Work History

Work History
2009 - 2011

Director - Sales & Support

Designed Metal Connections (DMC)

$75 million business unit of the $125 million international company, Permaswage

Part of a private equity management team challenged with doubling revenue in 2 years. Organized and led the organization responsible for Order Management, Demand Management and Customer Service/Technical Support of this $60M business unit (15 direct reports and 6 sales representative/consultants)

  • As Company Key Senior Officer and Empowered Official, led improved ITAR processes to ensure full compliance with US Department of State regulations
  • Enhanced customer relationships, top-line sales growth and industry brand recognition
    • Increased Top Line Sales Growth 100% in 24 months ($3M/mo. in Jan ‘10 to $7M/mo. in Jan ‘12
    • Improved on time delivery by 20% through a process that identified and resolved delivery issues
  • Identified and prioritized existing and untapped sales opportunities, and project their value and provided a forecast revenue to meet goals. Direct sales team on plan, execution and timing.
2003 - 2009

Director - Program Management & Business Development

Cobham, PLC / Sargent Fletcher, Inc.

Site Integration Leader (2008-2009)

Selected to lead the move and integration of this $60M business unit into two additional corporate sites, and continue to meet annual revenue goals, and maintain strong customer relationships with minimal interruption to existing customers.

  • Project remains on track to $15M budgeted cost with 50% of the business move completed, and 65% of personnel (100 employees) transitioned.
  • Manage customer confidence and coordinated improved production processes in the new locations. Incorporated lessons learned and lean techniques to maximize efficiency.
  • Actively managing real estate transactional issues including demolition of existing site as well as environmental remediation of a Superfund site.

Director - Program Management & Business Development (2007-2009)

Promoted to direct business development while continuing to lead the Program Management team. 

  • Improved the company backlog from 30% to 83% firm order coverage.
  • Boosted customer delivery / quality ratings by 15% through the institution of a Voice of the Customer program that helps to identify quality and delivery issues.
  • Pioneered a $50 million proposal to introduce a new aircraft refueling systems to the Royal Saudi Air Force with the potential to create additional revenue streams through contracts with other major clients.

Director - Program Management (2006-2007)

Lead fulfillment and execution of key client contracts secured by the business development team, and coordinated the activities of a team of program managers, project managers, and project assistants. Member of the Executive Staff.

  • Achieved a $12 million cash advance by improving relationships, communications, and flexibility with a portfolio of key clients.
  • Delivered a projected $25 million in annual revenue through 2012 by leading transition of two major products into full rate production.
  • Secured an RFP from the Royal Saudi Air Force by spearheading a $1 million flight test program with a gross margin of more than 30%.
  • Contributed to the sole source selection as a $400 million auxiliary fuel tank supplier for the Boeing KC-45.
  • Managed a $600,000 annual investment in an Unmanned Air Vehicle Aerial Refueling R&D initiative with Texas A&M.
  • Founded the Program Management Office, including recruiting and developing key staff members in newly defined company roles.

Program Manager, Pneumatic Weapon Ejection Systems (2004-2006)

Pioneered a leading role as the first Program Manager for the site, and managed development, engineering, and delivery of multiple systems for major clients. Completed initial rate production deliveries for a $15 million system design and development phase that generated 30% in gross margin returns, as well as for a $5 million small diameter bomb carriage.

  • Delivered $35 million in revenue with $6 million annual advanced payments by guiding development of the first two pneumatic bomb rack development initiatives for the company, resulting in growth of product line sales from 15% to 45% of company revenue.
  • Generated $12 million in revenue with a 100% on time delivery rate by managing production readiness reviews, introducing a line of balance, and instituting risk monitoring and mitigation procedures.

Manager, F-2 600 Gallon External Fuel Tank Engineering (2003-2004)

Orchestrated all aspects of a complex engineering design and development program, and oversaw technical and program specifications, metrics, and milestones. Supervised and trained a team of cross-functional personnel.

1989 - 2003

Lockheed Martin Aero - Skunk Works

Aircraft Design Integration Team Lead (2001-2003)

Key Contributor On The EC-130J Commando Solo Program, Managed recruitment, training, and direction of a team of mechanical and electrical designers. Evaluated and approved design engineering documentation. Performed risk assessment and mitigation. Created and monitored team budgets, schedules, and performance goals and achievement of project design requirements.

  • Administered personnel requirements, performance assessments, work assignments, and budget/schedule management. Provide technical leadership to the team to ensure required functionality of the delivered vehicle is attained within program schedule and budget constraints.
  • Provided technical leadership in areas in design engineering documentation, including aircraft specifications and LM-Aero design standards for structures, systems, and components.

Engineering Supervisor (1997- 2001)First Level Engineering Supervisor On The A-4AR (Argentina) Program, Actively Managed A Group Of 10 Mechanical And Electrical Designers By Organizing And Setting Priorities For Mechanical And Electrical Engineers, Provided Status On Technical Progress And Schedules To Program Management, Worked With Manufacturing To Ensure That Engineering Issues Were Resolved Quickly And Efficiently As Well As An Instrumental Player In the Management Of Subcontractors.

Senior Servo Mechanisms Design Engineer (1989 - 1996)Responsible for investigating and recommending systemic, structural, and procedural changes to aircraft hydraulic and flight control sub-systems in an effort to improve reliability and maintainability.

  • Designed and documented system improvements using 3D CATIA software.
  • Provided On-Site Engineering Assistance to Flight Line Personnel for F-117A Stealth Fighter which increased its Fully Mission Capable (FMC) Rate 10%
  • Redesigned a handle mechanism on a major classified project which increased its reliability and service life by 200%
  • Utilized 3-D Cadam to analyze and resolve unexpected difficulties in engine inlet duct interference while staying within the original modification schedule
  • Redesigned an engine inlet Blow-in Door Linkage for a major classified project to include self-alignment and adjustment features, utilizing CADAM to determine its kinematics and resolve clearance problems

Awards & Recognition