Provided consulting services for various service industry providers. Responsible for leading teams and developing processes using a myriad of tools across the Lean Six Sigma, Kaizen, Program, Quality, Risk and Change Management spectrum.Accomplishments: • Developed Company-wide Program Transition Startup procedures using benchmarking and best practices techniques.• Led Senior Level Kaizen Events to focus on Enterprise Business Processes.• Designed, developed & deployed Small Business Risk Management, & Business Development processes and procedures.• Developed Business Development Database and created processes which allowed owner to focus limited discretionary funds more effectively.• Trained Staff in Risk Management.• Developed Technical Staff Training Presentation

Directed overall quality performance of the Group and two Business Area Teams (BATs), including: technical and programmatic performance; lessons learned; reviews; root cause analysis, and measurement and analysis. Developed a Concept of Operations to cohesively bond the communications and performance of diverse OCONUS operations in Afghanistan, Iraq, Haiti, Israel, Palestine and S. Sudan. Provided fact-based independent assessments across the business unit, identified systemic performance issues and developed unique program solutions. Responsible for all Program Quality aspects based on Quality Management System (ISO9001:2008) and CMMI, as well as 2 direct and 65 indirect employees. In addition, was responsible for the EHS, Continuous Improvement, Risk and Opportunity Management, as well as, the Quality Standard processes and procedures across the Group. Responsible for staff development, training and performance appraisals, including salary increases and adjustments. Responsible for the safety of ~3000 Police officers and support staff.Accomplishments: • Set up QAQCEH&S programs in Afghanistan, Iraq, Israel, Palestine, S. Sudan, and Haiti for six Programs and five Task Orders.• Designed, developed & deployed enterprise level Risk Management & Configuration Management databases.• Developed and trained Risk Management to over 500 Program Managers and support staff worldwide.• Designed, developed and deployed enterprise level Operational & Safety Incident Reporting System.• Successfully completed Capability Maturity Model Integration (CMMI) Level III assessment in 12 Pas• Reduced Program Risks by $180M through comprehensive Risk Management• Reduced Customer CARs (corrective action request) by 50%• Reduced TCIR (Total Case Incidence Rate) by 22% and DART (Days Away, Restricted or Transferred) by 37%

Responsible for Program Quality Assurance, which focused on Program quality performance of the Division including: technical and programmatic performance; lessons learned; reviews; root cause analysis, and measurement and analysis. Developed a 3D Concept of Operations to cohesively bond the communications and performance across 7 main sites (15 sites overall) comprising 244 employees across the US. Provided fact-based independent assessments across the Division, identified systemic performance issues and developed unique program solutions. Responsible for Program, Supplier, Site and Engineering Quality, as well as the Quality Management System based on ISO9001:2008 and CMMI. Responsible for CI, R&O Mgmt, staff development, training and performance appraisals, including salary increases and adjustments. Accomplishments: • Architected 3D Borderless ConOps transitioning from a federated organization across 15 locations into an integrated organization.o Reduced NCR cycle time from 60 day turnaround to 10 day turnaround.o Instituted Quality Engineering to reduce design ‘escapes” into production.o Implemented Program Quality Leads to take 100% Contractual Quality ownership, which increased program communication and compliance. o Implemented Site Operation Lead Management Teams focusing on Operational Quality issue resolution.o Reduced Supply Chain process errors by 50% through Lean Six Sigma initiative.• Increased Staffing competence and diversity awareness.o Hired, mentored and developed preferred talent, as well as, implemented succession planning. o Created a comprehensive Quality Competency Assessment model to reduce variability and ensure consistency across GSQA sites & programs.• Implemented a Division wide Corrective Action Database/tracking tool (TIPQA and CAPA) to reduce delinquencies and increase customer satisfaction.• Recognized employees through the various employee award recognition programs.

Directed Program Quality Program Leads (QPLs) for the NTSP Business Area. Responsible for 144 Quality professionals, including 25 direct reports. Identified systemic performance issues and developed program solutions, some of which spanned across the IDS business. Merged two Business lines and was assigned both Business units.Accomplishments: • Integrated two Quality organizations to align with Program Directorates, reduce variability, and drive consistent results.o Developed and instituted a rigorous monthly Program Quality Communication System.o Hired, trained and deployed 13 of 25 Program Quality Professionals, within 6 months.• Responsible for the NTSP Integrated Digital Environment portal requirements approach. • Implemented an FOD/FOE program awareness, within engineering labs and at RTSC, Nashua.• Increased connectivity between Raytheon businesses which reduced Level II Corrective Actions.• Revamped R6S training manual and provided training to Missile Defense Agency Customer.• Actively mentored QPLs which resulted in several promotional opportunities.• Increased Company values awareness as a Trained RIET (Respect, Inclusion and Equitable Treatment) Facilitator.• Orchestrated successful Mission Assurance Day with critical customer and program team.

Director, Performance Excellence (12/2004 to 03/2006). Architected & stood up the Performance Excellence (Program Quality Assurance) department, which focused on overall Program quality performance of the division, including: technical and programmatic performance; lessons learned; reviews; root cause analysis, and measurement and analysis.Director, Repair and Sustainment (R & S) (10/2000 to 12/2004). Responsible for strategic growth initiatives, and profit/loss of all domestic post production programs. BA consisted of Electro-optical programs, such as: Ship Degaussing MDG1701; Day HUDs; Mono HUDs; Head Up Displays i.e. C-17, C-130, F-16, F-5 HUDs; Mission Avionics (Mission Computers, Standard Central Air Data Computers etc…); AV-8B Forward Looking Infrared Systems (FLIR); Airport Noise Monitoring Networks and Electronic Countermeasure Systems. Developed Business Unit charter, vision and mission statements, and long range business plan. Responsible for planning, developing, implementing and directing policies, practices and procedures for the R&S product related programs, in a manner, which ensured budgets, schedules and contractual requirements were met. Used EVMS, CPI and SPI, along with other critical program metrics. Director, Advanced Strategic & Tactical Expendables (ASTE) (05/1998 to 10/2000). Responsible for design, development, manufacturing and profit/loss of a pyrotechnic business area. Program Manager, Integrated Avionics and Display Systems (04/1996 to 05/1998). Manufacturing Engineer (05/1994 to 04/1996). Program Manager (04/1988 to 05/1994). Design Engineer (12/1984 to 05/1988).