RESUME

Career Summary

Executive Operations Leader with a background in manufacturing, production management, and engineering strategies, leveraging 20+ years of experience utilizing high-level business and financial acumen to drive transformational success
Directly managed a team of 8 while leading an additional 40 indirect reports, including manufacturing engineers, quality engineers, program managers, customer support representatives, and production operations, driving process-focused improvement processes throughout the company
Saved $324M in capital costs by reorganizing manufacturing work, procuring lower cost milling machines, and achieving single-piece flow for high volume complex titanium engine components
Oversaw 12 program managers and 3 product teams to meet quality, delivery, and profitability objectives, driving the P&L of a $65M business division while ensuring customer satisfaction and shareholder value
Developed and delivered 1.7K unique part numbers and 250K parts annually while supporting customer requirements totaling a P&L $75M annually
Achieved a 50% decline in billing rates and a 40% rise in work within two years by employing aggressive lean manufacturing efforts, including asset reduction, skill enhancement, work cell creation, process improvements, and use of new tools and processes for a $250M P&L

Core Competencies

General Management & Executive Leadership
Operational Optimization
Project & Product Management
Complex Problem-Solving
Analytical Decision-Making
Cross-Functional, & Executive Collaboration
Revenue Growth & Strategy
Continuous Process Improvements
Relationship Building
Lean Manufacturing & Engineering
Program Management
Team Building & Leadership
Diversity, Equity, & Inclusion
Budget / P&L Oversight
Contract Negotiations
Core Competencies

EXPERIENCE

PRESIDENT, TESSEC TECHNOLOGY SERVICES, LLC, MONROVIA, CA

2020-2023

A private equity-owned precision manufacturer of engine components generating $8 million in annual revenues.

Responsible for executing business plan, profit and loss, customer relationships for aerospace, defense, oil and gas, and industrial markets covering both domestic and international customers. Supervised eight direct and 40 indirect reports including manufacturing engineers, quality engineers, program managers, customer support representatives, and production operations.

13% increase in throughput over the last 12 months through implementation of visual scheduling tools.
31% reduction in scrap and rework over the last 24 months through better process controls and root cause.
12% increase in net earnings in twelve months through improved expense management and improved pricing on long term contracts.

MAK CI CONSULTING LLC, SAN JOSE, CA

2019 - 2020

A privately owned consulting company focused on manufacturing\operations processes. Bringing value to businesses to drive better earnings and position for additional growth.

VICE PESIDENT - ENGINEERING AND BUSINESS DEVELOPMENT, LAI INTERNATIONAL LLC, TEMPE, AZ

2014-2019

A private equity-owned precision manufacturer of engine components generating $90 million in annual revenues.

Responsible for engineering functions at all six sites, leading program management processes, overseeing the sales team in organically growing the business, and integrating new technology. Supervised eight direct and 59 indirect reports including manufacturing engineers, quality engineers, program managers, sales, contract and pricing staff.

$324 million in capital costs saved on equipment to support product line scale-up by reorganizing manufacturing work, leading to procurement of lower cost milling machines that achieved single-piece flow.
$60 million in contracts negotiated with competitive pricing and partnering with key vendors to enhance predictability and quality of delivered sub-system assemblies for an engine manufacturer.
$46 million growth accomplished in five years by installing a new CRM tool and selling process and developing additive manufacturing technology capabilities and standing up revenue stream.
$3.2 million saved annually on the largest aircraft engine program by designing an in-house blanking process that reduced the cost of raw materials and services 63% utilizing waterjet and laserjet technologies.
35% increase in customer floor space attained by transitioning the client’s lower-value fabrication processes to the company, escalating revenues 15% annually.
28% decrease in errors and scrap costs realized within 15 months by training the cell teams on 5S and daily management processes to enhance focus on manufacturing cell layout and waste on four product lines.

SENIOR DIRECTOR OF PROGRAMS, PACIFIC SCIENTIFIC ENERGETIC MATERIALS COMPANY, HOLLISTER, CA

2011-2014

A subsidiary of the Danaher Company serving aerospace, defense, oil and gas, and space markets while producing $200 million in revenue at three locations.

Led 12 program managers in new product integration and three product teams to meet quality, delivery, and profitability objectives while ensuring customer satisfaction, shareholder value, and growth of customer programs.

$55 million business division growth generated in three years by ensuring on-time delivery of proposals that drove new product development and transitions to production.
40% uptick in gross margins and 5% higher revenues won for a new product while paying for new tube manufacturing technology equipment in full in less than three years.
12% surge in annual revenue for aerospace electronic and ordnance sub-systems and a 6% boost in gross margins reached via supply chain and in-house processes by negotiating contracts and applying continuous improvement kaizen events with cross-functional teams.
12% year-over-year business expansion obtained in a flat market environment by creating growth initiatives, new business development processes, and program management tools.

GENERAL MANAGER OF ELECTRONIC & LINEAR ORDNANCE PRODUCTS, PACIFIC SCIENTIFIC ENERGETIC MATERIALS COMPANY | HOLLISTER, CA

2006 - 2011

Developed and delivered 1,700 unique part numbers and 250,000 parts annually to support customer requirements totaling $150M annually. Oversaw all operations including manufacturing fabrication and assembly, engineering, quality, environmental health and safety, human resources, finance, program management, planning, and procurement.

50% sales linearity, 40% operating margins, and 30% sales increases earned within 27 months by introducing sales, inventory, operations, and planning processes.
20% augmentation in international sales fostered annually by conducting market segment analysis and instituting a plan to access a new segment of customers.
7% drop in capital expenditures cultivated each year by executing new processes and tools for cost reporting for earned value and by establishing lean supply chain strategy for product lines to control costs.

INTEGRATED PRODUCT LEADER – AIR FORCE RPO OFFICE, THE BOEING COMPANY, HUNTINGTON BEACH, CA

2003 - 2006

A $6 billion division serving the aerospace, defense, and space markets.

Led Greenfield efforts to launch a $1.3 billion program to design, fabricate, assembly, and test composite unmanned space vehicles.

$350 million option added to a $1 billion contract by leading teams to fabricate infrastructure, manage business strategies, and document specifications while attacking costs.
50% improvement in quality of documents and revisions reaped in 18 months by driving the use of digital designs through to assembly line to virtually eliminate paper.
20% upturn in annual operating margins nurtured by instigating a disciplined process across materials, labor, and support services through effective metrics.

SENIOR SITE MANAGER – OPERATIONS & TEST, THE BOEING COMPANY, HUNTINGTON BEACH, CA

2000 - 2003

50% decline in billing rates and 40% rise in work found in two years by employing aggressive lean manufacturing efforts through asset reduction, skill enhancement, work cell creation, process improvements, and use of new tools and processes for $250M P&L.

25% fall in part count grasped by steering process improvement teams through manufacturing and assembly design to cut costs and enrich delivery schedules for composites, electronics, machining, mechanical\weld assemblies, and components.

Previous Experience with Boeing

Education

Master of Business Administration, Capella University

Bachelor of Science – Manufacturing Engineering Technology, California State University Polytechnic

Certification: Lean Manufacturing Implementation & Boeing Program Management

Training: Lean Manufacturing & Policy Deployment, Danaher Business System

– AFFILIATIONS –
Society of Manufacturing Engineers | Vistage | National Association of Manufacturers
Aerospace Industries Association, Supply Management Council | Manufacturing Leadership Council