OBJECTIVE
A position that allows me to use my 30 years of experience bringing innovative and profitable products to market. I enjoy developing new teams, project management, and process improvement.
PROFESSIONAL EMPLOYMENT
January 2014 to Present: Manager, Liaison Engineering, Spirit Aerosystems, Greenville, NC. Manage a team of up to 24 direct and 8 contractors performing liaison, stress, design, material and processing, and systems engineering at the Spirit production facility for the Airbus A350 mid-section. On-site engineering manager and representative for program engineering in Wichita, KS. Responsible for leading and improving team that reviews and dispositions all non-conformances, identifies product improvement opportunities, and interprets engineering requirements for other teams. Through continuous improvement and lean process initiatives the non-conformance backlog has been reduced from over 1000 to less than 20 in a year.
July 2012 to July 2013: Senior Manager, Design Engineering, Boeing South Carolina. As Senior leader of Design Engineering team, in process of developing a design and stress engineering team with staffing increasing from 30 to 150 in less than 18 months. Working with the site, the 787 program, and Commercial Aircraft leadership, a vision and approach were developed and are being implemented. Oversee implementing of project management processes including integrated scheduling, earned value management, Management Information System, estimating, etc.
July 2010 to July 2012: Senior Manager, Final Assembly and Delivery Engineering, Boeing South Carolina. Led a team of 75 engineers and managers responsible for liaison engineering, weight analysis, and customer engineering in Boeing South Carolina Final Assembly and Delivery. Working with 787 and BCA management, oversaw the hiring, training, and deployment of a motivated engineering team that meets all technical, safety, and quality commitments to the program, to operations, and BCA engineering. Support engineering director in developing and executing an engineering site strategy for growing the responsibilities and SOW for BSC.
February 2007 to July 2010: Senior Manager Product Development, Boeing Canada - Winnipeg, Manitoba. Led a team of 65 engineers and managers responsible for design, stress analysis, certification, research and development, material and process technology, and liaison engineering for Boeing Canada. Have held responsibility for manufacturing engineering. Responsible for engineering processes, tools, and costs. Established a strategy for Boeing Winnipeg to become a design center of excellence for composite fairings, putting into place group and individual skill and capability assessments against current and future challenges. Led effort to establish disciplined change management process. Led a cross functional team focused on improving the cost and weight of fairings.
December 2001 to February 2007: Senior Manager, International Space Station Mechanical Design and Analysis - Huntsville, The Boeing Company. Led a team that consisted of up to 100 engineers and 5 managers responsible for all mechanical design, structural analysis, and thermal analysis of Huntsville ISS hardware. Responsible for staffing, employee development, process improvement, change approval, technology coordination, strategic planning, and assessment of program support. Worked with project leads, engineering management, and ISS management across all Boeing and NASA sites to set goals and pursue business opportunities.
May 2001 to November 2001: Project Lead, The Boeing Company. Led build and test effort for the 3rd test vehicle of the Commercial-Off-The-Shelf Booster Vehicle of the National Missile Defense Program. Responsible for meeting ambitious schedule and technical challenges. Reported status to program senior management (located in Huntsville, Anaheim, and Arlington) and customer team. Coordinated efforts of large team of subcontractors, customer representatives, and multiple disciplines. Oversaw the closing of over 8000 verification requirements. Used project management best practices (risk management, baseline management, earned value management, integrated schedule management, and subcontract oversight) to deliver the missile on schedule and within budget.
October 2000 to May 2001: Deputy IPT Lead, The Boeing Company. Deputy to the Director of Booster Vehicle Stage Integration for National Missile Defense. Working within a multi-site Integrated Product Team (IPT) structure, served as second-in-command of a team of 60 engineers and managers and coordinated activities with another 80. Sub-contractors performed additional tasks worth over $100M. Oversaw all Huntsville tasks, as well as directly managed the recovery plans of several troubled subcontracts. Directly managed a multi-discipline team responsible for delivering the BV-2 missile and preparing for all ship and flight readiness reviews.
July 1999 to September 2000: Deputy IPT Lead, The Boeing Company. Deputy to the Director of Interceptor development for National Missile Defense. Working within a multi-site Integrated Product Team (IPT) structure, served as second-in-command of a team of 140 engineers and managers. Sub-contractors performed additional tasks worth over $200M. Responsible for technical, financial, and schedule oversight of all IPT tasks performed in Huntsville, interfacing with other IPTs and support organizations, IPT metrics, and sub-contractor performance. Provided leadership over booster vehicle architecture development, requirements flowdown and verification plan, risk mitigation, and ICD development activities in conjunction with IPT leadership in Anaheim. Reviewed inputs to DOORS for accuracy and completeness.
April 1996 to July 1999: Senior Manager, The Boeing Company. Managed multi-discipline, multi-project group responsible for all engineering analysis and mission support operations (Spacelab only) on the Boeing-Huntsville portions of Spacelab, Delta II and IV, and the National Missile Defense (NMD) Interceptor. Personnel overseen included 75 engineers and managers. Additional duties included project manager for Huntsville's portion of the NMD interceptor. Responsible for strategic planning, budget allocation, staffing and training plans, and group organization. Accountable for increasing Division engineering capability, customer satisfaction, adding to backlog, increasing return on sales, acquiring new customers, and stabilizing the workforce. Frequently filled in for program director. Served on several teams, including performance evaluation, employee dispute resolution, workforce improvement, and engineering synergy. Structural Design and Analysis focal for site ISO 9001 certification process.
March 1994 to April 1996: Manager, McDonnell Douglas Aerospace. Managed a multi-discipline depa...
Login or Register to view the full resume.
