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Work experience

20092011

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.
20032009

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.

19892003

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

Academic Affiliation

Training & Certifications

Affiliations

Awards & Recognition

Community Service

"One on One Outreach" - Volunteer One on One is small, 100% volunteer charity that provides food in a specific neighborhood in South Central Los Angeles. We pack and deliver groceries door to door on the last Sunday of every month except November when we deliver turkeys before Thanksgiving and on Christmas we deliver toys on Christmas day to the kids in the neighborhood

Recommendations

"I had the pleasure of working with Ken for around 18 months on a major project to consolidate a number of Cobham Manufacturing Facilities. In my role as Chairman of those projects this gave me the opportunity to both monitor the performance and at times offer assistance to Ken and his team. During my time with Ken I found him to be an extremely professional individual who recognizes the importance of maximizing the returns to the shareholder whilst ensuring that he gains the respect from his team and in doing extracting increased levels of performance with a team under notice of redundancy. This is a unique skill and coupled with Ken's strategic business acumen makes him in my opinion a prized asset which his next company should consider them-selves most fortunate to have secured".  Nigel Stacey, Director of Outsourcing, Cobham PLC

“I have been working with Ken for several years now at Sargent Fletcher. Ken is a very intelligent and quick thinking professional. We come in close contact managing the costs of new programs. I have found Ken to be extremely dedicated to getting loose ends sorted out and making sure that everyone on the new business teams are well informed. Ken stays well informed and eager to take on assignments personally if it will help advance the companies objectives. I very much enjoy working for Ken”. Bruce LeClair, CPA, Financial Controller , Sargent Fletcher, Inc.

“Ken is a focused, result driven program manager. His strength lies in his ability to build a relationship with his customers and drive his team to meet program milestones that generate corporate revenue. As Director of Business Development, Ken led his team through successful campaigns to secure critical programs in the Weapons Carriage and Release and the Aerial Refueling product lines.” 

Guillermo Barba , Director of Engineering , Sargent Fletcher Inc.

“I have worked with Ken Klar at Sargent Fletcher, a Cobham Company for the last several years. Ken has consistently shown an ability to be both strategic and tactical in the execution of his responsibilities. As a member of the Sargent Fletcher executive team he is a problem solver with an eye for detail, exceptional program management skills and can be counted on to "step up" when needed to lead cross functional teams. Recently Ken was asked to take on the leadership role for the Business Development team in addition to his current responsibilites as Director of Program Management. Ken quickly educated himself on outstanding issues, adapted quickly to a juggling two roles and has been able focus and motivate the business development team. Ken has strong managerial skills and is viewed by the employees has a straightforward and trusted leader.” Kathi Guiney , Sr Human Resources Consultant , Sargent Fletcher Inc.

"I have worked with Ken on the closure and transfer of the Sargent Fletcher Business to Davenport. IA and Buffalo, NY. Ken has proven to be a reliable and very capable Project Manager and team player. He has worked well under difficult circumstances always looking for new and innovative ways of overcoming the every day obstacles that are thrown at him during the course of a Transitioning Project. Ken has been an integral part of a team that has achieved the Project time scales, within Budget and without any disruption to the Business and, more importantly, to our Customers. I would employ Ken again as a Project Lead without thought".  Peter Dobbs - Director of Transformation, Cobham plc.

Summary

Business Executive with a passion for music possessing more than 20 years of experience directing engineered product evolution from marketing concept, to technical solutions, and full rate production. Recognized for possessing keen instincts to identify and seize opportunities that achieve objectives in highly competitive markets. 

Expertise includes

Strategic Planning & Leadership / Continuous Improvement / Risk Management

Earned Value Management System (EVMS) / Development Road Mapping

Team-building & Mentoring / Business Development / Relationship Management

KEY ACCOMPLISHMENTS

  • Enhanced customer relationships, top-line sales growth and industry brand recognition
  • Increased Top Line Sales 100% in 24 months ($3M/mo. in Jan ‘10 to $7M/mo. in Jan ‘12
  • Improved on time delivery 20% through a process that identified and resolved delivery issues
  • Founded the Program Management Office, including recruiting and developing key staff members in newly defined company roles.
  • Delivered a projected $25 million in annual revenue through 2012 by leading transition of two major products into full rate production.
  • Achieved a $12 million cash advance by improving relationships, communications, and flexibility with a portfolio of key clients.
  • Improved company backlog from 30% to 83% firm order coverage and boosted customer delivery / quality ratings by 15% through a Voice of the Customer process that identified and resolved quality and delivery issues.
  • Achieved 50% business integration into another corporate site 15% under budget and 2 months ahead of schedule

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