Business DevelopmentJune to September 2015 served as Business Development Strategist: Aerospace for Frustum, Inc., a start-up software company in New York seeking to market a design optimization program targeted to the emerging additive manufacturing industry. I was instrumental in establishing a contract strategy for interface with typical aerospace companies as well as providing consultation and direction to engineering analyses. In 2006 I led a team to create a business plan for Pratt & Whitney’s (former) Russian jet engine partner that would lead them to successful development, certification and, potentially, entry into the global market. I presented a Business Development Plan to the President of P&W’s President of Commercial Engine Business showing the incentive to reengage the former IL-96 Program (which I had previously managed - see below). I Introduced P&W’s, then current, Engine Program Manager to the Russian customer and to their financiers in an effort to recreate a market opportunity for the Ilyushin IL-96 airliner. In 1987 through 1989 I managed Pratt & Whitney’s PW 2000 Engine Program relationship with Boeing for the B757 Program. I coordinated between PW and Boeing for technical, business, certification, production scheduling and marketing issues functioning with various subject matter experts including legal counsel.

International Program Manager - Technical and Business Integrator As Program Mgr. I was responsible for all Technical and Business effort in uniting a group of suppliers to deliver and integrate all components of a complex airplane propulsion system while putting in place the business agreements for our team including our Russian customer. This interface with a Russian customer, beginning in 1990, brought us into a significant role in bridging the complexities of the command economy of the USSR and the western market economy bringing a new meaning to the term "Business Integrator".This program was rich in opportunities to solve unique problems in cooperation with our Russian Customer. • I introduced 12 companies to the Russian Customer as suppliers of components needed to integrate a full propulsion system into a new aircraft. We facilitated business agreements and coordinated all meetings with the customer as required to bring the system through development and certification.• Our Program became the pilot program for a Bilateral Airworthiness Agreement between the US and the Russian Federation. We supported our customer in this interface with western aviation certification practices. Our airplane gained both Russian Aviation Registry and US FAA certification. • Dual-agency type certification signified the technical success of our program however, since the airplane did not qualify for universal aircraft registration and continued airworthiness oversight by Western Registries, its use as financial collateral was precluded resulting in our program not reaching production. It was through the failure to deploy the airplane that consequences of incomplete economic integration were made graphically and painfully apparent. • Understanding these issues, which at that time in history were not yet solvable, brought about an understanding of fundamental, and still-relevant, knowledge required in solving problems of Regulatory and Business Integration today.

Development EngineeringDuring my career at Pratt & Whitney (1963 through 1999) I directed and/ participated in many innovative Engineering Development programs. One very inovative effort was as a Development Engineer responsible for the introduction of large structural castings into jet engine design. Realization of the tremendous cost reduction of the casting process required close collaboration with casting foundries in learning to design for their process. Today, all large cases of jet engines have been converted from fabricated weldment to castings. In 1984 I introduced a breakthrough titanium casting process that ultimately saved (in 1984 $’s) $12,000 per unit in manufacturing cost for a $750,000 annual cost saving. Today I draw a comparison to the parallels of the earlier transition to structural castings and the emerging transition to Additive Manufacturing. The AM supplier must, as was required in the casting transition, educate the customer in optimization of design for the AM process. Optimization Software and close collaboration with design and manufacturing sources will be key for OEMs in realizing the benefits of this exciting new process. Many other development programs in which I participated may be discussed as may interest a potential client

Organizational Development, A Career Long FocusI spent an assignment early in my career as a Human Resources Lead Engineer for a group of over 100 engineers and their technical supervisors administering implementation of company policy, coordination of performance reviews, career progress and other employee functions. I took part in studies of organizational development with a specialized professional consultancy to affect a more motivated and satisfied working team. The lessons of this position were exercised throughout my career.For the remainder of my career I successfully managed teams of working engineers in accomplishing technical objectives. Foremost was the selection of a highly skilled group of up to 30 engineers, technicians and support personnel formulated to carry out the objectives of our US and Moscow based design integration and flight test team for the Integration/Certification Program discussed above. This was a multinational team from the US, Germany and Russia requiring challenging cross-cultural skills while managing the requirements of a very exacting technical flight test program. Also, during my early career, I volunteered as teacher and/or facilitator of multiple courses in employee relations and behavior.