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Work Background
The Aerospace CorporationAss't General Manager, Business Transformation Office
Jun. 2024El Segundo, California, United States
The Aerospace CorporationPrincipal Director, Business Transformation Office
Mar. 2023 - Sep. 2024El Segundo, California, United StatesReporting directly to the COO, my role is to ensure the strategy, programs, operations, and initiatives of the Enterprise Services organization are supporting Corporate objectives.
EcoSmart SolutionBusiness Process Consultant / Project Management Consultant
May. 2022 - Mar. 2023Establishing processes and tools for scalability, including RFP and supplier selection methodology, cost modeling for pricing support, proposal processes and templates, design review quality checklists. Providing project management services for special projects. Developing project management best practices.
Rigetti ComputingMember Board Of Directors
Mar. 2022Nasdaq: RGTIServe as Independent Board Member, Chair of Nomination & Governance Committee, and member of Audit Committee.
Recros MedicaChief Operations Officer/VP Operations
Dec. 2017 - Apr. 2022Pleasanton, CAManaged multi-disciplined team in pursuit of development, FDA clearance, and manufacturing of innovative medical aesthetic device. Responsibilities spanned engineering, manufacturing, supplier management, clinical study support, quality compliance, regulatory submittals, office facility/cleanroom/IT management.
• Selected and qualified component suppliers, developed fundamental science for attributes of the device, completed trade studies for design characteristics, and finalized design of medical device. • Assembled multiple versions of the device in-house for testing and were in production qualification process with component suppliers for final design configuration when funding ran out. • Completed verification and validation studies, including packaging and transit, shelf life, human factors/ usability, biocompatibility, electrical safety/ electromagnetic compatibility, reprocessing.
• Submitted De Novo to FDA for initial configuration of device. Later simplified optimized the design and was in process pursuing a 510(k) path to FDA clearance. • Established and scaled processes for commercialization, including installing a lightweight ERP system, developing procurement processes for traceability, establishing receiving inspections and quality documentation for assembly of devices, and supporting clinical sites as customers.
SRG InstrumentsChief Executive Officer
Mar. 2017 - Dec. 2017virtualPursued government funding to complete development and enter clinical testing for a novel skin grafting medical device. Resigned to avoid business conflict with full-time position at sister company, Recros Medica.
PFMG SolarChief Operations Officer
Mar. 2013 - Jan. 2017Huntington Beach, CAManaged the design and delivery of distributed generation solar photovoltaic systems to public and private clients. Oversaw projects through the full project lifecycle – system layout/sizing, sales support, financial modeling, design, permitting, construction, and asset management. Led the Operations team in applying knowledge of solar photovoltaic technology, proposal preparation, energy analysis, project development/ financing, title/survey, supplier selection/management, contracts, design/permitting, DSA, construction management, utility coordination, EPC oversight, commissioning, operations & maintenance (O&M), and customer relationship management. Improved and automated business processes for scalability. • Managed delivery of 70 MW installed at more than 200 school and local government (city/county) facilities to date. • Focal point for coordination with joint venture and development partners NRG Solar and Constellation New Energy.
• Managed definition/documentation of company processes, inserting industry standard practices for cost, technical, schedule, and risk management to achieve profitability.
PFMG SolarSVP, Project Management
Sep. 2011 - Mar. 2013Huntington Beach, CAFormerly PsomasFMG. Developed and implemented Project Management and corporate processes to deliver solar projects to a growing pipeline of clients. Led the Project Management group and coordinated with sales, design, clients, suppliers, financiers, and regulatory authorities as needed to ensure timely delivery of systems on budget and on performance. Previously consulted to PsomasFMG in business development/ sales and special initiatives in support of growth strategies.
Sandcast Management, IncOwner
Apr. 2011 - Sep. 2011Business planning, strategy, program management, and M&A consulting. Conducted Strategic Workshop for ~$40M Security Printing company seeking new growth strategy. Developed strategic business plan for profitable renewable energy company seeking financial partners/ investors to accelerate growth.
SM&AVice President, Business Strategy & Planning
Jan. 2011 - Apr. 2011VP, Business Strategy (2011) / VP, Program Services Solutions Executive (2010)
Oversaw growth of a new practice area in Strategy and Business Development consulting. Define and align new service offerings to meet the needs of clients in Government, IT, energy, engineering/construction, and healthcare sectors. Supported sales calls, wrote proposals to win new work, planned resources to deliver, oversaw delivery, developed solution documentation. • Led a major client engagement to transform components of operations for a $600M client from purely commercial to compliant and competitive in the Government (DoD) market.
• Co-authored $75M proposal for Program Management services – technical, management, past performance volumes.
SM&AVice President, Acquisitions & Integration
Jan. 2009 - Dec. 2009$100 million management consulting firm specializing in business capture and program management.
VP of Acquisitions & Integrations (2009) Collaborated with executive team to define and align M&A strategy and develop acquisition criteria. Identified and evaluated target companies, developed decision briefings, projected financial performance, supported due diligence, and planned and led integration activities. Coordinated with investment bankers to fill pipeline with actionable targets for handoff to CFO.
• $4.5+ million in annual sales delivered by completing a project to acquire and integrate a boutique consulting services (price-to-win) company.
SM&AVice President, Program Services
Jul. 2006 - Dec. 2008VP of Program Services (2007 - 2008) / VP of Integrated Staffing (2006 - 2007) Managed a program management consulting and integrated staffing division with accountability for up to $50 million in annual sales. Played key role in defining overall corporate growth strategies / AOP that included directing the integration of acquisitions and expanding new offerings. Oversaw the hiring / training of staff, sales support, client satisfaction, and process / quality improvements required to support market growth. Created business model service offerings and pricing structure in support of company integrations. Grew Program Services revenue 73% over 12 months by successfully integrating two acquisitions and by devising and executing product and marketing/sales strategies to identify and secure new business opportunities
Grew new Integrated Staffing Division from zero to $7 million in 12 months.
Met or exceeded AOP for 2 consecutive years by defining and aligning company's annual operating plan targets with its market growth strategy.
SM&AAssociate
Sep. 2005 - Jun. 2006Developed market research and business models as part of a plan to launch a new division supporting corporate growth strategy. Planned and coordinated preparation of multiple briefings for Lockheed-Martin's (LM) Aerial Common Sensor program to their Government customer covering improved program cost and schedule, modifications to their technical offering, and strategic sell messages as to why LM should retain ACS program.
BoeingDirector of Proprietary Programs
Jan. 2004 - Aug. 2005Promoted to serve as Deputy Program Manager responsible for managing up to 500 personnel in support of designing, developing, and manufacturing a classified space system. Set and aligned priorities for program execution to meet management goals. Developed metrics and processes to identify and resolve program design issues. Improved integration between groups in CCB and turnaround times for re-plan efforts and team understanding of EVMS processes. Increased alignment and ownership of program activities, schedules, and budgets by planning and coordinating development of a Master Schedule to consolidate and streamline program functions / metrics reporting. Improved awareness of multi-disciplinary issues and customer relationships by enhancing metrics architecture for a space system program, including a weekly Program Management Review (PMR) process.
Boosted bottom-line profitability by leading efforts to streamline and enhance a program award fee capture process.
BoeingSenior Manager, Aircraft Systems
Jan. 2002 - Dec. 2003Directed 13-member team with responsibilities spanning an aircraft design-build-support process, new business development, technology transition from Phantom Works, project management, production/ engineering interface, and field/ product support. Oversaw lean engineering assessments in efforts to achieve CMMI and SEI Level 5 maturity.
46% decrease in engineering orders achieved by directing a change initiative to simplify engineering approval processes and improve drawing quality for C-17 Aircraft Systems IPT. Successfully developed and deployed an Aircraft Aystems strategic management program that included leading management offsite meetings and aligning program requirements, metrics, and processes to achieve corporate / customer goals.
Accelerated transition of improved technology from Phantom Works to the C-17 program, and ultimately to end-users by designing technology roadmaps for the Aircraft Systems IPT.
BoeingChief Engineer / Certification Project Manager, BC-17X Program
Jun. 2000 - Jan. 2002Selected to manage a 25-member multi-disciplinary team supporting a large business development program to finalize the configuration and certification basis for the commercial version of the military C-17 aircraft. Defined and documented the commercial configuration, planned and coordinated a highly successful re-kickoff meeting with the FAA, updated and expanded the BC-17X risk matrix, and quantified and mitigated risks to reduce non-recurring engineering estimates.
23% reduction in estimated non-recurring cost achieved by spearheading a technical team in updating engineering estimates for non-recurring and recurring activities. Led design team in developing a trade study tool as part of completing 27 trade studies using relative rankings for criteria such as FAA certifiability, ease of retrofit, etc. Became benchmark for trade studies during early program development. Oversaw a team in defining and constructing a database of 230 design changes needed to transform a military C-17 into a commercial BC-17X.
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