Multiple years of success in leadership and management positions of increasing responsibility involving commercial and government programs with profit and loss accountability. Experience spans executive program management, engineering director, new business acquisition and development, large-scale systems engineering and integration, strategic business planning, establishing and implementing business within international cultures and environments.
American Institute of Aeronautics and Astronautics (AIAA) [2009 – Present]
Member to Program Chairman - Aerospace Traffic Management Program Committee (ATMPC)
Member and executive of the American Institute of Aeronautics and Astronautics - Aerospace Traffic Management Program Committee. A national organization that focuses on global Aerospace Traffic Management (ATM) issues. The primary mission of the ATMPC is to provide an unbiased forum for all stakeholders/members (e.g. FAA, NASA, Industry, Academia, etc.) regarding current and future ATM related challenges and issues, and influence decisions that will have a positive impact on the current and future state of the ATM/NextGen system. Continuous objectives accomplished:
Reason for NASA Departure[2007 - 2008] from SF-50--> "REASON FOR RESIGNATION: TO PERSONALLY SUPPORT REQUIREMENTS STEMMING FROM A SERIOUS ILLNESS AFFECTING HIS IMMEDIATE FAMILY"
National Aeronautics and Space Administration [2006-2007]
Director, Constellation Systems Division – Exploration Systems Mission Directorate
· Advised the Associate Administrator - Exploration Systems Mission Directorate (ESMD), in coordination with all ten NASA Field Centers, pertaining to the definition, design, certification, and operations/maintenance of spacecraft and ground support programs, projects, and studies in the Constellation Systems Program ($20 Billion program). TheConstellation space transportation system consisted of the Ares I and Ares V launch vehicles; Orion spacecraft; Commercial Orbital Transportation Services (COTS); and related Expendable Launch Vehicle/Robotic Launch Vehicle initiatives. Served as the lead in developing strategies for planning and developing major agency programs; reviewing plans, resources projections, priorities, justifications, briefings, issue identification and resolution.
· Managed staff of 15 Senior Program Executives (PE), indirectly managing over 300 technical experts (Within the various NASA National Centers) coordinating overall strategy and policy direction; cross-cutting integration; program guidance, review and oversight for the Orion crew exploration vehicle, Ares I and Ares V crew and cargo launch vehicles, and ground systems. Overall effort established program overview and enhanced development through staff surveillance and reporting systems.
· Technical management adviser regarding COTS program development in coordination with Space Exploration Technologies (Space X)/NASA-Johnson Space Center (Commercial Crew and Cargo Program Office) along with status presentations of COTS to other governmental and commercial entities. To date, one company, SpaceX, has already launched the first privately developed liquid-fuel rocket to orbit Earth.
· Timely coordination with other government units including the Federal Aviation Administration (FAA), White House Office of Science and Technology Policy (OSTP); Office of Management and Budget (OMB); Government Accountability Office (GAO); U. S. Congress and staff; etc..
Lockheed Martin Corporation [1997-2006]
Programs Director, International Programs-Transportation and Security Solutions Division
· Led Business Development effort resulting in the capture and establishment of the FAA Geostationary Communication and Control Segment (GCCS) Wide Area Augmentation System (WAAS). This $250 million innovative program provided the first dedicated geosynchronous satellite assistance for enhanced in-flight navigation for general aviation and commercial airlines. The WAAS-GCCS system is operational, was ahead of schedule, and is cited as a hallmark program within the national space-based Positioning, Navigation, and Timing (PNT) environment and the Department of Transportation.
· Provided senior business development effort in acquisition of the FAA Advanced Technologies and Oceanic Procedures (ATOP) contract. The ATOP project provides a fully modernized oceanic air traffic control automation system. ATOP allows the FAA to meet international commitments of reducing aircraft separation standards thereby dramatically increasing capacity and efficiency for the international aviation community. This effort encompassed capture planning, resource reviews and proposal development. Later assigned to the FAA Technical Center, Atlantic City International Airport conducting ATOP air traffic control simulation analysis, with FAA Air Traffic Controllers, determining overall ATOP system accuracy/effectiveness. Key program element providing real-time feedback to FAA during simultaneous ATOP implementation to selected national air traffic control centers. Today ATOP is being used to control air traffic at all three oceanic sites: the Oakland, Calif., New York, N.Y. and Anchorage, Alaska Air Route Traffic Control centers.
· Business development and program manager of first regional CNS/ATM project applied to the African continent. $1 billion effort for the 20 member states of COMESA, the Common Market of Eastern and Southern Africa, to establish a regional air traffic management system with a 20-year operating capability. Project responsibilities included establishing international project financing, insurance and U.S. government import/export licenses; developing international law with regulatory bodies in the United Kingdom. Effort became a division benchmark for large-scale multinational capture processes.
· Business developer and capture manager of ATM system modernization for the Republic of Turkey. Program encompassed national air traffic/facilities architecture engineering and integration; international air traffic process development, training; and large-scale systems engineering. Initial proposal placed first in international competition. Developed first ATM opportunity planning strategies for Central European, Middle Eastern and Central Asian arenas.
· Led business development efforts for secure enterprise solutions providing large-scale system engineering solutions to national country-wide security arenas. Program initiatives involved Olympic Games, U.K. Parliament and the Persian Gulf. Led division contributions to and managed capture of $305 million Sentinel Project award supporting technical and operational upgrades for the FBI.
Deputy Director, Technical Operations-Telecommunications Division
· Established initial fixed telephony (FT) project team defining specific international telecommunications opportunities, such as Turkey, and applied technology optimization, such as very small aperture terminal (VSAT) and wireless local loop.
· Participated as European Telecommunications Standards Institute representative establishing first U.S. influence among multiple telecommunications standards bodies.
The Channel Group[1993-1997]
Director of Engineering
· Advised clients, at Agency level, on systems engineering, project management and integration, budgetary impacts, and technical evaluation of manned and unmanned spacecraft and propulsion systems. All efforts supporting decisions on a myriad of programs and projects ($20-100 million) across entire institutional and programmatic investment portfolios.
· Led systems analysis for on-orbit deployment of a proposed global telecommunications micro-satellite constellation submitted to the U.S. Federal Communications Commission (FCC).
· Led marketing of advanced materials to industry and government for technical advancements and in aerospace projects such as telecommunications satellites, launch vehicles and ballistic missiles.
McDonnell Douglas Astronautics Company – Space Station Division [1989-1992]
Manager, MD-SSD Integration Project Office – Space Station Assembly and Operations Integration
· Directed seven engineering sections and 50-100 personnel in support of International Space Station (ISS) integration ($100 million) at NASA’s Johnson Space Center. Project initiatives included pre-launch planning, certification and shipment; space station element integration, test and verification; on-orbit assembly and operations; and robotics innovation and applications. Sections received two corporate general manager’s and NASA annual awards.
· Managed engineering work on ISS maintenance, integrated assembly, requirements and verification, with team earning NASA recognition for superior results. Devised innovative solutions to concerns of stakeholders in NASA, Congress and industry.
· Managed various off-site ISS program milestone design reviews involving 50 to 200 personnel and extended timeframes, achieving a final integrated design baseline that met customer requirements and set the foundation for the next level of programmatic development.
· Established first engineering master schedule and organization for overall integrated program planning. Earned NASA commendation for development and application of first fully integrated ISS program-level schedule network.
Rockwell International Corporation – Space Station Systems Division and Space Transportation Systems Division [1979-1989]
Project Manager – Space Station Commercialization
· Led a program to garner long-term industry support and investment for space station commercial applications such as communications and materials processing. Program ranked first among all major aerospace corporations in NASA competition.
Manager – Space Station Systems Division Business Development Department
· Developed and supervised award-winning space station strategic business plan. ($300 million) Plan increased efficiency and was a first for the project rated best among all three corporate divisions.
· Served as first corporate division technical/business liaison between Rockwell and government organizations including Congress, Office of Management and Budget and NASA.
· Developed and implemented division’s first international program, involving cooperation with British, Canadian, German and Japanese entities. Efforts paved the way for eventual international commercial involvement in Rockwell’s space station systems division program proposal.
· Enhanced project efficiency and improved customer response by integrating and supervising 15 personnel at field sites in locations such as Washington, D.C.; Houston, Texas; Huntsville, Ala.; and Cape Canaveral, Fla., in pursuit of NASA space initiatives.
Business Development Specialist – Large Satellite Systems Program
· Activated, at NASA-Johnson Space Center request, on-site development of center-wide strategic planning process. Process later was adopted as a standard for government planning.
· Spearheaded proposal and technical coordination of $50 million contract for NASA-Marshall Space Flight Center Large Deployable Structure Flight Experiment concerning space shuttle deployable mechanisms.
Economic and Resources Planning Adviser
· Created first business plan for commercial development and implementation of selected NASA space shuttle operations and payloads.
United States Army [1976-1979]
Special Operations Section - US Army John F. Kennedy Center – Ft. Bragg, N.C.
· Special operations appointments involving understanding East-West, Middle Eastern political, economic and military relationships, terrorist methods, cultural issues as well as counteracting operations spanning land warfare, airline events and hostage scenarios. Led first Middle Eastern training with special operations units and cited for unique problem solutions.
· Commanded special operations teams overseas on international exercises involving in Europe, the Balkans and Middle East.
Paratroop Infantry Officer – 82nd Airborne Division – 1st Battalion, 504th Parachute Infantry Regiment
· Managed 45-member paratroop platoon accountable for global assignment under hazardous conditions. Received several commendations for accomplishing project objectives with innovative solutions.
· Established and conducted first international exchange of U.S. and Canadian paratroop for staff and line commando operations.
Bachelor of Science–Aerospace Engineering–Astronomy Minor–University of Virginia
Bachelor of Arts–History–Russian Studies Minor–Gannon University
Masters in Business Administration–University of Notre Dame
Certified-Program Management – Lockheed Martin Corporation. Shipley Proposal Process.
Recipient–Rockwell International president's and McDonnell Douglas general manager's team awards.
Named–Various Jane's and Marquis Who's Who, Phi Gamma Mu (Scholastic Honor Society).
Captain–U.S. Army. U.S. and Canadian paratroop awards.
Professional-American Institute for Aeronautics and Astronautics and American Astronautical Society.
Granted–Various Security Clearances granted in past positions.
Knowledge of Russian, Turkish. Long-term Middle-Eastern exposure (resident 12 years).
Various armed forces, government, and commercial professional courses and awards.
Experienced with multiple hardware/software systems (e.g. Windows 7, MS Office Suite, MS Project, MS Vista, Adobe Acrobat, Internet, etc.).
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