Samuel Lai Email and Phone Number

(25% Workforce Reduction)Senior Program Manager: Program Management Office (PMO) – Remote in CANavigated core prototype developmental and requirement changes while preserving delivery schedule and governmental contract award milestones through a supplier-driven critical component compressor failure with the Raytheon Intelligence & Space – Advanced Integration and Manufacturing Center Team.Successfully presented and gained approval on program-level recovery plan with Raytheon, Governmental Contract Holder, alternate micro-turbomachines compressor design partner (Concepts NREC), and Internal Stakeholders for F-35 in-pod microtube heat exchanger cooling system.• Submitted on an end-of-week basis to the Raytheon Technology Research Center (over a period of six weeks) internal workgroup research and development progress data and technical feasibility whitepapers, risk mitigation and ‘buy-down’ tables, program-wide functional group ‘areas-of-responsibility’ swim lane decision matrices, and contract ‘win-condition’ deliverables to next phase ‘down-select’ award focused schedule re-baselines (Supplier and Test Readiness Reviews).• Conducted multiple ‘walk-throughs’ and technical briefings with Raytheon’s Program Management Office Team and responsible technical subject-matter-experts as to the best ‘data-driven’ and ‘research-led’ highest probability of success options on initial compressor design failure and theory fundamentals (stage and impeller selection, refrigerant choice, ‘space-claim’, ‘manifold-opening’ de/reflector, etc.).• Executed a two week turn-around with Concepts NREC of a single-stage micro-turbomachines compressor adaptation feasibility study (led by Doctorate with former research whitepapers with the Department of Energy) from initial technical touch-point and specifications dissemination to submission to Raytheon including P.O. issuance and funding transfer.

Senior Program Manager: Customer Support Operations – Singapore, UK, USSuccessfully planned, structured, and executed a foreign F-15SG repair station depot activation with ST Engineering Aerospace in Singapore from the United States during the COVID-19 Global Pandemic.• Established new protocols and procedures to execute the contracted work-scope milestones and deliverables completely by remote and virtual means. Engaged internal Parker Teams to support the design process by reviewing, red-lining, and issuing guidance on repair standards and Technical Orders.• Held profit and loss responsibility for commitments worth over $14mm and involving 18 separate part numbers from 3 separate Parker Divisions (Military Flight Controls Division, Fluid Systems Division, and Hydraulic Systems Division) as well as external vendors for test stand and fixtures.Led interdisciplinary and cross functional teams to conduct Group and Divisional level Kaizen events to restructure the processes governing sales order entry and acceptance for ‘Non-Standard Items’ such that there is adherence to the 10-day order acknowledgement Aerospace Group Policy.• Defined the appropriate and concise Problem Statements and Boundary Conditions for the effective completion of Kaizen events at three levels of Parker Aerospace Management which resulted in overall task completion efficiency gains from months to weeks.Recovered and reestablished the delivery schedule for Component Maintenance Manuals (CMMs) and Supplier Document Requirements List (SDRL) documents to the F-35 BAE L7 & L11 Depot Activation work- scope from previous misaligned commitments. Assumed full profit and loss program management responsibility on the recovery and on-going execution of this contract.Resourced through the Boeing Spares Organization additional serviceable units to replace failed and incomplete ‘Golden’ Units Under Test (UUTs) for hardware and software Final Acceptance Tests (FAT) and verification purposes.

Program Manager II engages in airline accounts with complex integration activities. Involves some engineering product development and installation design coordination requiring interaction with functional departments, i.e. Engineering, Logistics, Product Support, Quality Assurance, Marketing, Osaka and Regional Offices. Support On-Time Delivery, Technical Data requirements, Fit Check, and Test parts (Boeing 787 Dreamliner Platform). Ensures that customer requirements are adequately defined, uniformly understood and appropriately planned to achieve the successful execution of all programs, with revenues in excess of $70mm.Performs as program focal for the total program success. May perform as subject matter expert on Program Management processes, including development of documentation, training and mentoring on processes and cross functional status reporting on process utilization and execution.Management of Integration Activities:• Identify fit check, test parts and tester requirement in support of program requirements.• Maintain program costs, scope of work and issue change requests for all out of scope work. Provide Marketing costs for out of scope work to be presented to the customer. • Update and maintain program parts list, Airbus evolution sheets, schedules and program plans to program requirements.• Identify purchasing requisitions as needed for spares certification or as requested.• Identify the program requirement for procurement and shipping of test/fit check, testers to third party suppliers as required.• Identify/Generate PGA to secure parts before customers purchase orders have been received to protect lead times.• Ensure consistent and proper business processes are followed in accordance with departmental procedures and company policy.• Monitor program schedules commitments and direct appropriate personnel of possible impacts(s) or change(s).

Program Manager: Zodiac Cabin Interiors (ZOCI).Management of the A330 NEO Overhead Storage Compartment (OHSC) Program – Revenue Totaling $35mm. Ownership of the A320 Innovative Space Interior System (ISIS) Bin Program – Revenue exceeding $10mm. Program Management support of Bombardier Aerospace CSeries development.• Guided the design and engineering effort for the development of the A330 NEO OHSC work package by working closely with technical leads and stakeholders to provide on-site Program Management support during Joint Development Phase (JDP) workshops in Hamburg, Germany and Toulouse, France.• Engaged with internal cross-functional leaders, contributors, and external suppliers to align expectations and matrix resources to ensure the on-time and on-budget manufacturing and delivery of A320 ISIS Bins to Cathay Pacific - Dragonair in Xiamen, China.• Negotiated successfully with Cathay Pacific – Dragonair on pricing, scheduling, and terms & conditions for the expansion of program deliverables, including provisions for modification kits, component refits and refurbishments, and on-site technical support of new configuration installations in Xiamen, China. • Collaborated with internal Sales and Marketing Department to develop the Program Charter, Risk Register, and Strategy Assessment documentation in support of the contracts review and approval process for the A330 NEO OHSC Program.• Enforced commitment dates and held accountable all technical content providers on engineering developmental design test procedures and reports by engaging each stakeholder daily to review and revise delivery status based on latest functional-area progression.• Liaised with Bombardier Aerospace to communicate weekly development and design documentation delivery metrics, program updates, and exemption reports to the program management team and executive steering community.

Program Manager: As a member of Wesco's management team, roles and responsibilities include ensuring all assigned Customer Designed Product Programs are managed from RFQ to finished product delivery by planning and scheduling project objectives, milestones, and deliverables.Management and ownership of Messier-Bugatti-Dowty (MBD) programs, deliverables, work-package transfers, and process improvement initiatives totaling in excess of $3.5 million.• Improved the delivery times of MBD landing gear component kits from an average delay of 3 weeks behind schedule to 2 weeks ahead of dock-date by providing visibility and enforcing accountability to key internal company-wide stakeholders.• Refined client performance expectations and arranged relationship guidance through providing program management reviews, holding weekly status updates, publishing reporting and steering metrics, reviewing supplier scorecard performance data, and reconciling open order book rescheduling entries.• Created and implemented enterprise-level work-package risk management frameworks and mitigation plans for the transition of manufacturing work-scopes throughout the current supply base and in the establishment of new suppliers.• Developed and executed program management initialization plans for work-scope transitions in the current supply base, the on-boarding of new suppliers, and overlapping delivery schedules on dual sourcing initiatives through establishing visibility on critical path responsibilities and lessons learnt.Generated inter-company process improvement design documents through the detailing of current business-system gaps and translating performance targets into time-prioritized action items for assessment and execution by the JDE Oracle Management Team.• Trained and enhanced department staff in program management techniques and protocols in support of MBD work functions and prepared capable performers for transition into program coordinator roles.

Operational Risk Manager: Low Cost Country (LCC) Statement of Work (SOW) Transfers.Developed and consulted on over 10 Risk Management and Business Continuity workshops for internal clients evaluating the transference of manufacturing operations to foreign low cost countries.• Initiated the transfer of over 450,000 man-hours of work from 7 different divisions by leading risk management consulting workshops for internal customers at individual regional sites to prepare each management team on the potential issues and pitfalls during a SOW transfer to TGM.• Improved the pace and volume of information dissemination between functional business units and stakeholders by at least 50% through the creation and enforcement of cadence, protocol, and reporting standards for weekly action log updates. • Reduced the time-to-closure of all identified actions items and commitments by 2 to 4 weeks through hosting weekly management staff calls that focused on the discussion and resolution of SOW transfer risk factors as determined in Risk Management and Business Continuity workshops.• Created workshop summary and discussion reports, cross-disciplinary action task logs, organizational decision tree and escalation process flows, as well as program scoping, launch, and business continuity presentations for the execution, status tracking, and on time completion of each SOW transfer initiative. • Transformed the culture of the SOW transfer team to one of goal-oriented responsiveness by creating structure and accountability through capturing and highlighting all core and divisional progress.

Program Manager: Managed and facilitated company programs and business development initiatives that resulted in over $2 million of revenue for the firm during the course of employment.• Eliminated over $350,000 in non-recurring engineering costs for Airbus through the preparation and participation in regularly recurring program status reviews with Airbus Program Management in Toulouse, France, and Hamburg, Germany.• Saved $450,000 in leasehold expenditures and 6 weeks in time during the planning, build out, and activation of a joint venture production facility in Beijing, China.• Generated over $1 million in revenue as the Program Manager for the joint surplus seat modification and refurbishment program with Cathay Pacific by leveraging customer relationships and new business development opportunities at client facilities in Hong Kong and Xiamen.• Acquired the on-time final design review approval for General Requirements for Aerostructure & Material Supplier (GRAMS) documentation deliverables to Airbus through project review meetings and program milestone checkpoints. • Won multiple contracts in excess of $25 million as the risk sharing partner and serial production supplier to Airbus as part of the logistics and operations bid preparation and business development team.

Sales and Support Engineer: Developed customer relationships and facilitated sales initiatives while implementing software solutions at client facilities.• Consulted with new clients to schedule, develop, install, and train new users in the operation and execution of KNA software systems. Evaluated customer requirements for complete platform localization and customization while maintaining legacy system data integrity. • Created sales material and product presentations for prospective clients to promote KNA products and service offerings at trade shows and customer locations.

Devised engineering solutions for the refurbishment, refit, maintenance, repair, and overall of single aisle airframes.

Generated and maintained manufacturing processing documents for the traceability requirements and daily operations of the company.