Experience

AT ENGINE MÉXICO
• Mexico
• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee
• Chief Executive Officer

  • Sep 2022 - Present


Paradigm Precision

• United States
• Aviation & Aerospace
• 400 - 500 Employee

• General Manager

  • 2021 - 2022

  Comprehensive P&L responsibility for Paradigm’s complex military fabrication center of excellence. Managed 4 production facilities with over $90 million annual revenue, 275 employee, 230K sq. ft. Implemented a 400% ramp up plan for F100/JSF production to support critical USAF warfighter needs. Comprehensive P&L responsibility for Paradigm’s complex military fabrication center of excellence. Managed 4 production facilities with over $90 million annual revenue, 275 employee, 230K sq. ft. Implemented a 400% ramp up plan for F100/JSF production to support critical USAF warfighter needs.



MB Aerospace

• United Kingdom
• Aviation and Aerospace Component Manufacturing
• 300 - 400 Employee

• General Manager

  • Jun 2017 - Jul 2021

  Multi-site strategic responsibility for MB’s two Michigan divisions specializing in the manufacture and repair of complex welded assemblies, gearboxes and housings with $60M+ in sales and 250 employees. Aligned business practices and consolidated the MI leadership team reducing indirect costs by 30% Implemented “eMBrace” employee engagement program driving a 15% increase in employee satisfaction Multi-site strategic responsibility for MB’s two Michigan divisions specializing in the manufacture and repair of complex welded assemblies, gearboxes and housings with $60M+ in sales and 250 employees. Aligned business practices and consolidated the MI leadership team reducing indirect costs by 30% Implemented “eMBrace” employee engagement program driving a 15% increase in employee satisfaction



StandardAero

• United States
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Vice President & General Manager

  • Apr 2016 - Nov 2016

  StandardAero is one of the world’s largest independent providers of services including engine and airframe maintenance, repair and overhaul, engine component repair, engineering services, interior completions and paint applications. StandardAero is one of the world’s largest independent providers of services including engine and airframe maintenance, repair and overhaul, engine component repair, engineering services, interior completions and paint applications.



PAS Technologies

• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee

• Vice President

  • May 2015 - 2016

  Program Management, Business Development and Strategy for Energy and Aerospace Programs. Acting General Manager Phoenix, a $13M/year, 90 employee plating division. Restructured organization brought in new management team GM/QM/EM/CIM to elevate culture. Managed small engine parts manufacturing development program that will increase sales 25%. Program Management, Business Development and Strategy for Energy and Aerospace Programs. Acting General Manager Phoenix, a $13M/year, 90 employee plating division. Restructured organization brought in new management team GM/QM/EM/CIM to elevate culture. Managed small engine parts manufacturing development program that will increase sales 25%.



Chromalloy

• United States
• Aviation & Aerospace
• 700 & Above Employee

• General Manager European Operations

  • Jul 2012 - May 2015

  Strategic and P&L responsibility for operating units in France, Netherlands and United Kingdom. Managed 500+ highly skilled employees delivering combined annual revenues of over $100 million. Led deployment of Chromalloy’s Strategic Long Range Plan in Europe driving greater alignment with OEM’s. Diversied portfolio from legacy commercial aerospace sector to into energy & military. Established go to market plans for key market segments including Small Engines, New Part Manufacturing… Show more Strategic and P&L responsibility for operating units in France, Netherlands and United Kingdom. Managed 500+ highly skilled employees delivering combined annual revenues of over $100 million. Led deployment of Chromalloy’s Strategic Long Range Plan in Europe driving greater alignment with OEM’s. Diversied portfolio from legacy commercial aerospace sector to into energy & military. Established go to market plans for key market segments including Small Engines, New Part Manufacturing, HPT shrouds, Frames and cases Show less Strategic and P&L responsibility for operating units in France, Netherlands and United Kingdom. Managed 500+ highly skilled employees delivering combined annual revenues of over $100 million. Led deployment of Chromalloy’s Strategic Long Range Plan in Europe driving greater alignment with OEM’s. Diversied portfolio from legacy commercial aerospace sector to into energy & military. Established go to market plans for key market segments including Small Engines, New Part Manufacturing… Show more Strategic and P&L responsibility for operating units in France, Netherlands and United Kingdom. Managed 500+ highly skilled employees delivering combined annual revenues of over $100 million. Led deployment of Chromalloy’s Strategic Long Range Plan in Europe driving greater alignment with OEM’s. Diversied portfolio from legacy commercial aerospace sector to into energy & military. Established go to market plans for key market segments including Small Engines, New Part Manufacturing, HPT shrouds, Frames and cases Show less



Pratt & Whitney

• United States
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• General Manager Turkish Engine Center (Pratt & Whitney & Turkish Technic Joint Venture)

  • Dec 2010 - Jul 2012

  Successfully turned around a $100+ Million, 200+ employee CFM56 & V2500 engine MRO facility. Improved ROS by 12 basis points, reduced operational loss by 50% & increased productivity 37% Improved on-time delivery from 0% to 100%, while simultaneously reducing inventory by $15M+ Reduced contract turn-around-times by 50% and elapsed times by 25% Coordinated sales campaigns to drive volume (up 86%) and 3rd party customer base (up 400%). Successfully negotiated UTC’s first labor… Show more Successfully turned around a $100+ Million, 200+ employee CFM56 & V2500 engine MRO facility. Improved ROS by 12 basis points, reduced operational loss by 50% & increased productivity 37% Improved on-time delivery from 0% to 100%, while simultaneously reducing inventory by $15M+ Reduced contract turn-around-times by 50% and elapsed times by 25% Coordinated sales campaigns to drive volume (up 86%) and 3rd party customer base (up 400%). Successfully negotiated UTC’s first labor agreement in Turkey under budget and on superior terms. Achieved site ACE qualifying with 100% of cells at bronze level.

• General Manager Singapore Part Repair Operations

  • Sep 2006 - Dec 2010

  Responsible for P&L, Strategy & Marketing for Pratt & Whitney's $45 Million HPT/LPT/HPC Component Repair Business. Increased Sales 88%, EBIT by 192% and ROS by 11 basis points. Achieved ACE Gold Site in October of 2008 – Re-certified in 2009 & 2010. Achieved over 2.0 Million man hours, without a recordable injury or lost time incident. Achieve highest score ever recorded by a Pratt & Whitney site on UTC EH&S Assurance Review. Championed new product development and marketing… Show more Responsible for P&L, Strategy & Marketing for Pratt & Whitney's $45 Million HPT/LPT/HPC Component Repair Business. Increased Sales 88%, EBIT by 192% and ROS by 11 basis points. Achieved ACE Gold Site in October of 2008 – Re-certified in 2009 & 2010. Achieved over 2.0 Million man hours, without a recordable injury or lost time incident. Achieve highest score ever recorded by a Pratt & Whitney site on UTC EH&S Assurance Review. Championed new product development and marketing strategy that that increased sales by $10M+. Successfully negotiated with Singapore Economic Development Board to secure reduced tax rates. Executed GSP’s first Designated Service Provider (DSP) agreement with ITR-Mexico.



Barnes Aerospace

• United States
• Aviation and Aerospace Component Manufacturing
• 500 - 600 Employee

• Business Unit Manager

  • Mar 2004 - Sep 2006

  Responsible for $20 Million Business Unit specializing in 4 and 5 axis milling and turning of high temp alloy components such as Nozzles, OGVs , Bearing Housings, LPT’s & Combustor Cases. Increased gross profit by 510% and gross profit margin from 6.8% to 24.4%. Increased Sales by 68% from $11.5M to $19.3M and reduced customer overdue from $283K to $0. Drove New Product Engineering Introduction for GE-Power, increasing sales from $500K to $3.5M. Drove projects that achieved Six… Show more Responsible for $20 Million Business Unit specializing in 4 and 5 axis milling and turning of high temp alloy components such as Nozzles, OGVs , Bearing Housings, LPT’s & Combustor Cases. Increased gross profit by 510% and gross profit margin from 6.8% to 24.4%. Increased Sales by 68% from $11.5M to $19.3M and reduced customer overdue from $283K to $0. Drove New Product Engineering Introduction for GE-Power, increasing sales from $500K to $3.5M. Drove projects that achieved Six Sigma/Productivity Savings of $1.3 Million. Managed all Purchasing, Master planning and Inventory for Barnes’ $80 Million OEM Facility. Reduced Inventory Days on-hand by 22%, while supporting 18% increase in on-time delivery. Show less Responsible for $20 Million Business Unit specializing in 4 and 5 axis milling and turning of high temp alloy components such as Nozzles, OGVs , Bearing Housings, LPT’s & Combustor Cases. Increased gross profit by 510% and gross profit margin from 6.8% to 24.4%. Increased Sales by 68% from $11.5M to $19.3M and reduced customer overdue from $283K to $0. Drove New Product Engineering Introduction for GE-Power, increasing sales from $500K to $3.5M. Drove projects that achieved Six… Show more Responsible for $20 Million Business Unit specializing in 4 and 5 axis milling and turning of high temp alloy components such as Nozzles, OGVs , Bearing Housings, LPT’s & Combustor Cases. Increased gross profit by 510% and gross profit margin from 6.8% to 24.4%. Increased Sales by 68% from $11.5M to $19.3M and reduced customer overdue from $283K to $0. Drove New Product Engineering Introduction for GE-Power, increasing sales from $500K to $3.5M. Drove projects that achieved Six Sigma/Productivity Savings of $1.3 Million. Managed all Purchasing, Master planning and Inventory for Barnes’ $80 Million OEM Facility. Reduced Inventory Days on-hand by 22%, while supporting 18% increase in on-time delivery. Show less

• Materials & Purchasing Manager

  • Aug 1999 - Mar 2004

  Responsible for Purchasing, Inventory Management, Customer Material Programs and Master Planning for a $65 Million Commercial Airfoil and Industrial Gas Turbine overhaul business specializing in JT8D, JT9D, F100, PW4000, PW2000, CFM56, CF6, V2500 HPT & LPT products. Implemented Metrics Monitoring boards and Monthly Metrics packages to drive operational performance. Results: Reduced turn times by 58.4% from 46.7 days to 19.4 days, Increased On-time delivery from 50% to 98.5%, Increased unit… Show more Responsible for Purchasing, Inventory Management, Customer Material Programs and Master Planning for a $65 Million Commercial Airfoil and Industrial Gas Turbine overhaul business specializing in JT8D, JT9D, F100, PW4000, PW2000, CFM56, CF6, V2500 HPT & LPT products. Implemented Metrics Monitoring boards and Monthly Metrics packages to drive operational performance. Results: Reduced turn times by 58.4% from 46.7 days to 19.4 days, Increased On-time delivery from 50% to 98.5%, Increased unit sales by 75.7% with less than 20% increase in workforce. Reduced Material Inventories by 81.4%, generating $10 Million in Sales and over $4 Million in EBIT. Implemented a selling partnership with Pratt & Whitney Spares Management & Logistics in October 2000 that created incremental sales of over $5 million since inception. Managed sales and customer service for internal Pratt & Whitney units including OEM Spares, SML, Engine Centers, PW-Dallas Aerospace, Delta and American Airlines Material Management Programs. Show less Responsible for Purchasing, Inventory Management, Customer Material Programs and Master Planning for a $65 Million Commercial Airfoil and Industrial Gas Turbine overhaul business specializing in JT8D, JT9D, F100, PW4000, PW2000, CFM56, CF6, V2500 HPT & LPT products. Implemented Metrics Monitoring boards and Monthly Metrics packages to drive operational performance. Results: Reduced turn times by 58.4% from 46.7 days to 19.4 days, Increased On-time delivery from 50% to 98.5%, Increased unit… Show more Responsible for Purchasing, Inventory Management, Customer Material Programs and Master Planning for a $65 Million Commercial Airfoil and Industrial Gas Turbine overhaul business specializing in JT8D, JT9D, F100, PW4000, PW2000, CFM56, CF6, V2500 HPT & LPT products. Implemented Metrics Monitoring boards and Monthly Metrics packages to drive operational performance. Results: Reduced turn times by 58.4% from 46.7 days to 19.4 days, Increased On-time delivery from 50% to 98.5%, Increased unit sales by 75.7% with less than 20% increase in workforce. Reduced Material Inventories by 81.4%, generating $10 Million in Sales and over $4 Million in EBIT. Implemented a selling partnership with Pratt & Whitney Spares Management & Logistics in October 2000 that created incremental sales of over $5 million since inception. Managed sales and customer service for internal Pratt & Whitney units including OEM Spares, SML, Engine Centers, PW-Dallas Aerospace, Delta and American Airlines Material Management Programs. Show less

• Business Unit Manager - Stator Business Unit

  • Apr 1995 - Aug 1999

  P&L, Budgeting, Capital Investment, Operations and Customer Support responsibility for $16 Million JT8D-JT3D stator overhaul business, parts brokering business and PMA Compressor Stator Vane Line. Supervised two managers (Operations and Customer Support), three group leads, six team leads, and 70+ technicians over two shifts, six days per week. Increased net profit from –3.3% to +15.4% while decreasing inventories by 27%. Coordinated the transfer of labor intensive operations to… Show more P&L, Budgeting, Capital Investment, Operations and Customer Support responsibility for $16 Million JT8D-JT3D stator overhaul business, parts brokering business and PMA Compressor Stator Vane Line. Supervised two managers (Operations and Customer Support), three group leads, six team leads, and 70+ technicians over two shifts, six days per week. Increased net profit from –3.3% to +15.4% while decreasing inventories by 27%. Coordinated the transfer of labor intensive operations to Maquilladora satellite facility in Mexico. Restructured shop from process work centers to product cells. Implemented Continuous Improvement Program that resulted in reducing labor hours by 28% while increasing throughput by 10%. Divested Business Unit of unrelated product lines and transferred PMA stator vane manufacture capabilities from sister plant, reducing OEM material purchases by 34%. Show less P&L, Budgeting, Capital Investment, Operations and Customer Support responsibility for $16 Million JT8D-JT3D stator overhaul business, parts brokering business and PMA Compressor Stator Vane Line. Supervised two managers (Operations and Customer Support), three group leads, six team leads, and 70+ technicians over two shifts, six days per week. Increased net profit from –3.3% to +15.4% while decreasing inventories by 27%. Coordinated the transfer of labor intensive operations to… Show more P&L, Budgeting, Capital Investment, Operations and Customer Support responsibility for $16 Million JT8D-JT3D stator overhaul business, parts brokering business and PMA Compressor Stator Vane Line. Supervised two managers (Operations and Customer Support), three group leads, six team leads, and 70+ technicians over two shifts, six days per week. Increased net profit from –3.3% to +15.4% while decreasing inventories by 27%. Coordinated the transfer of labor intensive operations to Maquilladora satellite facility in Mexico. Restructured shop from process work centers to product cells. Implemented Continuous Improvement Program that resulted in reducing labor hours by 28% while increasing throughput by 10%. Divested Business Unit of unrelated product lines and transferred PMA stator vane manufacture capabilities from sister plant, reducing OEM material purchases by 34%. Show less



Interturbine Aviation Logistics Ltd

• United Kingdom
• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee

• Production Planning Manager

  • Mar 1992 - Apr 1995

  Managed all production planning and MRP systems for $15M Airfoil Business. Developed a computerized Production Scheduling System that aligned shop capacity to customer needs Managed all production planning and MRP systems for $15M Airfoil Business. Developed a computerized Production Scheduling System that aligned shop capacity to customer needs



U.S. House of Representatives

• United States
• Legislative Offices
• 700 & Above Employee

• Summer Intern

  • Jun 1990 - Sep 1990

  Research and analysis for Public Works and Transportation Committe Research and analysis for Public Works and Transportation Committe