Experience

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  Northrop grumman corp/dod consultants, llc

  Jan 2001 - Oct 2003

  Project lead / software engineer – information systems

  • Spearheaded the development of simulation and training systems for the U.S. Army. Directed a team of 20 software developers.

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  Harris corporation, government electronics systems sector, melbourne fl

  Jan 2003 - Oct 2015

  In full charge of developing and maintaining a robust pipeline of technology projects generating annual revenues of $25M. These projects are executed as research programs, and are directed by a research and technology insertion team led by 3 Program Managers. Collaborates with the Chief Technology Officer to drive business growth, devise effective business strategies, and cultivate an in-depth understanding of emerging markets. Directs the creation of technology roadmaps that guide business investment in Direct Sell (DS) and Independent Research and Development (IRAD). Interfaces with customers and develops marketable solutions to difficult customer problems. Advises executives on the status of critical pursuits, budgets, and significant customer engagements. Manages the pursuits of 6 business opportunities, an annual budget of $4M for internal investment (DS), Bids & Proposals (B&P), and IRAD, and up to 24 direct reports comprised of senior level engineers, PhD’s, and Program Managers.• Regrew a technology/study pipeline that directly supports a $500M business unit. Identified qualified business prospects, submitted sales proposals, conducted contract negotiations, and closed deals to acquire new customers and direct technologies into existing programs. Consolidated ground and space technology groups to exploit synergies and coordinate activities.• Won a $15M competitive bid for a new, innovative phased array antenna prototype that positions the company as a dominant competitor for the next generation satellite system.• Secured a coveted slot on the $18M IDIQ (Indefinite Delivery/Indefinite Quantity) contract providing advisory services to the U.S. government for the development of a $1B+ next generation satellite communications architecture; devised a strategy for securing business from future contracts.• Facilitated improved recruiting of technical talent by partnering with 2 universities. Show less Grew the Alcatraz Program into a profitable enterprise generating $60M+ in revenues over 3 years; promoted to Business Development Manager due to the success of this program. Directed all aspects of the program including technical execution, schedule, cost, and deliveries. Developed the ground processing software that supported the sensor suite; functions of the software included flight planning, mission management, data product development, and data dissemination. Oversaw 1 6-week ground test, 3 6-week domestic flight tests, and 1 6-week overseas flight test involving a total of 60 flights. Orchestrated logistics for each field test including travel for 15 staff, field packages, and equipment – 3 tractor trailer trucks for each trip, 2 aircraft for the overseas trip, security plan, and test plan. Managed up to 45 direct reports working in systems, software, mechanical, electrical, and electro-optics engineering, test, quality assurance, configuration management, logistics, procurement, and finance. Responsible for P&L for the Alcatraz Program.• Executed the program on schedule and within budget, receiving substantial customer award fees; met all program milestones and deliveries.• Many lives were saved as a direct result of the Alcatraz Program. The payload and its capabilities became 2 flight units that were deployed overseas and credited with over 1200 flight hours.• Transitioned a prototype into an operational airborne sensor for a classified customer, that was successfully deployed in multiple theaters, producing actionable results.• Facilitated better career growth opportunities, recognition, promotion, and average salary increases for team members compared to personnel working in other programs.• Maintained team morale during difficult periods of up to 80-hour workweeks and long periods traveling and working in the field.• Recipient of the Rainmaker Award for new business development. Show less Chosen to direct and grow Technologies Programs based on previous success turning-around engineering programs threatened with cancellation. Technology Programs consists of small programs valued at approximately $750K and are customer funded R&D (CRAD), internal R&D (IRAD), and Quick React (QRC) programs. Grew the department into a profit generating, robust engineering group producing $25M in revenues annually. Oversaw the evolution of several programs to operational systems and ensured that other new technologies were used in other programs. Accountable for the technical execution of every project, finance, schedule, and deliverables. Managed up to 8 engineering programs simultaneously and up to 16 technically advanced, high potential professionals with Master’s or Doctoral Degrees.• Developed the technologies team from a $2.5M per year operation with 4 small programs into an enterprise generating $8M in annual revenues with 8 engineering programs.• Cultivated profitable relationships with customers by delivering superior financial and technical program execution and documenting those results.• Built significant programs and products from engineering studies. Met frequently with customers to better understand their mission and goals concerning technology under development, recommended methods for improving the usability of those technologies, assisted customers early in their approval cycle by developing transition plans and cost ROM’s (Rough Order of Magnitude), and briefed stakeholders to help customers build advocacy for the technology.• Continually demonstrated the intrinsic value of the research organization to executive management.• Received the Special Division Award for new business generation. Show less Utilized a combination of Ishikawa / RCA fault identification techniques, and leadership and motivational techniques to successfully transform 2 programs from condition “red” to condition “green”. Directed day-to-day cost and schedule execution of multidisciplinary teams. Managed a program budget of $15M, 40 GPS/LADO staff, and 50 TAMS staff.GPS/LADO Program:• Turned-around the program, which had been at risk for cancellation, in 12 months, winning 100% of the incentive fee. Met or exceeded all program metrics including number of requirements satisfied, cost and schedule variance, and customer award fees.• Spearheaded the effort to identify the root causes of failures in the vehicle simulator, and collaborated with the customer and vehicle manufacture to devise and implement corrective action.• Restored team morale during long periods of 80-hour workweeks.TAMS Program:• Drove improvements in accountability, labor costs, and processes to turn-around the program and restore its status to condition “green” from condition “red”; won 100% of the incentive fee.• Directed the effort to identify the root cause for premature failure in the antenna positioning system, working with software and mechanical engineering teams in conjunction with the motor vendor to take corrective action. Show less

  • Business Development Manager - Technology Programs

    Jan 2010 - Oct 2015

  • Program Manager - Alcatraz Program

    Jan 2008 - Jan 2010

  • Program Manager / Business Development Leader – Technology Programs

    Jan 2005 - Jan 2008

  • Project Engineer – TAMS (Tri-band Antenna Modem System), GPS/LADO (Launch Anomaly & Disposal Ops)

    Jan 2003 - Jan 2005
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  Radiance technologies

  Jun 2016 - Aug 2019

  Program manager
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  Raytheon

  Sept 2019 - now

  Mission manager, raytheon cyber offensive and defensive experts

  Managing a portfolio of cyber and research programs