V I N C E N T P. B A G L I O

** *** ***** **** ****: 631-***-****

Dix Hills, NY 11746 ab882x@r.postjobfree.com Mobile: 516-***-****

E XECUTI VE P RO FI LE

Division & Corporate Executive / Marketing & International Business Development Officer

General Management / Technology Development & Commercialization /Program Management

DYNAMIC LEADERSHIP CAREER IN THE STRATEGIC DEVELOPMENT, DESIGN, MARKETING AND DELIVERY OF ADVANCED TECHNOLOGY

PRODUCTS. SUCCESSFULLY TURNED AROUND UNDER PERFORMING OPERATIONS AND BUSINESS UNITS INTO PROFITABLE AND

GROWING BUSINESSES. EXPERTISE IN BUILDING AND REFINING A COMPANY’S ORGANIZATIONAL INFRASTRUCTURE, PRODUCTS,

TECHNOLOGIES, PROCESSES AND MEASUREMENT SYSTEMS TO OPTIMIZE RESULTS.

COMBINES EXTENSIVE “HANDS-ON” GENERAL MANAGEMENT, TECHNICAL AND OPERATIONAL QUALIFICATIONS WITH CONSISTENT

SUCCESS IMPLEMENTING MARKETING AND BUSINESS DEVELOPMENT STRATEGIES. STRONG GENERAL MANAGEMENT, GROWTH AND

P&L SUCCESSES. INTERNATIONAL BUSINESS EXPERIENCE IN AUSTRALIA, CANADA, GERMANY, ITALY, JAPAN, KOREA, MEXICO,

SPAIN, SWEDEN, SWITZERLAND, TURKEY, AND THE U.K. OUTSTANDING CROSS-CULTURAL COMMUNICATIONS AND TEAM

BUILDING/LEADERSHIP SKILLS.

Strategic, Tactical & Operations Planning Enterprise Resource Planning Business Process

Reengineering

Cross Functional Team Leadership Product Realization Processes Product Testing & Prototyping

Business & Financial Management Product Lifecycle Management Performance Metrics

Customer Relationship Management Corporate Development, M&A Integrated Product Teams

Quality Function Deployment Analysis Total Quality Management Business Case Analysis

Professional Experience

NORTHROP GRUMMAN CORPORATION, Bethpage, NY 2004 - Present

International aerospace, defense and electronics corporation with $26.4 billion in sales for

2011.

Program Manager & Integrated Product Team (IPT) Lead, Mission Systems, “Triton” Broad

Area Maritime Surveillance Unmanned Aircraft System (Triton BAMS UAS) (2013 – Present)

The Mission Systems IPT is responsible for software development, software test, unmanned systems

communications, sensor payloads and network architecture for the US Navy’s Triton BAMS UAS, a ~$2 Billion

System Design and Development initiative. The IPT lead provides products to required cost, schedule and

performance levels. These products include sensors; radars; antennas for both airborne and ground platforms;

airborne networks, computers, and control for sensor, radar, prognostics and health management for payloads,

telemetry, radars and other payloads; and the communications necessary to both transmit and receive data and C2

information to/from the airborne and ground platforms. Responsible for the following:

Responsible for ~$200M of program activities, including profit and loss

Developed and negotiated cooperative research and development activities with two NASA sites

Manage and lead domestic and international proposal efforts and new opportunity captures

Manage customer engagement and expectations.

Developing the architecture and technology road maps

Develop mitigation plans for risks and realization plans for opportunities

Ensure requirements are understood and satisfied

Ensure integrated master schedule and statements of work are met

Utilize the Earned Value Management System as a management tool

Manage the product configuration baselines

Manage the test planning process, review results and ensure compliance with requirements.

Vincent P. Baglio – PAGE 2

NORTHROP GRUMMAN CORPORATION, Bethpage, NY, continued

Program Manager & Integrated Product Team Lead, Airspace Integration, and Program

Manager & Integrated Product Team Lead, System Design & Development Program

Affordability, Triton Broad Area Maritime Surveillance Unmanned Aircraft System (BAMS UAS)

(2010 – 2013)

The Airspace Integration Integrated Product Team (IPT) is responsible for ensuring that the BAMS UAS may

operate in global, civil, and military air traffic management environments worldwide. To perform this function, the

BAMS UAS is equipped with necessary avionics systems to safely operate in global, civil and military air traffic

management environment. The purview of this IPT includes Airspace Integration pre contract and contract

execution activities as well as the BAMS System Design & Development activities associated with acquisition and

integration of the due regard radar and the Airborne Sense and Avoid Activity Development activity. The due

regard radar is the baseline for the joint services Airspace Integration solution. The Affordability IPT is responsible

for development and execution of the program level affordability strategies to achieve program cost objectives. The

Affordability Manager executes an integrating role with strong ties to the business and program management

communities. The IPT implements affordability processes and tools, offers training on affordability methods, and

coordinates within the program the cost estimating, design engineering, and systems engineering resources for

affordability analyses. Activities include understanding both the technical and financial aspects of the program,

being proactive in achieving affordability goals, and exercising authority in controlling future costs. Responsible for

coordinating and integrating the development and evaluation of program affordability targets, initiatives and

ensuring the value of the completed initiatives is captured.

Won $65.6M in new business

Responsible for $91M of program design, development and test activities

Manage the activities of the air to air radar subsystem (AARSS) provider/subcontractor. The AARSS is a

new radar specifically designed for unmanned aircraft to detect and track other aircraft for collision avoidance.

Ensure the technical design competence and oversee the hardware and software design, development and

integration of Airspace Integration activities.

Employ modeling and simulation (including operator in the loop) resources that will be used to support the

development and/or verification & validation of Airspace Integration requirements and safety analysis.

Manage the Airborne Sense and Avoid initiative, an advanced development program leading to fully

automated unmanned aircraft flying safely with manned aircraft in global, civil, and military airspace

Manage customer interfaces and ensure customer satisfaction.

Develop and maintain program affordability plan

Develop program level plans and strategies to achieve affordability objectives across all elements of cost.

Initiate a risk and opportunity database that facilitates effective risk mitigation and opportunity pursuit

Initiate predictive tool sets and metrics to ensure cost performance targets are achieved and track

performance

Lead Estimate at Complete (EAC) efforts and guide IPTs with affordability considerations

Lead affordability through transition from development to production

Perform cost driver analysis, process/product costing, improvement strategies and target development

Program Manager, Advanced Programs & Technology Division, Aerospace Systems Sector

(2004-2010)

Serving as an executive member of the management team to define new program development in support of

Aerospace Systems Business Areas. Provide enterprise technical and programmatic integration across the

business’s programs and ensure that concepts & technology applications developed meet the Division’s strategies,

goals and

objectives. Maintain liaison with management in all product areas and functional areas to exchange information,

coordinate efforts and resolve problems.

Selected for Northrop Grumman’s “Program Management Conference” training

development program, a requirement to capture and manage large (>$100 million)

programs.

Led the yearly initiative to develop the Advanced Concepts plan for the Division’s 5-year

Strategic Plan, including transformational strategies, investment recommendations and

product transition opportunities

Vincent P. Baglio – PAGE 3

NORTHROP GRUMMAN CORPORATION, Bethpage, NY, continued

Planned, managed and controlled all department activities, including new business capture,

acquisition, backlog, internal development, operating plan goals, and staffing requirements

Responsible for implementing a management system that integrates processes and

systems to deliver quality, on-time solutions while satisfying all financial requirements and

providing visibility and status.

Effectively manage risks and issues on all development projects

HERLEY INDUSTRIES, FARMINGDALE OPERATIONS (FORMERLY GENERAL MICROWAVE)

Long Island, NY 2004 – 2004

Global aerospace, defense and medical industries supplier with major assets in Europe,

Middle East and US, offering sophisticated electronics products. Over $120 million in

corporate sales and $25 million in annual business unit sales.

Vice President/General Manager

Full P&L responsibility for the entire operational unit, which designs, develops, manufactures

and sells sophisticated electrical/electronic products.

Responsible for turning around an under-performing organization and enabling its growth.

Accountable for increasing sales, backlog, profitability and cash flow. Liaison to all other

corporate business units. Responsible for 170+ employees covering the disciplines of

Accounting/Finance, Engineering, Human Resources, Information Technology, Manufacturing,

Marketing & Sales, Program/Project Management, and Quality.

Responsible for the day to day business of the division.

Developed long range goals, strategies and plans for the division, including integration of

two business units into one corporate entity.

Facilitated sales, backlog, P&L and cash flow growth via aggressive tactical planning.

Introduced “lean” process concepts to help achieve efficiencies and fuel growth.

Built an environment of teamwork and enhanced communication.

SMITHS AEROSPACE ELECTRONIC SYSTEMS, Long Island, NY 2002 – 2004

Top-tier global aerospace supplier with major assets in Europe and US, offering diverse

products from flight data systems and avionics equipment to aerostructures and hydraulic

systems. Over $1billion in corporate sales and $50M in annual business unit sales.

Director, Engineering & Program Management

Focal point with full P&L responsibility for engineering and development activities supporting

manufacture and process engineering of sophisticated electrical/electronic products. Direct

engineering, program management, R&D, new business proposals, configuration

management, design, reliability/safety, prototyping, testing and material buying. Create

detailed engineering budgets and performance metrics.

Evaluated designs, specifications, manufacturing feasibility/costs, quality and reliability test

data and marketing potential for new products and product enhancements. Liaison to all other

business unit departments. Supervise 70-member department at 2 sites (New York and

Florida). Also responsible for Manufacturing at Florida site.

Reduced product development costs 25%. Cut time to market from 10-12 months to 6-8

months.

Reorganized department for operational efficiency. Revamped engineering and program

management processes for ISO 9001:2000 and AS9100 compliance.

Prepared and executed detailed research and development plan, a first for this business

unit. Deployed “earned value” metrics for project-cost performance. Expanded business

unit’s participation and reputation within division and corporation as a whole.

Vincent P. Baglio – PAGE 4

CUBIC TRANSPORTATION SYSTEMS, New York, NY 2000 – 2002

Developer of large-volume information/transaction processing systems for automatic fare

collection, transaction processing and access control. Major clients in NYC, London, Chicago,

San Francisco, Hong Kong and Vancouver. $250M in annual sales.

Senior Manager, Business Development & Government Liaison

Challenged to implement new business development strategies and respond to marketplace

opportunities. Translated customer requirements into product enhancements/new product

development. Lead Engineering, Program Management, Manufacturing, Customer Service,

Contracts and Cost/Estimating team members in developing plans to capture new business.

Guided proposal process to ensure satisfaction of customer requirements through competitive

business/technology solutions. Negotiated follow-on business with customers; served as

liaison to state/local government officials.

Spearheaded several international proposal activities, generating $25M in business.

Devised regional planning strategy with introduction of Smart Card for transit and

commercial applications as its centerpiece.

Conducted industry/competitor research and analysis to develop and manage successful

pricing strategies. Key participant in strategic partnership discussions.

BEACON CONSULTING SERVICES 1999 – 2000

Start-up company providing manufacturing industry consulting for aerospace, pharmaceutical,

telecommunications, automotive, logistics services and consumer products companies. $3M in

international sales annually.

Engagement Manager/Senior Consultant

Project leader for extensive engagement with ANTEC, an international supplier to the

cable/telecommunications industry. Oversaw project budget and schedule to ensure customer

satisfaction.

Guided long-range planning using Quality Function Deployment (QFD) analysis tools,

facilitating executive sessions to translate corporate vision/strategy into product and

business requirements.

Reengineered product lifecycle management, planning, product development and

contracting processes, focusing on corporate activities, cycle time reduction, total quality

management, systems/technology requirements for Enterprise Resource Planning, human

resources and organizational structure. Introduced structured approach for business case

analysis, driving financial and product decisions.

Revamped organizational structure for engineering, product management/marketing and

program management. Managed and facilitated teams producing business process and

organizational breakthroughs. Implemented reengineering conflict management plan.

Integrated corporate acquisitions with new process at international sites.

Reduced time-to-market for new products by 30% by implementing Product Realization

Process for product development and integrating it with sales, inventory, operations

planning and manufacturing.

Identified and documented performance metrics for process achievements, linking

operational metrics with financial data and supporting customer service objectives.

NORTHROP GRUMMAN CORPORATION, Bethpage, NY 1982 – 1999

International aerospace, defense and electronics corporation with $9 billion in sales for 1999.

Product Manager, New Business & Special Projects (1997-99)

Coordinated new business initiatives for E-2C Airborne Early Warning and Control Aircraft.

Developed concepts, objectives, staffing, budget and schedule requirements for proposals.

Managed customer relationships. Established multi-discipline Integrated Product Teams.

Planned internal development activities, soliciting capital assets according to

corporate/program objectives. Supported strategic, tactical and operations planning.

Streamlined product development schedule, reduced aircraft manufacturing costs 30% and

lowered reliability/maintainability costs 20% through process reengineering initiative.

Successfully marketed, presented and sold new technology applications to senior decision-

makers in industry and government. Secured $12.3M in new business.

Maintained export control compliance. Developed technical assistance agreements and

export/import licensing for international programs. Launched ISO 9001 quality compliance

efforts for Bethpage, NY facility.

Vincent P. Baglio – PAGE 5

NORTHROP GRUMMAN CORPORATION, Bethpage, NY, continued

Manager, Simulation Facility Operations & Programs (1995-97)

Administered $50M simulation facility with $5M annual budget and professional staff of 14.

Spearheaded strategic and annual operations planning. Coordinated and executed simulation

projects/initiatives using Integrated Product Teams to support customers analyses and

demonstration requirements. Ensured performance, schedule and cost compliance on 8

customer programs.

Served on Northrop Grumman’s Advanced Surveillance/Battle Management Integrated

Product Team, developing new business and fulfilling internal development contracts.

Conducted internal study to benchmark corporate prototyping proficiency and establish

more cost-effective, rapid prototyping capability.

Co-developed simulation work share program with McDonnell Douglas and British

Aerospace for Joint Advanced Strike Technology Program.

Developed internal/external customer relationships for Skunk Works operation. Directed

proposal activities and secured $1.1M in new business. Facilitated introduction of several

highly successful pilot visualization systems.

Outstanding Performer Development Program (1994)

Selected for highly competitive, upper management training program with rotational

assignments in Business Development, Marketing, Strategic Planning, Program Management,

Business and Financial Management, Electronics Programs, Field Operations, Integrated

Logistics Support, Manufacturing, Quality and Aerostructures.

Analyzed business development, linking Commercial Aircraft Division/Aerostructures

corporate investment activities to business objectives and strategies.

Served on Front End Transition Team for Northrop Grumman merger, helping to organize,

reengineer and blend new company’s development and technology activities.

Key contributor to organizational structure development and option plan/white paper

implementation for Prototyping and Simulation Center.

Developed trade-study matrix with data to facilitate corporate site selection for proposed

U.S. Navy program.

Defined electronics/avionics support equipment requirements for Grumman/Agusta Joint

Primary Aircraft Training System (JPATS) proposal.

Senior Engineer, Integrated Aircraft Technology Thrust (1987-93)

Directed corporate technology development initiatives for covert penetration and air-to-ground

weapon delivery. Managed programs/initiatives that successfully commercialized previously

undeveloped Grumman technologies.

Transitioned existing technology from lab and simulation evaluation to product applications.

Implemented systems engineering process to efficiently incorporate customer requirements in

system/product designs.

Engineer, Guidance and Control System Integration (1986-87)

Project manager for F-111A/E and EF-111 Aircraft System Modernization Program. Conducted

system engineering compliance and performance analysis via computer simulation and trade

studies. Resolved subsystem integration and flight safety issues. Presented results to

customer during program management/design reviews.

Associate Engineer, Flight Test (1984-86)

Performed emergency procedures and redundancy management testing for X-29A forward

swept wing technology demonstrator program. Analyzed real-time aircraft telemetry data.

Assistant Engineer, Stability and Control/Flying Qualities (1982-84)

Developed/verified models and databases for A-6F, EA-6B and A-6E aircraft.

Vincent P. Baglio – PAGE 6

Education

MBA in Finance, Hofstra University, Hempstead, NY, 1993

MS in System Engineering, Polytechnic University, Brooklyn, NY, 1986

BSE in Mechanical & Aerospace Engineering, Princeton University, Princeton, NJ, 1982

Awards & Recognition

Who's Who in the World (1993 2012)

Selected for Northrop Grumman’s “Program Management Conference” training development program, a

requirement to capture and manage large (>$100 million) programs. (2006)

International Council of the Aeronautical Sciences Program Planning Committee (1989 93)

Beta Gamma Sigma, National Honor Society of Business & Management (1993)

American Institute of Aeronautics and Astronautics L.I. Section Young Engineer Award (1990)

Grumman Engineering Department Annual Achievement Award (1987)

Grumman Individual Performance Award (1986)

Grumman Master's Fellowship (1984 86), Princeton University Scholarship (1978 82)

Author of 4 publications including NATO Conference Proceedings (list available on request)

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