CARL SCHUUR

Manager/MBA

Kent, Washington

Ph. 253-***-****

PROFESSIONAL EMPLOYMENT SUMMARY

Seasoned capital planning and CapEx expenditure process manager. Believe focusing on process ensures the delivery of desired outcomes. Project management and reporting are enabling tools effecting results. Have passion for developing winning teams through open communication and leadership by example. Possess a broad understanding of Engineering, Networking and Manufacturing technologies. Proficient with presenting plans, strategies and analyses to senior leaders. Strong in accounting theory and controls.

Unique Skill

Ability to analyze/correlate/organize/present with clarity, strategic investments to executive leaders. Have presented an estimated four hundred $1M+ business cases to company leaders, all of which were approved. I understand the science and can develop and present strategically focused data and materials, to illuminate the value proposition for your business decision makers.

Leadership

Boeing Research & Technology (BR&T) capital planning and project management process owner responsible for all facets of BR&T’s capital. Lead process to prepare annual Long Range Business Plan (LRBP) forecast for approx. 165 labs and 3,000 personnel, including 6 international sites; overseeing portfolio of approx. $75M of Construction-in-Process and leading the allocation process in investing $40M of new capital each year.

Interface with the organization’s CFO, heads of Financial Planning & Analysis (FP&A) and Business Operations to clarify and document functional organization strategies and investment plans.

Enable success of Boeing programs, contracts and research through capital investments.

Manage the annual capital budget allocation for the VP GM and CFO.

Facilitate bi-weekly executive review board meetings, enabling the commitment of funds within the CAPS database.

Oversee the process for forecasting CapEx costs.

Report quarterly Quality Management System metrics to validate process QMS performance.

Oversee the work of five personnel relating to commitments, project management, order preparation & release, receiving, team website/SharePoint, training and cost reporting.

Lead capital project management performance reviews with Director of Operations.

Counseled two major Lean+ efforts in researching potential process improvements; briefed team findings to CFO and Chief Engineer, and implemented changes.

Served as Corporate Capital and Environmental Health & Safety accounting SME for 4 years.

Led Corporate cross-functional team in developing PRO-38, “Custodian/Tenant Cost Responsibilities” (defines RAA’s and delineates costs attributable to business units, programs and functions).

Led corporate cross-functional team developing Boeing Realty sales process within BU financial and cost accounting structures.

Prepared/negotiated Corporate Advance Agreements outlining unique cost accounting practices between the Boeing Assistant Controller - Cost Accounting & Estimating, and the U.S. Government Corporate Administrative Contracting Officer (CACO).

Accomplishments

Developed project management process and ‘dashboard’ for monitoring CapEx progress for BR&T “Repositioning” project.

Conceptualized and implemented BR&T transition to the ePARTS web-based SMP system, reducing flow times by 300%, while centralizing control and reducing accounting risk.

Consolidated capital CIP portfolios of five different business units under one common process (2006); later expanded the model to incorporate two major new functions (2010; +120 labs).

Received “Silver Phantom” award from VP/GM of Phantom Works for lead role in organizing accounting model for successful LabNet ‘launch’ (a classified real-time warfare simulation network).

Negotiated a favorable company-wide real property “demolition cost” treatment with the U.S. Government CACO.

Pinpointed ‘key’ control weaknesses in a D&SG-wide audit of IAD/IRAD procurements.

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