Laurinda Bellinger, PMP

Experience

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  Alaska Airlines

  Oct 2002 - Oct 2013

  Sr. Project Manager ➤Technology Integration ➤Process Improvement ➤Change Management

  𝐌𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏:I stepped into my first project manager role. My engineering and process improvement background was crucial in elevating the company to the 5th largest airline in North America and surviving industry downturns.𝐒𝐂𝐎𝐏𝐄 𝐎𝐅 𝐖𝐎𝐑𝐊:This experience provided a major training ground for refining my leadership and project management philosophy.I led and coordinated numerous cross-divisional initiatives and implemented agile process improvements, including technology upgrades, aircraft fleet conversions, and sustainability measures.My role involved closely collaborating with internal customer and project teams, ranging from 3 to 70 staff, initiating requirements gathering, and defining SOWs, objectives, and deliverables. I also excelled in creating compelling business cases, establishing monitoring KPIs, and developing effective risk management and mitigation strategies.Managing project schedules, costs, resources, and progress was critical to ensuring we stayed on track and within budget. I also strengthened my communication skills by delivering impactful presentations to diverse stakeholder groups.𝐊𝐄𝐘 𝐀𝐂𝐇𝐈𝐄𝐕𝐄𝐌𝐄𝐍𝐓𝐒:During this time, I led several modernization and expansion initiatives, including inducting a 737/400 cargo aircraft line into the fleet, converting from commuter to cargo planes, and creating a hybrid commuter/cargo plane model.My proudest achievement was launching the first Hawaii stations in Honolulu and Lihue, which accounted for 14% of the airline's revenues. I also expanded to new stations in Minneapolis, St. Louis, and Philadelphia.Additionally, I contributed to knowledge sharing and workforce development by organizing and delivering process improvement workshops focused on Lean Six Sigma and Alaska Airlines' ZOOM program methodology. Show less

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  B/E Aerospace

  Oct 2013 - Jan 2015

  Program Manager ➤Aerospace Systems Technology ➤Design Qualification ➤Engineering Integration

  𝐌𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏:I was promoted to Program Manager 5 months after being hired as a Project Manager.This experience challenged me to leverage my core skills: engineering leadership, project/program management, and process improvement. I loved working with the globally integrated project team of Boeing and B/E Aerospace engineers spanning the US and the Philippines. Getting them to row in the same direction was very rewarding!𝐒𝐂𝐎𝐏𝐄 𝐎𝐅 𝐖𝐎𝐑𝐊:One major challenge I faced was the 737 MAX Lavatory project.At the time, I did not know that Boeing had a long-standing supplier, and a new product, introduced by B/E Aerospace would be met with resistance. On my first day, I realized that resolving the tension between the B/E and Boeing would be my #1 priority.I immediately focused on building a strong team and treating Boeing as a customer and an integral part of my team. I fought for detailed requirements and robust control documentation to kick off the project on a solid foundation.During team meetings, I ensured only relevant engineers were present, which optimized efficiency and collaboration. Each phase was celebrated as a milestone, and I kicked off subsequent phases as new projects.𝐊𝐄𝐘 𝐀𝐂𝐇𝐈𝐄𝐕𝐄𝐌𝐄𝐍𝐓𝐒:The 737 MAX Program ran exceptionally smoothly, setting the standard for the B/E and Boeing working relationship.When I was promoted, I faced another challenge with the 737 NG Lavatory program. The lavatories were overweight, and ambiguous requirements and a lack of alignment between the teams led to multiple design rejections.I addressed the leadership issues, having tough conversations to clarify roles and build consensus.After taking the bold step of qualifying the designs on the MAX and getting the operations up and running, my teams and I were able to capitalize on this efficiency. From there, I guided the complete redesign of the NG lavatories to achieve the desired weight reductions and cost savings. Show less

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  Ingersoll Rand

  Jan 2015 - Jan 2016

  PMO Leader – Material Handling SBU ➤New Product Development ➤Quality KPIs ➤Design Evaluation

  𝐌𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏:Working in a Director of PMO capacity, I led the implementation of Ingersoll Rand standards for new project development and productivity efforts.𝐒𝐂𝐎𝐏𝐄 𝐎𝐅 𝐖𝐎𝐑𝐊:One of my most significant challenges was joining a BU that had not brought a new product to market in over a decade.I inherited a project meant to launch the previous year, a complete overhaul of the BU's flagship product—the ManRider Winch. Tackling this head-on, I gathered historical data and dove into the product history (and the project itself).From there, it was a matter of deciding which factory would build the updated product: Kent, WA, or Douai, France. Ultimately, we decided to begin with Kent and gradually incorporate France into the process. This situation was unique since the Kent and France factories were once competitors before Ingersoll Rand acquired both businesses. This project presented an opportunity to unite the teams, despite its challenges.𝐊𝐄𝐘 𝐀𝐂𝐇𝐈𝐄𝐕𝐄𝐌𝐄𝐍𝐓𝐒:Within 6 months, we launched the "new" product, meeting all pre-launch sales goals and achieving the projected market share increase.Our margins increased by nearly 5% due to the new design and manufacturing cost savings. Show less

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  Highline College

  Sept 2017 - Feb 2022

  IT PM & Information Security Officer/IT Project Manager/Adjunct Faculty, Orientation to Engineering

  𝐌𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏:I was initially hired as an adjunct faculty member in the WA State community college system, later recruited as an IT Project Manager, and promoted to IT PM and Information Security Officer.𝐒𝐂𝐎𝐏𝐄 𝐎𝐅 𝐖𝐎𝐑𝐊:I gathered technical requirements, scoped project plans, defined monitoring KPIs, executed user acceptance testing, and facilitated knowledge transfer processes. Additionally, I was responsible for educating the department on project management methodologies and coordinated change management requests.Beyond my role in IT leadership, I taught "Orientation to Engineering Careers," which allowed me to share my industry expertise and passion for engineering with aspiring students.𝐊𝐄𝐘 𝐀𝐂𝐇𝐈𝐄𝐕𝐄𝐌𝐄𝐍𝐓𝐒:I spearheaded and organized the College's information security effort, including network infrastructure setup, risk assessment policy development, cybersecurity training, and vendor/provider identification and selection.Additionally, I drove campus-wide virtualization efforts, successfully launching Software2 AppsAnywhere to enable students and faculty to access any computer on or off campus. We also implemented 25Live® room scheduling, which streamlined room bookings across campus.During this time, I represented the IT Department on the Accessible Technology Committee. This committee ensured that students with disabilities had equal access to education through technology. This effort also included training the department on creating accessible documents and websites. Show less

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  BLUE ORIGIN

  Feb 2022 - Feb 2025

  Sr. Technical Project Manager ➤Engineering Integration ➤Risk Mitigation ➤Program Management

  𝐌𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏:Within 6 months of joining Blue Origin, I was promoted to support engineering efforts on process development and continuous improvements, facilitate the change board, and develop outreach efforts within the New Glenn program.𝐒𝐂𝐎𝐏𝐄 𝐎𝐅 𝐖𝐎𝐑𝐊:As the primary point of contact, I help teams push changes through the process, secure funding and leadership support, and document program lifecycle standards.Additionally, I interface with internal/external manufacturing and procurement teams to clarify and align priorities and resolve critical hardware, equipment, and facility restraints.I have also taken over the Disconnect Review Board, working with senior leaders to create processes that support our certification efforts and initiate clean-up within our systems of record to manage risks and change requests.𝐊𝐄𝐘 𝐀𝐂𝐇𝐈𝐄𝐕𝐄𝐌𝐄𝐍𝐓𝐒:One of my key challenges arose from the different definitions of "Effectivity" within the program, which confused the production floor. I called together relevant parties and facilitated discussions until we agreed on an Effectivity standard, which is now being implemented throughout the program.Another challenge I identified was a lack of proper training for engineers transitioning into project manager roles.Recognizing the impact this had on project success, I developed and launched a training program and authored the New Glenn Project Management Handbook in 2022. The program was adopted company-wide, graduating 100+ students.I co-chair the external engagement committee for the New Jackson Business Resource Group, named after Mary Jackson, an American mathematician and NASA's first African American engineer featured in the 2016 non-fiction book and film, 𝐻𝑖𝑑𝑑𝑒𝑛 𝐹𝑖𝑔𝑢𝑟𝑒𝑠.We plan activities aimed at evangelizing STEM fields and aerospace careers to youth. I am the second author of a soon-to-be-published paper, "Inspiring the Next Generation to Pursue Space Careers." Show less