Summary

Decisive, visionary leader with intense focus to deliver high caliber results, drive accountability across complex organizations and maintain motivation during extreme pressure situations. Committed to customer-centric philosophy using voice of the customer tools with organizational alignment to generate customer loyalty. Excel in leading teams in Business Development, Marketing, Sales, Engineering, Product Development, and Large-scale Programs. Superior communication skills, presenter and negotiator throughout all levels of internal and external organizations. Personal: 4topper@gmail.com < > (206) 999-1333

Work History

Work History
Oct 2008 - Present

Vice President

Meggitt Safety Systems

Meggitt is a provider of integrated fire protection systems and equipment for aircraft, vehicles, vessels and industrial markets with $120M in sales and 350 employees; A division of Meggitt PLC, based in the United Kingdom with $1.8B in sales and 8,000 employees.

Vice President, responsible for $100M in sales, $10M in program budgets with 24 reports, leading Sales & Marketing, Aftermarket & Customer Services, and Program Management

Recruited to create strategy to meet emerging customer needs for system-level integration and build a global Sales team; within first month, was assigned responsibility for the Program Management Organization; within six months, was assigned to build a new Aftermarket and Customer Services department.

  • Created a global organization focused on life-cycle strategy from sales, program management, customer services and product support.
  • Established sales organization to meet emerging customer needs with global territory changes, new direct and representative hires in the United States, China and Japan.Selections were based on prior sales experience with complex system-level programs involving DO-178B and DO-254 technologies.
  • Created, presented and received corporate approval for divisions’ first comprehensive strategic plan encompassing an integrated technology roadmap.The strategic plan was based on new growth for integrated aircraft system-level program opportunities.
  • Developed strategy and received approval within first six months to create an Aftermarket Services organization to maximize profitable sales and to improve customer satisfaction.
  • Formulated OEM and Aftermarket pricing to improve profit margins.Negotiated long term customer agreements worth over $10M that blocked competitive threats.
  • Negotiated divisions’ first strategic, fully integrated Tier 1 system contract for the Bombardier Learjet 85 worth over $25M, including management of a large-scale Tier 2 supplier.The system includes a new common electronic controller and software module.
  • Led multiple new programs awards worth over $40M, including 2 systems on the Hondajet.
  • Employed sales agent at Comac, Xi’an and Tianjin, China with proposals worth over $100M.
  • Selected new sales agent for Japan’s military programs followed by award of $1M contract.
  • Actively participated at customer sites for major program reviews and executive briefings for Airbus A350, Boeing 777F, Embraer Legacy and Learjet 85.
  • Assigned to lead the Program Management Office within my first month; implemented best practices, PM training plans, processes and tools; fostered engineering alignment; and defined a New Product Introduction process across company.
  • Co-implemented a New Business Opportunity tracker matched to engineering resources and company priorities to improve proposal win success and execution.
  • Performed deep dives into all major development programs to establish new baselines, risk management plans, cost to complete estimates, accurate program reviews and to align new engineering resource / time management tool.
  • Active travel to Europe, Brazil, China and across North America for executive-level customer sales and program meetings; responsible for major international trade shows.
Mar 2006 - Oct 2008

Senior Director

Crane Aerospace & Electronics

Crane Aerospace is a provider of integrated control systems and equipment with $405M in sales and 1,700 employees; part of Crane Co., Stamford, CT with $2.6B in sales and 11,000 employees.

Senior Director, responsible for $57M in sales, $7M R&D budget with 38 reports, leading Engineering, Program Management, Proposals and Sales

Transferred to lead the PL Porter aircraft passenger seat motion control system business, to reduce production costs, reduce warranty costs and introduce a new family of common solutions.

  • Led system contract wins with OEMs in Italy and United States worth over $10M.
  • Implemented daily sales, engineering, manufacturing and program action meetings; accountable for department costs, cost of poor quality, warranty issues, risk mitigation and new sales activities with delivery of monthly group presentations and reports.
  • Led team with active customer inputs to create a technology roadmap featuring a new integrated seat actuation system with a common electronic controller.
  • Tailored a lifecycle product development process to manage late customer change requests.
  • Actively led resolution of high profile customer issue by visiting sub-tier supplier in Montreal, daily coordination with customer and reporting status to company President.
  • Member of Aerospace group staff and responsible for the strategic and tactical planning.
Senior Director, responsible for $50M R&D budget with ~250 reports, leading the initial turn-around recovery efforts with Engineering, Program Management, Manufacturing and Contracts departments in support of a flight critical integrated system for the Boeing 787

Promoted to report to the Aerospace Group President with weekly briefings to the Chief Executive Officer; chartered to lead the initial turn-around recovery efforts of the Brake Control and Monitoring System for the Boeing 787 airliner.

  • Discovered the original $7.3M budget and 20 person development team were unrealistic; the technology was not mature for a production airplane program; and the program was 2+ years behind schedule.
  • Established a recovery plan to protect first flight with risk reduction through hybrid technology; and in addressed new technology in parallel for the future.
  • Directed a team of ~250 direct, contractor and off-shore professionals at multiple international sites; with substantial oversight from customers GE Aviation and Boeing.
  • Established daily stand up meetings that included customers; held meetings with DERs and specialists to manage the complex recovery activities for the DO-178B Level A system.
Director, responsible for $130M in sales, $15M R&D budget with 200 reports, leading Engineering, Program Management, Business Development, Sales and Marketing

Promoted to lead the refocus of the Crane Aerospace, Hydro-Aire brake control system product development organization that enabled restored integrity with development programs and resource alignment to support pursuit of new business opportunities.

  • Established sales tracker with product development resources to track new opportunities with realistic business cases and resource-based plans to meet customer schedules.
  • Won Hondajet and C-130 brake control system programs worth over $50M.
  • Improved the department intellectual capital by top grading, high caliber talent recruitment, contracting industry experts and DERs, providing daily focus and motivation.
  • Created product and technology roadmaps; launched a new development project for the next generation common electronic control and software solutions.
  • Active senior management oversight of large-scale programs, presenting cost, schedule and risk reports to the executive team and to customer leadership teams.
  • Member of group staff and business unit strategic planning team.
  • Europe, Brazil and United States sales travel to establish relationships and pursue business. 

Director, responsible for $130M in sales by leveraging the global group sales personnel and representatives, leading Business Development, Sales and Marketing

Recruited to Crane Aerospace Hydro-Aire division to maximize profitable sales growth for OEM and Aftermarket brake controls by applying best practices for complex system-level sales campaigns.

  • Managed and motivated international organization of 10 shared group sales managers.
  • Implemented weekly sales activity metric, procedures for Chase / No Chase, Bid / No Bid reviews and a stage gate process to track the sales opportunity lifecycle.
  • Employed transparent communications to build trust, focused on customer-centric value propositions for win-win scenarios.
  • Created international relationships with major OEMs, Tier One integrators, Strategic Alliances and Tier 2 supply chain.
  • Created campaign win strategy, submitted proposals for Airbus A350 brake control system worth over $100M; company withdrew proposal due to engineering budget overruns.
  • Europe, Brazil and United States sales travel to establish relationships and pursue business; active participation at major international trade shows.
Nov 1998 - Mar 2006

Senior Manager

Parker Hannifin, Aerospace Group

Parker Aerospace is a provider of integrated solutions for flight controls, fuel, hydraulics, inerting, pneumatics and utilities systems with $1.5B in sales and 8,000 employees; part of Parker Hannifin, Cleveland, OH with $9B in sales and 57,000 employees.

Senior Program Leader, responsible for $10M budget with 35 reports at 2 divisions and an off-shore software development center in India

Transferred to lead the Boeing 787 Hydraulic subsystem development program and provide group-wide mentoring to program managers to successfully handle complex program recovery situations.

  • Led the DO-178B Level B program through the requirements definition phase by maintaining rigorous baseline revisions with scope changes by hiring a DOORS database expert.
  • Continuously traveling between the Boeing on-site office and 2 divisions.
  • Achieved early success by leveraging prior customer relationships, company confidence based on the prior program completion and re-hiring several key consultants.
  • Coordinated and presented program status to OEM customer, Tier 1 customer, FAA, DER, across supply chain and to internal division and group staff.
  • Represented and reported to group and division leadership for all program matters.
Program Leader, responsible for $6M budget with 60 reports at 3 divisions and an off-shore software development center in India

Appointed group-level Leader for Parker’s first fly-by-wire, rudder control system under Moog as a Tier 1 for the Raytheon Hawker Horizon business jet, based in Irvine, CA.

  • Appointed by group staff to utilize relationship skills to manage a hostile, dissatisfied customer; discovered the original 3 month plan was inaccurate, resulting in a 15 month major turn-around and recover effort.
  • Achieved successful results and trust from the team and customers through leadership, planning, organization, and sales communication skills.
  • Developed expert and DER relationships to re-plan DO-178B / DO-254 Level A system.
  • Coordinated and presented program status to OEM customer, Tier 1 customer, FAA, DER, across supply chain and to internal division and group staff.
  • Represented and reported to group and division leadership for all program matters.
Marketing Manager, active member of group-wide Strategic Initiatives addressing Strategic Planning, Program Management and Standard Design & Development Processes

Transferred from the regional office in Seattle, WA to the aerospace group headquarters in Irvine, CA for career development roles within the operational and engineering side of the business.

  • Active member of group strategic planning team, group program management initiative team and group standard design and development process team.
  • Active participation on international sales, marketing, forecast and strategy development for group-wide / multi-division new business opportunities.
Regional Sales / Marketing / Business Manager of the Parker Aerospace Group Marketing department, responsible for $30M in sales

Recruited to lead the sales account management for Boeing Seattle, regional Tier 1 customers and airline aftermarket customer.Responsibility for Parker Aerospace technologies including electronics, fuel systems, inerting systems and pneumatic systems.

  • Member of capture team for Boeing 787 hydraulic subsystem worth ~$1B.
  • Awarded Parker Pride Certificate and non-periodic bonus for “Excellence Above and Beyond Recognition, for ongoing commitment and dedication in ensuring the successful win of $250M program (fuel system inerting)”; by leading a multi-year, multi-division strategy and capture campaign to win the Nitrogen Generation System with Honeywell.
  • Led multi-division new business sales campaigns with Boeing worth $10M.
  • Created and executed new technologies capture plans for integrated system solutions; leading the on-site engineering trade study team for the Sonic Cruiser, New Large Airplane and 7E7; supported Tier 1 integration proposals with Honeywell, Smiths and Vought.
  • Member of long-term contract negotiations team, developed strategy and tactics that secured 100% competitive share of qualified equipment, worth $500M over 5 years.
  • Created forecasts for international commercial and military markets, participate in global industry events, and establish essential relationships at OEMs, Tier 1 and suppliers.
1995 - 1998

Western Regional Manager

Shaw Companies

Responsible $7M in sales at OEM and Aftermarket customers within the Western US Region, reporting to Vice President.

  • Awarded Boeing Certificate of Achievement for “outstanding efforts, utilizing experience, knowledge and initiative”.
1994 - 1995

Sales Manager

Automap (acquired by Microsoft Corporation)

Responsible for Marketing & Sales to corporate accounts, value-added resellers of software development tools, reporting to President

  • Won $1M in new business for GPS-enabled electronic roadmap systems.
1990 - 1994

Senior Sales Manager

Eldec Corporation (acquired by Crane Corportation)

Responsible for $20M in sales to OEM & Aftermarket

  • Nominated by Boeing and awarded All-Star Award for “professional teamwork, support, service and attitude”.
  • Won $14M over 3 years for new technology / product introduction
1985 - 1990

Senior Sales Engineer

Texas Instruments

Responsible for $5M in sales of electronics and controls to Western US customers.

  • Promoted from Los Angeles, CA office and transferred to Seattle, WA office to manage largest aerospace customer, Boeing and other key customers in Western US.

Education

Education

Physics

University of Washington