F-35 Capability Manager

• Jul 2019 - Present

Key Accountabilities: • Integrating established relationships with all key program stakeholders and decision makers • Developing implementation and execution (DMDP) plans to establish depot level support capability for F35 components and sub systems assigned • Developing appropriate business cases to support depot activation plans including budget, time scales and resources • Ensuring the commercial feasibility of all opportunities with appropriate margins, delivery time frames and quality • Ensuring appropriate approvals and sign off is completed with internal and external parties. • Generating and managing project budgets and forecasts, updating applicable staff as appropriate and reporting variances to leadership teams as appropriate. • Escalating issues to the appropriate forums when the process or actions are putting the project at risk or causing misalignment. • Presenting milestone status updates, scheduling, budget and product review presentations to executive leadership team for internal review. • Ensuring all key stakeholders and decision makers fully understand the capability and service offering of RUAG in relation to F35 maintenance

Aviation & Aerospace Principal

• Aug 2017 - Jul 2019

Primarily responsible for the operational delivery of the landing gear program for the F35JSF manufactured in Australia on behalf of my customer. • Provide daily expertise to status, assist in problem solving/resolution for all 3 variants from manufacturing to assembly • Disposition of quality issues/concerns • Forecasting/Prioritization and Scheduling leading to deliveries more than 95% on target • Management with contractor and customer on metrics and performance • Review, management and execution of contractual commercial/documents including training • ITAR overview

General Manager

• Jan 2014 - Jun 2017

Hydro Systems is the world leader in the design, manufacture and supplier of GSE (Ground Support Equipment) and Aircraft Tooling for Airframe and PowerPlant. Hydro is supporting the aviation world with innovative and high quality products like tripods, axle jacks, tow bars and many other custom-designed system solutions. The customers are the airframe OEM’s, airlines, Airport Management Services and the MRO’s. Since 2007, they have entered the civil large engine (CLE) tooling market with tooling and engineering solutions. • Start-up of the entire Singapore operation including facility, key personnel and customer interfacing activities throughout the Asian region • Delivering to the Board the agreed P/L Singapore overall revenue and work streams • Delivering total customer satisfaction in the region • Strategic planning, market analysis, marketing strategy maximizing the economic and financial results of the products and services • Management of key accounts and meeting all SLA KPI’s with our CLE (civil large engine) accounts in the region • Building, leading and training the team, that has been put in place, to ensure cohesiveness and professionalism

Operations Manager

• 2006 - 2013

• Operations Manager Eagle Services Asia - A joint venture between Pratt & Whitney and SIA Engineering) Operations Manager for Static Modules (Diffuser, Exhaust and Fan Cases) Responsible for maintenance, repair and overhaul leading to test and delivery. • Program Manager for the PW4000 112” Engine Dual Source MRO program. • Seconded to Norway Engine Center for 3 months as the Operations Manager. • Export Manager and Non US BAER (Business Area Export Representative). • Chairman of the Workplace Safety & Health Committee (WHSC). • Chairman of the FOD (Foreign Object Damage) Committee with successful implementation of FOD awareness programs including weekly FOD walkabout and FOD Engine Blanking Recycling Programs. • Led the efforts on the Transformation Program to transform the Engine Operations cells and processes into a world class MRO facility utilizing ACE (Achieving Competitive Excellence) Tools and achieving good Visual Factory Flows. Received good feedback from both our internal and external customers and commendations from the P&W ACE Group and Senior Management. The work done also helped set the base for our ACE Silver Site Certification. • Implemented various ERP functionalities that helped drive productivity and streamline processes through the organization. Exceptional Performance (EP) past 4 years for Performance Appraisal PW Special Award (Eagle) 2009 Recipient Courses completed: • Export and Import Compliance – Export Focals Training • Standard Practices for Pratt &Whitney, GE and CFM Jet Engine Maintenance • PW4000 94”, 100” and 112”, GE 90 115B, CFM56-3, -5, and -9 Engine General Familiarization • ACE (Achieving Competitive Excellence) Associate

Contracts Manager

• 2004 - 2006

• Provided project leadership, planning, estimating, resource management, financial management, status reporting, scope management, and issue resolution in the management of all the financial, contracts and operations for the Asia Pacific region.• Established new contracts by expanding the current IT outsourcing contract for business cases that were favorable resulting in further costs savings.• Established management dashboards and regional IT financial reporting including variance analysis. These are updated monthly on the ITSS portal.• Established weekly supplier/service delivery meetings for resolution/clarification of all financial and operational issues with policies and procedures documented.UTC Emerging Leaders Program (ELP) Darden Feb 2004

Business Technology and Audit Manager

• 2001 - 2004

Manager

• 1998 - 2001

• ERP Post implementation and General Controls Review - Led a team in a full SAP post implementation and information systems general controls review for a US$6 Billion MNC. The outcome resulted in a major BPR exercise, which I managed and delivered. • Provided recommendations to senior management for multiple projects. Successfully interacted with company Vice Presidents of Finance, Human Resources, Information Technology, Logistics, and Manufacturing • Managed projects of up to $2.8 million spanning multiple years. Also managed multiple, concurrent projects • Facilitated the design of the organizational structure for the Supply Chain Operations team for a large manufacturing company. Recommended business process improvements to transform the functions and reduce expenditures in support of global ERP environment • Identified high-payoff projects to increase operational efficiency and provide customer value by implementing a strategic customer relationship management (CRM) application • Developed a request for proposal (RFP) for outsourcing specific operations within an organization. Defined the criteria by which responses would be evaluated • Determined how the IT department of a large manufacturing conglomerate could reduce infrastructure costs by 25-30% across multiple business units. Made specific recommendations to improve the company’s use of technology and personnel in their data center, help desk, and distributed computing environments

Operations Manager

• 1981 - 1998

Worked together with the Sales and Mrkt groups for various product creations to end-user delivery, which involved the management of materials, information and financial flows in a network of suppliers, manufacturers, distributors and customers. This also included all the analysis for the various sourcing and pricing of commodities across the region ensuring that the economic conditions namely the currency fluctuations were maximized to our favor. This helped reduce product time to market, improved quality, lowered inventory levels, increased flexibility and most importantly enhanced our customer satisfaction.