthly financial review of capital asset commitments and expenditures, measuring monthly and year-to-date performance of the business units and division versus forecast. • Created comparative industry analysis of main aerospace competitors at behest of VP-GM of BCA Fabrication. New KPIs created to compare CAPEX planning and performance of competitors versus Boeing.• Generated asset base analysis of BCA Fabrication using present value and time series regression analysis of all assets owned by BCA Fabrication. The replacement value of the assets were $4.4B in 2016 dollars.• Managed SQL backend database used for capital and SOW management.• Established Tooling Management Board for BCA Fabrication division. Created and managed project approval process for tooling projects.

Everett, Wa

• Managed electrical components suppliers for new-buy aircraft programs across all Boeing products, such as 737, 747, 767, 777, and 787. Yearly dollar value of the supplier portfolio was approximately $62 million.• Served as focal point of contact and main Boeing representative to suppliers in all manners of communication, with topics ranging from engineering, purchase orders, contracts, supplier performance, supply chain, quality and delivery issues, and other miscellaneous topics.• Assessed production readiness of suppliers to evaluate their ability to support current and future aircraft production level. Suppliers were evaluated during weekly virtual meetings, in addition to annual onsite review at supplier’s facility. • Advised corrective actions and mitigation to suppliers on their current production issues, potential bottlenecks, risk avoidance and management, as well as process improvement ideas. Previously poor-performing suppliers increased quality metric score by 37% and delivery metric score by 10%. • Influenced contract negotiation between Suppliers and SM Contracts group.• Managed technical qualification projects involving Supplier, Engineering, and Quality. Achieved 30% reduction in project schedule and project completed per revised schedule.• Led strategic project team in charge of developing long-term supply base strategy, including stakeholders from Operations, Contracts, Quality, Engineering, and Supply Chain Management.• Managed Value Engineering cost down projects, with stakeholders from Suppliers, Contracts, Finance, and Engineering.• Discovered $200K in cost savings through contract reviews outside of job scope.• Functioned as LEAN focal to help train individuals in LEAN, generate cost-savings ideas, and manage projects.

* Managed concurrent reconfiguration and new-buy aircraft programs for customers such as British Airways, Continental Airlines, Korean Air, and Boeing. Total dollar value of the program portfolio was approximately $65 million.* Responsible for P&L performance of the program portfolio. Gross margin for programs ranged from 32.4% to 46%.* Successfully closed out Continental Airlines 777-200 Reconfiguration Program. All program deliverables were delivered on-time. Gross margin for the program at close out was 46%. * Awarded STC (Supplemental Type Certificate) for British Airways 777-200 Reconfiguration Program. STC was awarded on-time with no delays to the program.* Contacted and reviewed program performance with customers on regular basis. Served as first point of contact to customers regarding any program issues, requests, and feedbacks.* Presented program reviews to upper management and communicated arising issues that could impact program performance as well as solutions to said issues.* Managed direct support staff of Operations Project Manager, Program Scheduler, and Project Administrators in addition to project team members in Engineering, Certifications, Purchasing, and Operations.

* Managed six different mobile software projects, including Intelligent Redirect for mobile, AOL Shortcode, and mobile Search, based in Seattle, WA and Dulles, VA. Communicated with development centers in Dublin, Ireland and Bangalore, India. Duties included determining resources to commit to projects, making sure goals and objectives were communicated clearly to the project team, and bringing project to completion by deadline.* Led project meetings incorporating team members from the above locations as well as outside contractors.* Coordinated fourteen separate content channel teams for the implementation of mobile redirect project. The project was in schedule to complete within deadline with a month left to go.

Mba, Finance, Operations Management

Activities and Societies: Net Impact, Finance Club, Strategy & Consulting Business Operations Finance

Bachelor Of Arts, Business Administration

Activities and Societies: Econ and Math Minor Business Administration

Aa, Accounting

Accounting