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Initiative-taking leader with 15 years of experience in engineering solutions, managing projects, product sales, data analysis, new product development, process and product improvement, quality control, marketing, and operations.
Known for being forward thinking with a high level of professional flexibility and well equipped to serve a variety of roles in any organization. Quick to adapt to changing situations, adept at working within aggressive timetables and well-practiced in developing strategies to help the team achieve organizational goals.
Provided new business development analysis and insight for pilot (new) department focusing on military new product development and sales to DOD customers. Generated approximately $10M in new part sales potential and saved our customer an approximate $1.5M per year in new competitive cost savings initiatives. Implemented project management database system to track and maintain knowledge base, create custom reports, and automate processes.
Added technical competencies to that sales team while also learning from the team more of the business side intricacies. Instrumental in instilling confidence in our capabilities to new customers and amassing more market share in the company’s aftermarket sales for our commercial and military parts.
Responsible for all military direct sales and all commercial MRO aftermarket sales customers accounting for $12 million in sales annually across 40 different customers.
I developed the company internal proceses to become an approved source of PMA Parts, I researched and analyszed the associated FAA regulations, policies and led teams internally with our development, production, and sales teams, to submit and coordinate with the FAA on obtaining new parts approval.
I designed new electromechanical componnets and supported design reviews and design changes on existing products
Utilizing continuous process improvement methodologies like those in Lean/ACE/6-Sigma, I implemented statistical process control studies for over 140 different processes. These were integrated into daily operating instructions and resulted in reduced inspections and allowing for quicker repair turn times by as much as 10%.