Airline Maintenance, MRO Executive
Resume:
DAVID A. SHEPHERD
Kent, Washington 98030
abh8ha@r.postjobfree.com
SUMMARY
An executive leader who will provide sound vision, exceptional crisis management and problem solving skills to your
company’s operations by creating innovative solutions to key issues.
55% aircraft fleet growth in less than 3 years 100% increase in MRO facility capacity 33% increase in employee
productivity 5% increase in overall DOT On time Performance statistics Projected cost reductions exceeding $38 Million
121 air carrier certification in record 58 days Lean Six Sigma trained
SIGNIFICANT PROFESSIONAL EXPERIENCE
Independent Aviation Consultant, 2012 Present
Responsible for providing aircraft and aircraft records pre buy inspections. My clients include TASS Inc., where I
supported the B717 fleet transition from SWA/AirTran to Delta Airlines, and AimFleet, where I supported B737 fleet
expansion for SWA.
ALLEGIANT AIR LLC., LAS VEGAS, NEVADA, 2008 – 2012
Director of Aircraft Induction, Heavy Maintenance and Technical Services
Responsible for managing all heavy maintenance, and engineering functions. Held key responsibility for aircraft
acquisition, airframe & powerplant MRO procurement, technical engineering support, maintenance financial planning and
budget development. Key accomplishments include:
• AIRCRAFT ACQUISITIONS: Successfully managed an over 55% fleet growth by acquiring and conforming MD80
and B757 aircraft from international and domestic operators. Led efforts resulting in B757 fleet addition to the
Allegiant Air Operations Specifications. Provided investment analysis and made recommendations for the
procurement of aircraft to support Corporate Finance. Developed strategy, and execution plans for the overall
long term integrated fleet plan.
• OUT SOURCING PROCUREMENT & MANAGEMENT: Established solid evaluation criteria and total cost model
to objectively evaluate Airframe MROs and Engine Shop suppliers. Led supply chain selection process, which
realized a 28% cost reduction in Airframe MRO labor costs.
David A. Shepherd
• CREATION OF PERFORMANCE METRICS: Developed a vendor maintenance scorecard to provide feedback
and establish key performance indicators (KPIs) for Airframe MRO facilities. Developed KPIs to measure
schedule performance, reliability, product quality, and customer service.
• AIRCRAFT INTERIOR MODIFICATIONS: Managed major aircraft interior modification to increase MD 80 Series
aircraft passenger seating capacity from 150 to 166. Created process flows and established plan for STC
certification effort. Coordinated with principal vendor to ensure accuracy of the Master Data List (MDL) and all
associated engineering/certification documentation. Implemented processes to stage kitted material to identify
inventory shortages early in the modification process. Provided management oversight at MROs accomplishing
the modifications.
• POWERPLANT SOLUTIONS: Established a Powerplant Committee, consisting of Engineering, Fleet Planning
and Financial Planning, to determine procurement strategy and off wing maintenance strategy for all powerplants.
Developed turbine blade analysis program to identify and inspect high time turbine blades before failure. Created
logic tree, to provide guidance to flight crews for aircraft experiencing engine EGT performance issues, which
decreased diverted flights and air turnbacks.
SKYBUS AIRLINES INC., COLUMBUS, OHIO, 2006 –2008
Director of Aircraft Maintenance and Technical Services
Responsible for managing all maintenance, engineering, planning, procurement, and contract management functions. In
addition, held responsibility for aircraft acquisition, technical engineering support, maintenance financial planning and
budget development. Key accomplishments include:
• 121 AIR CARRIER CERTIFICATION: Founding member of the 14 CFR 119 management team. Authored
department manuals, and developed supporting programs, policies, and procedures. These efforts resulted in
achieving FAA 121 Air Carrier certification in a record 58 days from Air Carrier manuals submission date.
• OEM CONTRACT MANAGEMENT: Pioneered total support program (TSP) out sourcing concept with OEMs
such as Airbus and GE to provide materials and labor for line and component maintenance activities. Negotiated,
managed and developed key performance metrics for TSP contracts.
VUELING AIRLINES S.A., BARCELONA, SPAIN, 2005 – 2006
Senior Vice President, Maintenance and Engineering
Executive level team member responsible for developing maintenance & engineering sourcing strategy and infrastructure
creation. Monitored the administrative and technical performance of the Maintenance and Engineering division to ensure
compliance with EASA Regulations. Held responsibility and accountability for financial planning and budgetary control of
Maintenance and Engineering Division activities. Acted as Deputy COO and coordinated strategic growth plans with
Marketing Planning, Finance, and Flight & Ground Operations. Key accomplishments include:
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David A. Shepherd
• STRATEGIC SOURCING: Successfully negotiated and implemented a component maintenance supplier change
resulting in 47% reduction in Airbus A320 fleet maintenance cost.
ALASKA AIRLINES, INC., SEATTLE, WASHINGTON, 2001 2005
Director of Vendor Maintenance, August 2003 – March 2005
Director & General Manager, Oakland Base Maintenance, January 2003 – August 2003
Director of Line Maintenance Outstations, December 2001 – January 2003
Responsible for the accomplishment of all outsourced aircraft maintenance overhaul operations. Responsible for ensuring
quality, schedule, and fiscal value for work performed at Vendor Maintenance locations. Accountable for managing
airframe overhaul budgets exceeding $50,000,000 annually. Held responsibility for leading teams of more than 300
employees and the overall operation of the Oakland Base Maintenance facility and nine aircraft maintenance line stations.
Key accomplishments include:
• IMPROVED CAPACITY: Consolidated in house heavy maintenance to one location in Oakland, CA. Using Six
Sigma DMAIC methodology and constraint management provided direction and project management to increase
heavy maintenance capacity at the Oakland facility by 100% without any increase in labor costs.
• IMPROVED PRODUCTIVITY: Using Lean strategy with a Kaizen 5S process reorganized workforce to
standardize available labor resources across work shifts enabling production tasks to be scheduled on any work
shift. Established procedures to assign workload and measure productivity. This resulted in a 33% increase in
employee productivity.
• IMPROVED ONTIME PERFORMANCE: Developed a daily first flight timetable with measurable line maintenance
commitments. This resulted in an over 5% increase in overall DOT On time Performance statistics.
• COST SAVINGS ANALYSIS: Developed economic justification to change maintenance program from a “Block C”
format to a “Phased C” for the B737 NG fleet with five year projected savings of over $38,000,000.00.
SOUTHWEST AIRLINES COMPANY, DALLAS, TEXAS, 1991 2001
Director of Maintenance Eastern Region, August 1999 – April 2001
Director of Intermediate Maintenance, June 1997 – August 1999
Held responsibility for leading a team of more than 300 employees and the overall operation of five aircraft maintenance
line stations and hangar facilities nationwide. Also, managed annual operational budgets, which exceeded $28,000,000.
Key accomplishments include:
• CREATION OF PERFORMANCE GUIDELINES: Established “Guidelines for Creating a Successful Environment for
Contract Employees in Lead Positions”, in order to promulgate guidelines and standards for supervisors to evaluate the
performance of union employees who held lead positions.
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David A. Shepherd
• INCREASE IN SCHEDULE PERFORMANCE: Reorganized the “B/C” check crew into three teams of 40 mechanics,
each responsible for four “B/C” checks per week. The results were a capacity reduction of two checks per week with
the associated cost savings of $55,000 per check. Schedule performance increased from 72% on time to 84% on
time.
ADDITIONAL EXPERIENCE
UNITED STATES NAVAL RESERVE, Commissioned Aeronautical Engineering Duty Officer, 1989 2000
EDUCATION
University of Texas, Arlington, Texas
M.B.A., Business Management, 1993, GPA 3.50.
Parks College of St. Louis University, St. Louis, Missouri
B.S., Aeronautics, Aircraft Maintenance Engineering, Cum Laude,1984, GPA 3.33.
ADDITIONAL QUALIFICATIONS
F.A.A. Airframe and Powerplant Mechanic Certificate
Private Pilot Airplane, Single Engine, Land and Sea.
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