• Team Leader of multiple product lines consisting of project managers, operations, engineering, quality, materials, and scheduling responsible for the design and build of custom-engineered industrial projects.• Managed a portfolio of projects ranging from $50K to $2M from conception through manufacturing to deliver $25M revenue annually with 30-50% gross margins.• Developing strong relationships with my customers that has built a foundation of trust and satisfaction that will drive a future of profitable growth.• Led the “Customer Win-Back” initiative for all key global customers by partnering with the executive team to select “win-back” markets, measuring and driving key customer-focused metrics, leading the cross-functional team to deliver, then providing the data back to sales leadership to win new business.• Collaborated with a critical customer and managed the new product development project to replace a widely-used competitor’s product with a market opportunity of $8M annually.• Leading multiple supply chain initiatives to reduce cost and improve delivery.• Improving PM processes and templates to efficiently manage communication and reporting (both internal and external stakeholders) in a new engineering and manufacturing facility.• Mentoring and advising team members to help them achieve their career goals and provide the best value to the company• Driving process improvements to improve on-time delivery and ramp up production capacity.• Directing functional teams daily to drive priorities and mitigate issues and risks.• Managing documentation specialists for major customer projects.

Managed aerospace programs from concept through implementation.• Led the KMAX helicopter fuselage program for both commercial and military applications from proposal, through manufacturing readiness, engineering, tooling procurement, supply chain development, and production ramp up at both domestic and international manufacturing sites for the first 20 units over 2 years while successfully managing scope changes, costs and schedule.• Directed all activities of the new models of the Sikorsky helicopter program teams, including engineering, supply chain, manufacturing, cost savings, and contract spend.• Established PMO, rules, tools, best practices to promote a culture with the foundation of Program Management to manage scope and drive accountability throughout the business.• Managed proposals for new business opportunities to clearly define scope and provide resource, cost, and schedule requirements for new products.• Primary point of contact with the customers to define program requirements, manage scope, mitigate risks, and resolve issues to deliver on time and within budget.• Drove innovation into new programs to reduce costs and win new business

Provided expertise and leadership to drive critical business objectives and profitable growth• Championed the Profitable Growth Plan process across all Defence programs to drive cost reduction andgrowth strategies• Drove cross-functional collaboration in PGP Workshops - Integrating Programs with functions via valuestreams to remain competitive in each program’s market.• Led the Innovation Business Plan Deployment (BPD) – portfolio of top 30 projects with $900M NPV.• Developed metrics and led program reviews to engage functional support and drive improvements to cost,quality, delivery, and revenues.• Managed activities to initialize the Defence purchasing cost reduction program.• Drove Risk Management into the Program management organization to escalate and manage risks andopportunities.• Provided PM expertise to establish a PMO Project Portfolio aimed at maximizing value of investments

Managed the portfolio of major programs to reduce product costs while focusing on core capabilities. Programsinclude overhead cost reduction, property strategy, method development, low-cost sourcing, potential futuremanufacturing programs, and linkages to future labor negotiations.• Sourcing Strategy: Evaluated sourcing options to transition to a manufacturing business focused on coreproducts and processes with progressive outsourcing of non-core production from the Indianapolis site.• Overhead cost reduction: Led the cross-functional program to reduce $247M overhead budget by $74M by the end of 2014.• Building Strategy: Project managed the strategy to transition operations from the existing 1.7M square footfacility to newly revitalized set of facilities to contain existing and future products manufactured at RollsRoyce Indianapolis.• UAW Negotiations: Integrated with labor relations to incorporate the impacts of cost savings initiatives in thestrategy for 2015 labor negotiations.• Departmental Consolidation: Managed the resource assigned to facilitate the removal of fixed assets(machines, tooling, and gages) as parts are transitioned to the outside supply chain. Providing direction andsupport to Operations leadership team forecast headcount transition planning and execution.• Risk Point of Contact: Mentored project managers in the utilization of risk management tools to adhere to theCorporate Risk Management Plan.• Program Management Professionalism – Developing, sharing, and driving best practices throughout the localPMO and through global communities of practice.

Managed engineering and source changes from conception through implementation to reduce component costs toimprove manufacturing, warranty, and quality costs.• Successfully managed all cost reduction activities for “V” engines with annual volumes of 340,000 V8 and20,000 V6 units for a total cost savings of $40M annually• Mediated customer approval process with Ford Motor Company and purchasing to develop supplier strategiesfor component cost reductions.• Presided over change status meetings with component suppliers, supplier quality engineers, purchasing,materials and manufacturing to ensure a coordinated change.• Synchronized manufacturing, materials, and quality departments to minimize concerns at finalimplementation.• Tracked manufacturing cost improvement projects totaling $6M in 2005 and $7M in 2006.• Coordinated material deviation activity from submission through final disposition. Then, followed with theproduct design change procedure, when appropriate.

Managed manufacturing engineering, production, and maintenance team leaders to maintain lean manufacturing processes of machined steel engine components.• Responsible for all production metrics for capacity, overtime, costs, quality, and uptime.• Directed production shutdowns for process improvements. • Developed budget requirements for manpower and material costs. • Worked directly with maintenance and equipment operators to gain input into production improvements.• Managed capital investment programs totaling $60 million from conception through implementation.• Partnered with product engineering and machine tool manufacturers in a "simultaneous engineering" process to optimize the design of components for a new engine launch. • Evaluated and presented quality and uptime data.• Developing new tooling and process solutions to reduce manufacturing costs. • Planned and executed process improvements and equipment installations. • Improved ergonomics, safety, and aesthetics of manufacturing lines.