Manager | Director | Planning Resume
|Desired Industry: Management
|Desired Job Location: Riverside, California
||Date Posted: 5/29/2014
|Type of Position: Full-Time Permanent
||Availability Date: After May 30, 2014
|Desired Wage: $80K
||U.S. Work Authorization: Yes
|Job Level: Management (Manager, Director)
||Willing to Travel: Yes, 25-50%
|Highest Degree Attained: Bachelors
||Willing to Relocate: Yes
Motivated, practical Heavy Maintenance Executive with over 25 years experience in aircraft maintenance and associated professions for both Line and Heavy Maintenance Check operations. Ready and willing to meet the challenge with extensive knowledge of FAR regulations for Part 119, 121, 135 and 145-related application. Past experience as an A&P, Avionics Technician and Lead Technician with Aircraft Line, Heavy Maintenance, Shop and all related maintenance work. Dedicated leader with significant department, division and executive leadership, managing up to 200+ employees.
AMERIFLIGHT LLC. 2006-2014
Vice President and FAR 119 Director of Maintenance
Jan 2007 to May 2014
Direct employees: 195 (Average)
Charged with overall responsibility for the Maintenance Division with P&L control of over $25 million dollars. Oversaw regulatory and safety compliance, reliability, cost control, HR, procedures and division performance measurement.
Oversaw Maintenance, Quality Control, Quality Assurance and the Parts departments.
Transformed the Maintenance Division from old antiquated maintenance programs to advanced Part 121 style programs.
Advancements included a complete installation and activation of a Web-based real time Maintenance and Parts tracking system.
Initiated and installed a Web-based digital imaging system for all maintenance records.
Re-wrote the Maintenance Operations Manual to streamline policy and procedures while increasing safety and compliance.
Directed the re-write of several fleet maintenance programs.
Successfully stabilized the cost structure allowing for an increase in the maintenance operational footprint by 30% while maintaining overall P&L costs at 2006/07 levels.
Maintained mechanic to aircraft ratio at an astounding 0.8 technicians per operating aircraft.
FAR 119 Director of Maintenance Jan 2006 to Jan 2007
Direct employees: 145 (Average)
Oversight of 12 maintenance bases across the U.S. and Puerto Rico, consisting of approximately 174 aircraft of 6 different fleet types.
Worked closely with the Quality Control Department (QC) in developing programs that improved overall reliability gains across the company.
Worked closely with the Airlines Federal Aviation Administration (FAA) Primary Maintenance Inspector and his team; Directly involved with the development of regulatory guidance and policy changes to enhance safety and compliance.
Reduced MEL usage by 50%, and increased On-time performance by improving Phase Check performance by 5%.
Director of Maintenance (Accountable Manager)
July 2005 to December 2005
Liberty West Aerospace, MRO, Victorville CA. (Now Defunct)
Reported to: President and CEO of Liberty West Aerospace, Direct employees: 250 (Average)
Part 145 operation~Maintained overall responsibility for all maintenance activities within Liberty West Aerospace.
At peak operation Liberty West ran 8 check lines and carried 250 employees.
Developed Production Control Center with a standard planning and reporting process that incorporated milestone setting and goal expectations.
Overall success was seen with a dramatic improvement in project controls and labor utilization efficiencies.
These improvements provided a Technician on wing touch time by as much as 20%.
Additional: P&L, Operating Budget controls and customer relations.
ALASKA AIRLINES, OAKLAND, CA 1996-2005
Managing Director, Heavy Maintenance (A) (Interim) March 2004 to January 2005
Direct employees: 275 (Average), Indirect employees: 50 (Average)~Unionized Work Force
Oversaw operation of the Alaska Airlines Heavy Maintenance in Oakland CA, with indirectly reporting employees from Parts, Materials and Engineering staff.
Leadership demonstrated improvements that decreased costs, improved safety, decreased on-the-job injuries, improved hazardous waste compliance, increased schedule and maintenance reliability, and improved labor efficiencies.
This was accomplished inside a unionized environment that required daily negotiation skills to bolster cooperation to meet management strategy.
Senior Operations Manager December 2003 to March 2004
Direct employees: 275 (Average)
Managed all support functions within the operations such as: Staffing requirements, budget, expense justification, and project management of facilities and other major programs.
Directly liaised with Union Stewards to produce methods of labor control that was contractually sound while meeting business expectations including: Overtime reduction from as high as 10% to less than 1%, sick leave reduction from 6% to 3% and vacation overlap reduction from as high as 40% to below 4%.
Additional oversight in Hazardous Material Control, Safety and Tooling.
Production Control Operations Manager August 2002 to December 2003
Direct employees: 25 (Average)
Oversaw reorganization and operation of the Production Control Department which was tasked with the planning and coordination of all maintenance activities for a multi-million dollar Heavy Maintenance and Modification center handling dual line 737 series and MD80 aircraft. Under the Managing Directors guidance, introduced milestone theory and implemented these theories into real time aircraft status tracking with recovery plan system which provided a dramatic improvement of span time performance by as high as 75%.
2001 to 2002
Direct employees: 5 (Average)
Managed projects assigned by the Staff Vice President of Maintenance, the Managing Director of Heavy Maintenance and the Director of Heavy Aircraft Maintenance. Projects ranged from analyzing staffing requirements with zero cost associated to the re-model of a 2-bay Maintenance Facility, with a total project value of $10 million.
Select Major Milestones as Project Manager
Remodel of a 1957 2-bay aircraft hangar with Properties and Facilities budgetary expectations of $10M and producing the job for just under $8M.
Oversaw the development, design, contract, and completion of just under $1million in Aircraft Tail Stands in budget.
Change-over of a single aircraft Heavy Maintenance Operation to a Dual Line Heavy Maintenance Operation, which included developing job descriptions, operational procedures, labor scheduling, and task milestone tracking systems and operations.
Developed and obtained staffing requirements, to operate a Dual Line Heavy Maintenance Operation for 24 hours a day, 7 days a week coverage.
Alaska Airlines: Maintenance Supervisor- Direct employees: 25 (Average), 1996 to 2001. Avionics Technician.
Avionics Shop Lead & Line/Bench Technician, Skywest Airlines, Palm Springs CA
Electronics Bench Technician~ U.S. Marine Corps, Various Duty Stations~Field and Bench Electronic Communications Repair to component level.
Extensive On-the-Job Training and Real World Experience
College: General Education and Job-Specific studies
Airline: Numerous Vendor and Aircraft Maintenance Training Courses, and Leadership and Management courses
Military: Numerous Trade, Leadership and Management Courses.
Technical Maintenance Skills
Training & Development
Best Practices / QA
Airframe and Power Plant Certificate 2799737
FCC General Radio Telephone with Radar Endorsement # PG-11-36353
Project Management Certifications 5267351
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