Manager Engineer

PATRICK M. MONTGOMERY

***** ******** **** ****

Email: *********@*****.*** Athens, Al 35613 Phone: 256-***-****

PROFESSIONAL PROFILE

A CUSTOMER FOCUSSED, AGGRESSIVE professional with over 25 years experience in achieving ORGANIZATIONAL EXCELLENCE in the Aerospace, and Automotive industries. Able to accomplish MULTIPLE TASKS in a team environment through sound MANAGEMENT skills, strong COMMUNICATION ability, and employee MOTIVATION.

AREAS of EXPERTISE:

System Engineering Program Management Communication

Engineering Management Lean Manufacturing Quality Management

Customer Relationships Risk Management Contract Administration

Continuous Improvement Flight Safety ISO/AS 9000; FAA

Leadership Complex Technical Issues EVMS/Cost Management

KNOWLEDGE BASE:

Electro-Mechanical Assy. Aircraft Power Systems Missile Guidance Systems

Unmanned Launch Vehicles Space Shuttle Experiments Reliability Testing

Avionics Requirements Interpretation Solid Fuel Rocket Motors

Stamping/Machining Electroplating Printed Circuit Boards

Injection Molding Insert Molding Electric Motors

PROFESSIONAL EXPERIENCE:

NASA MARSHALL SPACE FLIGHT CENTER, Jacobs Engineering – August 2007 to Present. Working in System Design branch of Vehicle Engineering department (EV72).

LEAD SYSTEM ENGINEER – Currently assigned to the SLS Booster Element Office working on engineering models used to characterize booster performance in flight simulations run by Vehicle Management (VM - GN&C) group. Booster POC for the separation & staging trade team. Also work with Booster TVC group as their SE&I representative. Handle most of the up & out issues between Booster Element and the VM or STE group DLEs.

Created the DATA EXCHANGE MATRIX currently used by the Booster Element to track all data requests from VM to Booster as well as data requests from Booster to VM.

LED the coordination, assignment, and review of all SLS Program documents that were flowed to Booster Element during program inception and leading up to vehicle SRR/SDR.

Primary contact for all PERFORMANCE MODELS used on the Booster Element and the content of these models. Work with all EDLEs within Booster that have engineering or performance models as part of their work breakdown structure. Models are coded in MATLAB for use in MAVERIC, SAVANT, and CLVTOPS for simulations run by VM or the Structures & Environments (STE) group.

Assisting in the generation of the System Engineering Management Plan (SEMP) that will be used by the Booster Element on the SLS Program. This is a continuation of the extensive work on the Data Requirements Document (DRD) that will become part of the Booster Element contract with their prime. Effort focused on the avionics emulation models, performance, and structural design modeling & data requirements.

PATRICK M. MONTGOMERY Page 2

Worked integration issues on first flight of new Ares vehicle (Ares I-X) as well as process definition for HARDWARE INTEGRATION at KSC.

Participated in the Staging TRADE STUDY at MSFC to determine optimal method of separating upper stage and first stage (single or dual plane separation).

Participated in the design of the high altitude deceleration of the first stage after separation from the upper stage which involves the firing of booster tumble motors to achieve correct vehicle orientation for recovery.

LED EFFORT to resolve vehicle lift-off issues due to heritage TVC limitations. Able to reach agreement between several parties and correctly scope capabilities of first stage TVC in relation to vehicle needs.

LED EFFORT to resolve TVC performance requirement issues between first stage and MSFC GN&C leading to a final set of requirements accepted in the Ares I SRD. An 18 month effort.

First stage point of contact with several vehicle level groups (AFSIG, GN&C Panel, Risk VIT, ETC.).

Assigned as Ares I first stage aft assembly hardware integration SE&I lead for transition of shuttle aft ASSEMBLY integration processing (process & planning) to the Ares I aft assembly integration in the ARF and RPSF buildings at KSC.

GCA PRODUCTION SERVICES - July 2006 to June 2007. Contract labor organization working in partnership with large international company in aerospace industry. Produces high-end components for military and commercial airplanes and helicopters.

SITE MANAGER - Managed approximately 230 employees that were placed in many different disciplines throughout the customer operation. Full P&L responsibility. (Total operation size of about 700 people). Provide contract support to employees in HR, Engineering, Quality, Production, Customer Service, Accounting, & Maintenance. Successful business turn around. Left due to management change at client company.

* Created organic growth of over 20%. Increased gross profit margins by 15%. Reduced expenses by over 15%. Improved EBITCA by almost 25%. Established operational structure, formalized production procedures, improved safety program.

* Streamlined recruiting/staffing processes. Reduced turnover, and improved training effectiveness,

TRIS USA - April 2004 to June 2006. Produced carbon brushes and assemblies for electric motors in automotive applications (power window/seat, wipers, starters, alternators, and fuel pumps). Also produced welded/soldered parts for auto industry. Successful turn in 7 months.

PLANT MANAGER - Lead activities for about 180 employees. Reporting functions include Materials, HR, Quality, Production, Test, and Maintenance. Processing included presses, baking, injection molding, soldering, welding, and grinding.

* Improved CUSTOMER relationships with On-Time Delivery at 98%, reducing the number of defects found at customer site, and improving response to customer concerns or complaints. Reduced DOWNTIME by 25%,

* Established product improvement teams using TQM and SIX Sigma techniques. Increased inventory turns from 11 to 24 annually. Increased EBITCA by over 35%. Organic business growth of 12%.

* Established System Engineering process to more effectively implement customer requirements, respond to customer changes, and keep key people focused on specific products. Initiated facility SAFETY program.

* Improved business system effectiveness by: re-aligning supervisors and staff, improved COMMUNICATION between production & support areas, and hold managers accountable for meeting their GOALS/METRICS.

PATRICK M. MONTGOMERY Page 3

KIRKWOOD INDUSTRIES – January 2000 to June 2003. Produced copper & carbon commutators, carbon brushes & contacts, and sub-assemblies for electric motors. Processes included CNC machines, pill presses, baking, injection molding, soldering, welding, form presses, punch presses, grinders, and video inspection equipment.

GENERAL MANAGER - Managed efforts of about 260 employees in TWO DIVISIONS for AUTOMOTIVE, AEROSPACE, and commercial applications under ISO/QS 9001. Direct reports were: Sales, Accntg, HR, Engineering, Operations, QA, Materials, & Maintenance. Business was sold and moved.

* Returned P&L to break even or better in highly volatile sales environment. REDUCED overtime and indirect labor costs. Achieved over 98% ON-TIME DELIVERY performance in both divisions. Grew business by 18%.

* Established process and schedule improvement teams using BOTTLENECKING, BENCHMARKING and Six Sigma concepts. Positive improvements in material and labor VARIANCES, reduced SCRAP costs by 50%, reduced inventory level by 30% and increased INVENTORY TURNS from 2 to 27. Implemented Supplier KANBAN program.

* Achieved ZERO DEFECTS for 11 months at major customers. Passed OSHA accident investigation audit with only minor findings and penalties. Experience working with INTERNATIONAL SITES.

SAIC & RAYTHEON CORP. (NASA Glenn Research Center) – January 1991 to October 1999.

LEAD SYSTEM ENGINEER – Led SYSTEM ENGINEERING effort for SOLID ROCKET MOTOR (SRMU) program activities on the Titan IV Launch Vehicle at Lockheed Martin for NASA’s Cassini mission to Saturn. Tracked casting, ASSEMBLY, TEST and INTEGRATION of (SRMUs) (avionics, mechanical, hydraulic), both at the manufacturing plant in Utah and during integration at KSC.

* LED NASA effort on design/technical issues, adherence to terms, and MANAGED ACTIVITIES between NASA, Air Force (SMDC), Lockheed Martin, and ATK. CONDUCTED PRODUCT REVIEWS, and participated in design reviews with suppliers and government agencies. Tracked requirements’ implementation/interpretation, schedule, assembly and test issues, and coordination of problems within NASA. Maintained WBS and Critical Path Information for NASA.

* Member of Cassini Launch team as NASA SRMU Lead. ON CONSOLE for launch of Cassini.

* Worked on other NASA ELV missions such as GOES, SOHO, and Mars Observer. These were launched on the Atlas family of ELV’s. Assisted as required for main engines at Aerojet, avionics guidance sets from Honeywell, and SYSTEM INTEGRATION at supplier, & launch site.

Other career positions included Operations Manager, Quality Manager Test Engineer, Process Engineer in aerospace and commercial products companies.

EDUCATION:

Malone University, Canton, Ohio – Industrial Management degree

Oklahoma State University, OKC, Oklahoma - Electronic Engineering Technology degree

Additional Training – Program Management Certification Courses; Organizational Excellence in New Millennium; How to Manage Change; Employee Development Course; EVMS; Global Supply Chains; NASA Risk Management & System Engineering; MRP/ERP Implementation; SPC; Industrial Sales and Marketing; Conflict Resolution; ISO/TS/AS 9000 Implementation; Six Sigma; KANBAN; KAIZEN; FMEA/CIL; Flight Safety; Software QA; JIT; Standard Cost Accounting.

VERY COMPUTER LITERATE - with MS Windows, Office, Access & Project;

United States Marine Corps, Communications/Electronics, (SECRET CLEARANCE)

Contact this candidate