For complex programs where requirements, risk, cross-functional ownership, sequencing, decisions, and acceptance have to stay connected.
I have led programs from several positions: engineer, functional leader, executive sponsor, program owner, product owner, consultant, and educator. The recurring job is to create enough structure that complex work can move without confusing activity with accepted progress.
I rely heavily on requirements, decision rights, risk, dependencies, traceability, acceptance criteria, and visible ownership. That approach has been applied to enterprise systems, manufacturing conversions, product programs, recovery work, and current AI-assisted software development.
Selected to show the strongest overlap with this kind of role. The full record remains in Expertise and Work.
Why it matters here. Shows program recovery and manufacturing-system leadership in a defense environment.
Proof point$51M Led production engineering on the $51 million MK 41 Vertical Launching System program.
Why it matters here. Shows rapid cross-functional execution under emergency constraints.
Proof point~32,000/day The manufacturing conversion reached a production rate of approximately 32,000 reusable masks per day.
Why it matters here. Shows a large product-development and launch portfolio with multiple technical and business dependencies.
Proof point400+ products More than 400 medical and orthopedic products were developed and released across the broader cross-functional program by 2013.
Why it matters here. Shows operations research, cost, and supply-chain analysis inside a defense program.
Proof point>$100M Historical career records report that the AMRAAM acquisition team saved more than $100 million on an approximately $1 billion program.