Nov 15 – Nov 16 HE Space Operations, Bremen, Germany
HE Space is a privately owned company, dedicated exclusively to recruitment and administrative management of space professionals. HE Space has been operating, chiefly in Germany and the Netherlands, for over 30 years. Its present headcount is close to 200.
Reporting to the Chief Executive Officer, I am responsible for servicing staffing requests from established customers, as well as for responding to enquiries from potential new customers. Customers include: Airbus (various locations), DLR/GfR, OHB, SES, Thales Alenia Space, HPS, SpaceTech, Rovsing, Eutelsat and the Max-Planck-Institute. Key technical disciplines include: spacecraft and launch vehicle structures and mechanisms; spacecraft operations, electronics; quality assurance; assembly integration and test; thermal engineering; computational fluid dynamics; propulsion; RAMS; electronic parts procurement; optical instruments, project management and system engineering.
I completed my 2016 sales target of placing 14 new candidates three months ahead of schedule. Typical tasks:
o Determination of which positions to pursue. Advising recruiters on candidate selection criteria and salary constraints. Candidate evaluation. Proposal generation, including financial calculation. Customer presentation and follow-up. Candidate pre-interview coaching. Contract negotiation/administrative coordination.
o Analysis of new customers. Presentation of capabilities. Negotiation of frame contracts.
o Additional contributions toward conducting employee performance reviews; critical review of company procedures; representation at conferences, policy committees and industry events; strategic analysis of company growth drivers.
Mar 11 – Oct 15 Terma GmbH, Darmstadt, Germany
Terma GmbH is a long established provider of consultancy services, bespoke software systems and information technology services, chiefly to European spacecraft operations organisations and manufacturers. During my engagement Terma GmbH’s head count increased from circa 57 to 75.
Manager: Marketing and Sales (Space)
Reporting to the Managing Director, I shared responsibility for sales and management of service and labour lease contracts (about 80% of all Terma GmbH activities). Customers were: ESOC, EUMETSAT, ESO, SpaceOpal, Airbus (five organisations), GSOC, GfR, EPO and OHB. Tasks included:
o Candidate selection, coaching and recruitment – I was responsible for identifying, evaluating and recruiting space professionals for consultancy positions, including negotiating employment conditions. I established candidate suitability, gained candidate assent to Terma representation, presented candidates to customers, and then coached them through the customer interviews. I was also responsible for maintaining and upgrading recruitment channels.
o Proposal management – Most proposals presented candidate profiles and financial / contractual conditions on the basis of customer specifications or, sometimes, on my own perceptions of services which would benefit my customers. Occasionally I contributed to or led more complex proposals, for instance, for framework contracts, which generally involved building international consortia.
o Business development – I investigated market opportunities and devised strategies for selling services to new customers as well as pursuing new opportunities with existing customers. During my engagement Terma GmbH established its brand outside its core area of software; winning framework contracts for spacecraft operations, project control, and project management.
o Customer support – I monitored the level of satisfaction of both customer and consultants and was responsible for acquiring follow-on contracts. I built and maintained relationships with customers, anticipating and reacting to their needs and constraints.
o Contract negotiation and management – I shared responsibility for establishing and managing contracts with customers and international business partners; including formal reporting on results against key performance indicators (KPIs), also managing the activities of subcontractors. I renegotiated contract conditions and KPIs. On some contracts I was the nominated technical interface.
o Support for staff management – I held de facto responsibility for performance and satisfaction of up to 35 employees; especially those operating outside Darmstadt and those who I myself recruited. I acted as the interface between the home office and a twenty-person team supporting the ESO in Munich and several smaller teams at various customer locations.
Jul 97 - Feb 11 Mayer Consultancy, Ober-Ramstadt, Germany
Self-employed and active in four areas:
o The most important activity was recruitment support. Approximately 90% of my customers were internationally operating space companies. Over 80% of the recruitment contracts were for engineers. I occasionally recruited technically oriented sales personnel and managers; and included some scientific software, telecommunication and air-traffic control organisations among my customers.
o I helped analyse personnel requirements, negotiated employment contract conditions and counselled my customers on employment market conditions. On two occasions, I mediated the early stages of attempted company acquisitions.
o I provided technical and project management consultancy to EUMETSAT. In one contract I procured, installed and evaluated a suite of flight dynamics software. In another contract, I helped define and negotiate requirements for the MetOp simulator.
o I provided coaching services for individuals wishing to make a career change.
Jul 90 - Sep 96 mbp GmbH / EDS GmbH, Dortmund and Frankfurt, Germany
mbp was a heterogeneous system and software house of about 500 employees. mbp had a team of circa 12 flight dynamics consultants, providing on-site support to the European Space Operations Centre. I competed to fill new positions, found replacement staff, maintained the link between the consultants and the company, and planned and managed contract acquisitions.
During this period, the constituent parts of mbp were sold and reorganised many times. EDS was the most stable of the follow-on configurations.
Aerospace Sales Manager
I was responsible for definition and implementation of sales strategies for acquisition of aerospace service and study contracts. The areas of sales concentration were software services, operations, and mission feasibility and optimisation studies. Individual tasks included:
o Expansion and maintenance of relations with space organisations, partner firms and universities. mbp was largely unknown among space organisations. I led an internal research project, developing a demonstrator software application of interest to spacecraft control centres, then made presentations to EUTELSAT, ESOC, SES, Deutsche Telekom, INMARSAT, EUMETSAT, and ESTEC.
o Evaluation of invitations to tender and coordination / independent production of detailed technical, management and financial proposals. Sales focus included both service consultancy and study work, which had much more stringent demands for preparing the technical and management proposals. To make up for the lack of internal expertise, I often led ad-hoc consortia.
o Conducting technical and contractual negotiations with customer and partner firms.
o Personnel recruitment, training and evaluation.
Jan 89 - Jun 90 Satellite Operational Services GmbH, Gilching, Germany
Satellite Operational Services was a space service company supplying space operations consultancy to the German Space Operations Centre.
Business Development Manager
Prior to my recruitment, SOS’s focus had been on providing the technician level services. SOS had no experience with competitive bidding: contracts had been assigned in direct negotiation. I reported directly to the company owner/founder and prepared the way to bid for larger and more complicated contracts. I contributed to growing the staff complement from 70 to 105, establishing recognised capabilities in higher margin engineering level services.
o Advised the company owner on changes in company structure and processes to acquire new customers.
o Established procedures for competitive bidding, leading technical and administrative managers in the first proposal campaigns.
o Established first contact with potential customers and partners.
o As the company was growing rapidly, recruitment was a key concern. I revised the recruitment procedures, reallocating functions to administrative staff, reducing cost and management effort. I also organised and led numerous international recruitment campaigns.
o Faced with a shortage of engineers, I took part-time responsibility for operations preparations for the attitude and orbit control subsystem for the EUTELSAT-2 mission; also taking personnel responsibility for the engineering team and supporting the customer in the areas of test planning and project management.
Nov 83 – Dec 88 International Maritime Satellite Organisation, London, England
At the time of my joining, INMARSAT was an international organisation jointly owned by the Post, Telephone and Telegraph organisations (then, mostly government monopolies) of about 35 countries. INMARSAT’s mission was to provide communication to ships on the high seas. INMARSAT had inherited capacity/satellites from the USA and ESA, but did not have responsibility in their operation. INMARSAT then had 75 employees, only a fraction of whom had technical background.
Two years later, we convinced our owners to buy (rather than lease) a new constellation of satellites, with the organisation taking responsibility for negotiating the specifications and monitoring the procurement. Along with the very steep increase in technical responsibilities, I was assigned many responsibilities usually reserved for very experienced engineers and managers.
As mission analyst, I contributed to both spacecraft system engineering and operations preparations. For several years I also held responsibility for the attitude and orbit control system, as well as the propulsion subsystem. I was supported by senior consultants from ESTEC and Comsat. Individual tasks included:
o Contributions to spacecraft prime contractor bidder evaluation and selection. Contributions to negotiating the system level technical specifications.
o Monitoring compliance with technical specifications. Assessment of programme risk. Negotiation of work around solutions. This “normal project work” included frequent contact with/visits to prime and lower tier contractors, mostly in England and France, but also including Germany and the United States.
o Support for contractor selection and contract monitoring for spacecraft simulator, launch vehicles, future spacecraft, launch and early orbit operations, operational software, etc.
Mar 81 - Nov 83 Ford Aerospace and Communications Corporation, Palo Alto/Sunnyvale, California, USA
Ford Aerospace was a spacecraft manufacturer and builder of geostationary communications satellites.
Associate Engineer (Orbital Dynamics)
I was hired to support flight dynamics related operations planning tasks, including studies and application soft-ware development. Occasionally I would be called in to make software presentations to customers. At a later stage, I became involved in developing and presenting courses in orbital dynamics to technician level operations personnel from the US Air Force.
o Specification and development of application software.
o Participation in proposal developments and customer presentations.
o Performed requirement definition and system performance studies.
o Designed and instructed training courses for US Air Force personnel.
Sep ‘79 – Aug ‘80 Cornell University, USA and Nordic Institute for Theoretical Atomic Physics, Copenhagen. PhD programme in physics (incomplete).
Sep ‘75 – Jun ‘79 Princeton University, New Jersey, USA. AB degree in physics, with thesis in theoretical solid-state physics.
Date of birth: 9. January 1957
Family Status: Married since 1984, one teen-aged daughter. Wife and daughter are German nationals
Nationality: USA, with unrestricted visa to reside and work in Germany and certain other EU countries
Languages: English (native), German (fluent)
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