l Led multidisciplinary Integrated Product Delivery Teams comprising representatives from the electrical, mechanical, systems and software engineering groups; test, operations and logistics staff; and contracts management. Prepared proposals, developed program and risk management plans. Acted as site technical authority and program customer point-of-contact. Conducted customer program and technical reviews. Responsible for program operating plan development and financial performance. Participated in Product Line strategic planning.

l Program Manager - C-17 Block 10 Software Upgrade. Managed a matrix team of roughly 20 performing the software/hardware upgrade of an advanced integrated electronic control system within an SEI III software development environment; commencing with pre-contract award proposal activity through design, to prototype/qualification activity. Prepared SOW, proposal basis of estimate (BOE) and integrated WBS/schedule/budget for a $3.7M program.

l Integrated Product Team Lead - F-22 Environmental Control System. Managed an integrated product development team comprising two project leads, 5 technical leads and roughly 70 others performing the development of the F22 stealth fighter environmental control system through prototype/ qualification test and early production phases. Cost Account Manager for a $5.0M annual ($45M total) budget reporting under a Cost/Schedule Status Reporting (CSSR) system.

l Project Engineer - F/A-18E/F Nose Landing Gear Program during the late Engineering and Manufacturing Development (EMD) and Low Rate Initial Production (LRIP) phases. Led the project Concurrent Product Engineering Team (CPET), comprising representatives from all engineering disciplines; procurement; production control; and contracts/program management. Integrated qualification test, re-design, risk recovery and retrofit schedules and controlled project schedule performance to these. Prepared, revised and monitored cost performance against $14.9 M engineering program budget.

l Project/Program Management Support.

l Project Manager - Canadian Forces Reliability Centered Maintenance/Aircraft Structural Integrity Program (CF RCM/ASIP) Integration. Managed $1.1M multi-disciplinary project aimed at developing the policy and procuring the IS infrastructure necessary to integrate CF RCM and ASIP data collection and processing. Prepared project charter, schedule, budget and departmental funding submissions. Assembled and coordinated project team, comprising engineers from the headquarters maintainability, structural airworthiness and MIS groups. Participated in the preparation of project SOW/CDRL/DID packages for IS procurement.

l Technical Expert - Aircraft Structures. Developed procedures for the periodic review of aircraft structural maintenance and corrosion control requirements. Advised on aircraft structural maintenance requirements. Instructed in on-site Reliability Centred Maintenance Course.

l Managed three project managers and three technologists. Section completed over 30 "turn-key" aircraft modification and development projects - from initial development of customer requirements, through design, analysis, prototype testing, production, flight trials, airworthiness certification to the preparation of follow-on maintenance documents. Projects ranged from the development of mechanical systems, to the installation of complex avionics systems, such as the CC130 SAR FLIR and CH124 Helicopter Acoustic Processing System (HAPS), to the research and development of field-level composite material repair techniques. Assessed and assigned all projects. Chaired all internal design reviews. Approved all section engineering reports. Responsible for overall section performance to senior management.

l Project manager and chief designer for 3 modification and 2 development projects - including two urgent tasks in support of UN operations. One of these latter required the complete design manufacture and installation of a major aircraft modification in three weeks - for successful completion of which I received letters of commendation from various commands. This design saved the taxpayer an estimated $50K/aircraft fitted (8 aircraft to date), and was considered for use by the Australian and Norwegian Air Forces. Likewise, the remaining modification - which involved a prototype/test program to mount electro-optic equipment to a C130 - cost $40K, as opposed to a $1.5M commercial system

l Developed a system for sharing project workload with field units. Increased section project through-put 10-15% in 4 months, during a time when the parent unit down-sized 38%. On own initiative, developed and implemented section design review policy and procedures to meet ISO 9001 requirements. Participated in unit business process re-engineering.

l Forecast section capital budget. Prepared and controlled spending against section travel and training budgets.

l Managed 120 technicians performing servicing and repair work to the CF-18A/B aircraft

l Commanded maintenance detachments of 20-50 personnel maintaining 4-10 CF-18A/B aircraft during deployed operations in Scotland, Portugal and Sardinia.

l Commanded squadron maintenance activities during NATO wartime readiness exercises - as such, successfully qualified squadron to NATO standards through 9 audits.

l Commanded 13 technicians/technologists and on-site civilian contractors performing servicing and repair to a CF-18A/B aircraft simulator and associated software. Monitored sub-contractor compliance with software support contract

l Unit General Safety Officer. Developed, implemented and supervised workplace safety, safety training, and WHMIS programs for a unit of 400 maintenance technicians

BEng Mechanical Engineering, 1986: Royal Military College, Kingston, Ontario

MSc Aerospace Vehicle Design, 1992: Cranfield Institute of Technology, England

MBA, concentrations in Strategy, Operations Management, MIS (part-time, commenced 1996, completion 2001): York University, Toronto, Ontario