Robert Fitzpatrick

Robert Fitzpatrick

Summary

EXECUTIVE MANAGEMENT Global business development and program management within aerospace and technology environments Multi-dimensional executive accomplished at formulating and executing strategic and tactical plans that have consistently driven out waste, cut costs, and improved productivity and utilization. Proven record of success and expertise at translating strategy into action. Positively impacted organizations' global presence and growth by effectively merging military, aerospace engineering, and business acumen. Recognized by peers for ability to articulate direction, build cohesive motivated teams, and deliver results quickly and efficiently.

Areas of Expertise

  • Strategic / Tactical Planning
  • Operations Management
  • P&L Accountability / Budgeting
  • Business Development
  • Product Development, Management, Delivery, and Configuration
  • Product Commercialization / R&D
  • Organizational Development
  • Six Sigma / Change Management / Process Improvement
  • Marketing / Branding
  • Mergers and Acquisitions / Due Diligence
  • Contract Development / Negotiations
  • Regulatory Compliance
  • Customer Relationship Management (CRM)
  • Team Building / Leadership
 

Work History

Work History
Apr 2004 - Sep 2009

SENIOR VICE PRESIDENT

BELL HELICOPTER TEXTRON

(Designs, manufacturers, and supports the most proven, most reliable, and best performing military and commercial aircraft in the world to include both rotorcraft and tiltrotor.)

BUSINESS DEVELOPMENT, MARKETING/SALES AND COMMERCIAL PROGRAMS, 2004 to Sep. 2009

Directed several global business units including the commercial business unit, commercial marketing and sales, military business development, and public affairs and brand management. Oversaw CRM, product development, management, delivery, relationship management, and interface with the US Department of Defense, all service branches, and congressional leaders. Coordinated a network of 26 independent representatives and 156 customer support facilities in 120 countries. Administered $30M operation budget and directed 100-member team.

Key Contributions:

  • Grew commercial business from $450M to $700M in annual revenues and from 10% to 12% profitability.
  • Designed and instituted commercial strategy, which eliminated unprofitable, low volume products  resulting in 10% net profit gain on in-production models; $300M in revenue by upgrading four different products with an annual $90M product portfolio investment; and the design, development, and certification of the B429, which represented $1.5B in letters of intent. 
  • Identified, as part of an overall company strategy, three start-up M&A ventures that included a military maintenance repair, and overhaul (MRO) unit in Ozark, AL, a commercial customer service maintenance repair, and overhaul unit in the Czech Republic, and the expansion of Bell Helicopter Training Center in India, as well as the expansion of the Singapore facility to encompass both MRO and training.
  • Entered into global partnerships with Mitsui Japan, Korean Aerospace Industries, and AIDC Taiwan for co-development, co-production, and supply agreements for the B429, which ultimately decreased development costs by $50M.
  • Slashed labor cost differential from $90 to $17 per manufacturing labor hour. Worked with integrated supply chain team to relocate component and final assembly from Mirabel, Canada to Mexico.
  • Designed, planned, and implemented a single customer solutions brand for Bell Helicopter, which integrated the sub-brands of eight separate companies.
  • Set up and conducted, in conjunction with Ohio State University executive education group, the Textron "Growth Leadership Program," which trained more than 600 people over the past three years.  
2002 - Apr 2004

VP Marketing & Sales

MAROTTA CONTROLS

(Designs and manufactures fluid control systems, components and actuators designed specifically for the aerospace, military, space, and industrial markets.)

VICE PRESIDENT, MARKETING AND SALES, 2002 to 2004

Focused on building customer relationships and business in the commercial and military aerospace markets for fluid control systems and industrial applications, domestically and abroad. Collaborated with engineering and operations to develop new solutions and products.

Key Contributions:

  • Tripled revenues from $10M to $30M by expanding into aerospace and industrial market segments, and introducing three new product lines - pneumatic bomb rack ejection, motor controllers for aerospace fluid controls, and military/commercial aerospace fluid control systems.
  • Instituted new business capture and new product and service introduction processes, which played integral role in acquiring Honeywell, Eaton, HR Textron, and Alenia, among others, as new accounts. 
  • Formulated and branded an integrated marketing communications strategy that included a new logo, website, brochures, tradeshow presentations, and advertising to promote new company image.
1996 - 2002

Director of Global Marketing Operations

GENERAL ELECTRIC AIRCRAFT ENGINES

(Leading producer of large and small jet engines for commercial and military aircraft, to include supplying aircraft-derived engines for marine applications and aviation services.)

DIRECTOR, MARKETING OPERATIONS, MILITARY ENGINE OPERATIONS (MEO; SIX SIGMA BLACK BELT, CONTINUOUS PROCESS IMPROVEMENT LEADER)

Directed market development of all commercial, military and marine engine product lines, which included small turbo shaft and turbo prop products to large, high-bypass ratio fan engines. Dealt with customers; and Egypt. Administered $12M operating budget and oversaw 40-member international military marketing and sales team. Championed and led Six Sigma Quality effort. Key Contributions

  • Strengthened relationships with major airframe OEM manufacturers and end-use DoD/FMS militaries, including the sale of over $320M in engines and services to the Korean and Singapore Air Forces, for the F-15K and AH-64D programs, respectively.
  • Created an integrated product line focused on the $3B Unmanned Programs propulsion.
  • Increased operating margins $10M and reduced working capital $12M, through performance and productivity improvements resulting from Six Sigma implementation.
Jan 1995 - Jan 2002

C-17 SYSTEMS PROGRAM OFFICE

United States Air Force
1987 - 1996

Program Manager

BOEING INTEGRATED ROTORCRAFT SYSTEMS

(Boeing Integrated Defense Systems (IDS) combines weapons and aircraft capabilities, intelligence and surveillance systems, communications architectures and extensive large-scale integration expertise)

Program Manager, Longbow Apache, 1987 to 1996

Led several business, product definition, and production readiness teams for the Longbow Apache Helicopter program, domestically and internationally. Directed cross-functional teams of up to 250 and maintained P&L accountability for as much as $1B.

Jan 1981 - Jan 1995

ATTACK HELICOPTER OPERATIONS OFFICER

US Army

Education

Education
2006 - Present

Global Leadership Program

University of Pennsylvania - The Wharton School
1998 - Present

MBA

Keller Graduate School of Management of DeVry University
1996 - Present

International Management

Thunderbird School of Global Management
1988 - Present

BSE

Arizona State University

Top Secret/SCI