Summary of Qualifications
· Senior management/technical consultant to Aerospace Community
· Senior management/technical consultant to Intelligence Community
· Program Manager (PM) for 4 satellite based communications systems
· 24 years of direct budget responsibilities
· Expertise on export licensing under the International Traffic in Arms Regulations (ITAR)
· Significant experience in process development, documentation and implementation
· Experienced with managing integrated Engineering/Manufacturing organizations
· Proven team building skill at functional, company and corporate levels
· Expertise in System Engineering/Concurrent Engineering/Integrated Product Development
· Trained as Special Weapons (Chemical/Nuclear/Biological) expert in Army
5/05 to present: Consultant on management at multiple Aerospace and IC contractors. Consultant to AMPAC ISP (thruster provider) on development of a Strategic Plan, including tactical steps and their interrelationship, for domestic and international asset development and growth. Consultant to ATK on improving their Program Manager communications internally and externally. Consultant to Boeing Company on successful resolution of numerous subcontractor issues, including RCCAs. Consultant to Boeing Company on successful international arbitration. Consultant to Satellite Consulting Inc on export licenses. Consultant to Chiron Technologies on Intelligence Community (IC) business opportunities on the Pacific coast. Consultant to ATK on Program Manager development/coaching.
2/03 to 5/05: Senior consultant assigned to Boeing Mission Systems supporting the Intelligence Community (IC) programs in general and NSA in particular. Primary consultant at the NSA Director level, assessing internal programs from both a technical and programmatic view.
1/02 to 2/03: Director of Export/Import Compliance for Boeing Satellite Systems leading a specialized office which prepares all Export/Import license applications, set policy for technology export and validated export/import compliance to individual licenses. Lead of an industry initiative with the US Government to make the Int'l Traffic in Arms Regulations (ITAR) implementation for satellites, foreign Customer and foreign Supplier friendly.
12/98 to12/01: Program Manager on four different foreign telecommunication satellite systems (each valued at more than $150M) in Russia, Luxembourg (2) and Greece. Accountable for the efforts of over 400 people during the execution of each of each of these programs. Simultaneously, developed and implemented a Program Management Training Course with the first class graduating in 1999.
2/98 to 12/98: Ground Manager on two foreign telecommunications systems, Russia and Sweden, responsible for major subcontracts which built, installed and tested the satellite control facility in both countries. Negotiated with the Russian customer and eliminated a $3M claim.
2/96 to 2/98: Direct report to Executive VP as Integrated Product Development (IPD) Champion responsible for the implementation of integrated teaming, which included: leading the development of a Company Guide to Integrated Product Teaming and leading a year long offsite program aimed at improving the relationships within the major organization of the Company while simultaneously identifying each organizations primary issues and developing action plans to resolve the issues. The implementation of these action plans resulted in $10M of direct savings in the first 6 months. Additionally, co-leader of a senior leaders’ initiative to resolve the evolving role of the Program Manager and Operations Manager in the changing company environment. Authored the "HSC Guide to Integrated Product Teaming" which included Tiered Teaming, Design-to-Cost, Design-to-Schedule, 6 Sigma, Risk Management and Earned Value.
2/95 to 2/96: Management Volume lead for the SBIRS Study proposal, which included leading the work of a combined TRW/Hughes team. This portion of the proposal received the first "blue" (highest) rating from the Air Force Space & Missile Command. Subsequently, led a combined Hughes/TRW EMDI team during Phase B Study.
2/92 to 2/95: Company Concurrent Engineering and Integrated Product Development lead, on loan to Corporate '93 to '95. Expert in Integrated Master Planning/ Integrated Master Scheduling (IMP/IMS) and acted as a consultant on numerous teaming and IMP/IMS efforts across Hughes. Led System Engineering team that developed the initial program progress 'gates' protocol, "Guide to Matrix Management for Program Managers". Led industry-wide team in conjunction with Carnegie Mellon, which developed/documented a strategic Systems Engineering process currently found in literature across the engineering industry.
12/89 to 2/92: Design Integration Manager for three satellite programs simultaneously, consisting of 5 satellites with a budget of $235M. Led team responsible for structures design/fabrication, all subsystems integration and initial testing prior to systems test.
4/88 to 12/89: Department Manager for precedence breaking combined engineering/ manufacturing organization supporting all classified programs. This team consistently delivered on schedule and under budget. Led the simulation team that was looking at consolidating dispersed manufacturing/test facilities. This study led to the Integrated Satellite Factory facility of today, significantly reducing production costs.
8/78 to 4/88: Increasing Operations responsibility at Hughes Space & Communications.
8/76 to 8/78: Project Manager, Syndex Recovery Systems
4/72 to 8/76: U.S. Army, Special Weapons Officer, NATO Liaison
9/70 to 4/72: Fiscal Analyst, LA County Dept. of Public Social Services
Undergraduate: Aeronautical Engineering
California State University, San Luis Obispo
Graduate: Masters in Ocean Engineering (course work completed)
California State University, Long Beach
Post Graduate: Executive Marketing and Business Program; Effective Leadership in a High Technology Environment Program; Boeing Satellite Systems Negotiations Program all taught at John E. Anderson Graduate School of Business, UCLA
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