General Management

                     

 

President or CEO of a manufacturing company requiring strong leadership skills and extensive knowledge of the aircraft and/or aerospace industries.

 

 

Proven record in executive management (P&L), operations management, program management,

engineering and marketing. Demonstrated ability to develop and manage multiple projects in a

fast-pasted environment. Extensive hands-on experience in virtually every area from business

development to final production and delivery. Strong executive presence coupled with excellent

presentation skills. Entrepreneurial spirit, team motivator with keen sense of urgency.

 

 

AEROFAST MANUFACTURING COMPANY-Southfield, MI              2002-Present

 

Responsible for the turnaround of nonperforming divisions of this $200 million company that

manufactures and sells specialty fasteners to the aircraft and aerospace industries. Answer to the

President of the Structures Group.

·Restored one $65 million division to profitability within four months (previously losing over $4.3 million per year).

·Currently managing second $40 million division that will achieve profitability by January 1^st through replacement of key management, right-sizing and instituting strict cost controls.

·Restored customer confidence by setting outstanding warranty claims and implementing corrective action to improve overall product quality and eliminate warranty returns.

 

DELMAR AVIONICS-Irvine, CA                                     1998-2002

 

Full P&L responsibility for this $20 million, 250 employee company that designs and manufactures aircraft instrumentation and control systems. Delmar Avionics was a major turnaround situation.

·Implemented company-wide cost reduction/right-sizing ($3 million annual savings).

·rebuilt customer confidence by reducing delinquencies 78%

·upgraded skills via training and selective hiring. Completely rebuilt the Quality Staff.

·fostered open communications by practicing “management by walking around.”

 

 

Operating Officer for this $3.5 million company that overhauls and repairs gas turbine engines and provides maintenance services to military and commercial aircraft. Answered to the President and CEO.

·Greatly improved customer satisfaction by significantly reducing engine overhaul turn time from well over 100 days to under 30 days.

·Maintained divisional profit levels while reducing overhaul and repair prices, further improving customer satisfaction.

·Expand market share, in a shrinking market, by more than 25% in less than three years.

·Negotiated lucrative exclusive agreement with leading U.S. commercial helicopter manufacturer for production of turboshaft engine.

 

 

Program Manager              (1992—1994)

Department Manager            (1990—1992)

Project Engineer                (1988—1990)

 

EDUCATION:

 

M.S.M.E., 1988,Rochester Institute of Technology, Rochester, NY

B.S.M.E., 1986,Rochester Institute of Technology, Rochester, NY

 

 

 

 

 

本人希望在航空或宇航工业中需要高级领导才能和渊博知识的制造企业中从事董事长、总裁或首席执行官（CEO）等职位。

 

本人擅长管理实施、运营管理、计划管理、工程设计和市场营销。在快节奏的工作环境中能够发挥出开发运作多个项目的能力。具备从商务扩展到最终生产和经销各个领域环节的实践经验。本人具有雷厉风行的工作作风、高超的演讲才能和强烈的进取心，是一位有敏锐洞察力的团队激励者。

 

航空安全品制造公司是一家有2亿美元资金规模的公司，专门生产制造航空/宇航工业用特种安全带。本人负责周期性的生产制造，并直接向集团总裁负责。本人在工作中的良好表现和取得的业绩有：

·仅用4个月就使一个具有6500万美元资金规模的部门扭亏为盈（先前每年亏损430万美元）；

·目前，通过关键管理的替换，保持适当规模和实施严格成本控制，力图使另一个具有4000万美元资金规模的部门在1月1日前盈利；

·通过给予客户保修承诺和实行纠错措施以全面提高产品质量，消除返修重塑客户对企业的信心。

 

德尔玛航空设备公司是一家有2000万美元资金规模，250名员工的公司，主要设计制造航空设备和控制系统。是一家大型设备生产基地。本人在任职期间取得如下业绩表现：

·实施全面的成本控制，保持公司适当规模（每年节省300万美元）；

·减少78%的工作失职以重新树立客户信心；

·通过培训和选拔提升技能，重组质量控制成员；

·通过实施“流动式管理”推动员工沟通交流。

航空空间公司是一家有350万美元资金规模的公司，主要从事修理和大修汽油涡轮引擎并为军用和民用航空提供保养服务。设计制造航空设备和控制系统。本人在该公司担任运营主管，直接向总裁和首席执行官（CEO）负责。主要业绩如下：

·通过将发动机引擎大修时间从100天大幅缩减为30天，极大的提升了客户满意度；

·在降低客户大修和修理费用的同时保持了部门的利润水平，进一步加强了客户满意度；

·在市场萎缩的情况下，在不足3年的时间里使市场份额扩增25%；

·与美国最大商用直升机制造商签定了生产涡轮杆引擎的长期协议。

项目经理                   (1992—1994)

部门经理                   (1990—1992)

项目工程师                 (1988—1990)

 

管理工程硕士学位（M.S.M.E），洛彻斯特理工大学，1988年；

管理工程学士学位（B.S.M.E.），洛彻斯特理工大学，1986年