Program Manager over the Navy MK 25 Missile Canister program valued at $312 Million over 4 years with potential increase options. I am excited to announce Stark's award of the competitive MK 25 bid. This was a hard earned win and a great opportunity for Stark Aerospace, the local community and Mississippi. I look forward to leading our team's success for our stakeholders and our customer,

Managing the relocation of commercial and military aerospace product lines. These are large international projects that include manufacturing plant closures, relocations and flight hardware recertifications. Leading a team of over 16 individuals including 6 direct report project managers, data analyst, planners and 10 manufacturing engineers. I was brought in to lead the recovery of an already 2-year delayed 60K sq. ft. plant relocation. I successfully led a full recovery with on-time and on budget $22M completion. The plant relocation was completed in a record 19 months without impacting first deliveries. This also despite that the relocation was executed amid the COVID-19 pandemic. This required precision planning and execution building safety stock, ramping down existing production, and full production ramp up including flight certification and customer approvals. Lowering production costs and increasing competitiveness includes launching new product lines at new low-cost country locations. Prior to my entrance this had been largely unsuccessful. My success formula included gathering input from stakeholders including the sales teams, internal and external customers and creating new product launch procedures and training. I also lead the on-site manufacturing engineering and proposal teams with production proposal submissions. This led to the successful new business capture and launch of 10 large aircraft conveyance system product lines in 2 years with life of program production values of over $175M and representing $30M in cost savings. I continued to champion operational improvements including process improvements and value engineering implementations. A major hurdle for the new production ramp up was high averages in discrepant material (DMR). Over the course of 6 months, I drove improvements in material review process (MRB), reducing discrepant material (DMR) 90% and processing time of remaining DMR down by 88% (from 17 days to 2).

Led development and implementation of $100M+ aircraft systems for military/commercial programs across global locations, with full accountability for $35M annual budget and $220M cumulative project spend. Program Manager over the primary hydraulic system development and certification for the Dassault 5X business jet. This included the design of a brushless DC motor hydraulics power pack using new technology. When I assumed project control the design delays were already at 13 months and risking large first flight contract penalties. I immediately researched and implemented achievable new milestones, working very openly with the customer to build buy in. This included negotiating waiving of $3M in contract penalties based on recovery. Reaching across the Eaton organization, I negotiated internally to bring in new subject matter experts which drove design recoveries. Through constant and honest interfacing with the customer in France, remotely and in our test labs the relationship turned around. Risk mitigations and work around solutions supported the project return to green. The program made a recovery supporting on time delivery to the first flight and we were ultimately awarded new business with next Falcon 6X. I concurrently managed the Russian MC-21 commercial passenger jet primary hydraulic system development and certification. When I took over this program it was also significantly behind schedule. This system also relied on the same new technology power pack. I applied the similar recovery strategies to Dassault but tuned for the Russian business culture. This included openly agreeing with the customer on a new achievable baseline schedule and implemented tactics to drive results. I closed the program supporting the first flight and avoided $5M in penalties. Managed military DOD programs including C-130 upgrades, V-280 Valor concept demonstrator

Led aircraft system development and implementation for military/commercial programs across global locations, including overseeing 2 program managers and managing $20M budget. Reported to senior/executive leadership.Managed $5M project with Bombardier, supporting an aircraft concept demonstrator to create more electric aircraft (MEA). Built internal support for the program investment and successfully championed for assigned technical resources. Oversaw 4 specialized engineers to design a centralized, electrically powered hydraulic system, traveling to customer site in Montreal, Canada to collaborate with Bombardier aircraft design engineers throughout concept design and product definition phases.

Managed team of 5 customer service and contract representatives. Turned around troubled Army UH-60 modernization project by holding design team accountable for timelines, implementing regular meetings with engineering managers, and focusing team on the execution of contract requirements. Identified a trend of overlooking unexpected and latent profitability impacts as the result of poor contract reviews. I implemented corrective actions and recurring training with my customer service / contracts team to review contracts more diligently before signature and adhere more rigorously to the existing Eaton proprietary PROLaunch™ process. My team’s adherence this process included ensuring consistent contract reviews with the integrated product team for all inputs and full gate review agreement before contract signature. The results included 2 no bid contracts decided by management as the result of our contracts team highlighting terms with unacceptable risk and thereby avoiding these high-risk programs.

Applied Geo Technologies (AGT) is an 8(a) disadvantaged tribally owned business. Lead new business development for this startup technology division of the Mississippi Band of Choctaw Indians located in Mississippi. Later transitioned to Program Management as the new business increased. My new business wins included 8(a) sole source DOD contract wins with: - Army Aviation (PEO Aviation): Aviation Ground Support Equipment (AGSE), Aviation Ground Power Unit (AGPU). - Anniston Army Depot: Overhaul Outsourcing- US Army and JPO: Multi-function Agile Remote-controlled Robot (MARCbot)

Project manager for international aerospace test equipment and full overhaul and test facility projects up to $12 Million in value. Promoted to International Sales Manager for Europe and Asia. On location management of engineers, subcontractors, technical teams, construction work and contractual negotiations. Also lead implementation of training programs. Project locations including France, S. Korea, Middle East, Singapore, Spain, Taiwan, Turkey and others. Successful military and commercial sales and contract agreements throughout US, Europe, Middle East and Asia. DOD, DLA contracts with Cherry Point NC, Warner Robbins GA, Hill UT, Corpus Christi TX. OCONUS Korea.

Design assistance and troubleshooting of Flight Control Computers (FLCC) and Aircraft Avionics. This included analog and digital flight control systems for military aircraft including F-16, F-15, B-2 Stealth Bomber. KC-135, P-3, SAAB JAS-39 and others.