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Manager Management

Location:
Melbourne, Florida, United States
Salary:
165000
Posted:
December 29, 2017

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Resume:

GARY R. COPLEY

**** ******** ***, *********, ** 32934

Cell: 321-***-**** Email: ac3umb@r.postjobfree.com

www.linkedin/in/Gary-Copley

IT / TECHNICAL, BUSINESS DEVELOPMENT, OPERATIONS LEADER

Professional Summary:

Tenured Business Development and Operations Executive with 20+ years of experience in IT, Systems Engineering and Program Management; expert in Earned Value Management. Possess strong leadership skills and proven history of high revenue generation and technical results

Skills and Expertise:

Executive Leader Business Operations Business Development IT / Technical

Team Development P&L Metrics / Data / Reports Systems Engineering

Coach / Mentor Budget Planning Negotiations Software Development

Hiring / Retention Expense Management Medical Device Testing / Verification

Training Development Policies and Process Transportation Software Architecture

Product Management Pricing / Margins Telecommunications V Model Development

Program Management Program Turnaround Defense / Aerospace Systems Integration

Process Improvement Complex Analysis Customer Relations Agile SCRUM Master

Project Management Program Planning Scope Management Business Turnaround

Systems Design Development Implementation Administration

Career Highlights:

Led organization from $0 profit to an annual profit of $2M+ in less than 19 months

Took over # 1 priority program, (project was two years late at the time), turned it around to become cornerstone product that GE now sells to 90% of all US/global customers

Improved overall execution and on-time delivery 50+ basis points from 2015 to 2016

PROFESSIONAL EXPERIENCE

General Electric - Transportation 2014 – Present

Senior Manager, Engineering Project Manager

Key Focus:

Manage Engineering Project Manager group (EPM group)

Manage execution of projects, proposals, schedule resources and match to program schedule, and manage budget expenses

Staff, train and mentor talent to ensure projects are completed on time

oGrew team from 8 direct reports to 20 in 10 months, from understaffed to fully staffed to achieve increased overall execution and on-time delivery

Key Results:

Improved overall execution and on-time delivery 50+ basis points from 2015 to 2016, and high 80s basis points thereafter

Moved organization toward Agile function; designed Agile shared services for company

Expertise Utilized:

Program Planning, Integration Process Improvement, Metrics / Data / Reports, Scope Management,Program Management, Testing / Verification, Agile / SCRUM

Engineering/Technology Program Leader

Key Focus:

Managed execution of development programs within the Trip Optimizer Product line

Key Results:

Took over the # 1 priority program in the division within two weeks of joining the organization; project was two years late at the time

oManaged the program through 4 on-time planned deliveries

oGuided/completed the detailed planning for all project deliverables

oCreated a high-performing development team that delivered on commitments

Expertise Utilized:

Program Planning, Scope Management, Program Management, Testing / Verification, Technical Team Development, Systems Engineering

Northrop Grumman RFCIS Program Manager 2009 – 2014

Program Manager RFCIS Development Programs

Key Focus:

Managed performance for development efforts within RFCIS

Key Results:

Managed the successful first production of a DRE card set

oLed to new business award of $500M

oNormal card build is 18 months; program was completed in 10 months

Led the effort for multiple successful proposal developments for the P 8 program effort

oResult to date in awards of additional scope totaling over $4M since March 2012

Managed and led the effort to deliver an early prototype for the B 52 program

oPrototype was successfully tested in the Air Force B 52 integration facility

oManaged the successful initial production effort for the P 8 domestic LRIP 2 effort; hardware delivery was multiple months ahead of schedule

Turned around both the MALD J and DRE production programs; efforts successfully turned very dissatisfied customers into very satisfied customers during the process

Guided the ALL Band program through 3 major reviews and successful conclusion

oOverall program SPI 1.0

oOverall program CPI 1.01

Expertise Utilized:

Program Management, Program Planning, Scope Management, Customer Relations, Testing / Verification, Technical Team Development, Integrated Process Improvement, Complex Negoations, Earn Value Management (EVMS)

V I Engineering 2006 – 2009

Vice President of Operations / Director of Operations

Key Focus:

Oversaw P&L of $13M in revenue

Took over an engineering organization that had never made a profit

Key Results:

Led organization to an annual profit of $2M+ in less than 19 months

Staffed, managed and directed the program management and engineering organizations

With over 40 active projects the overall CPI was 1.01 and the SPI was 1.05

Made the company profitable and grew net worth from negative $400K to well over $500K in just over 2 years

Developed business directly with customer base and grew 4 customers from $0M to $5.5M annual revenue

Completed an Engineering re-structuring

oInherited engineering projects with major cost and schedule problems; within 60 days, formed team, determined better organizational structure, gained buy-in from boss and entire staff to replace old structure

oIn 3+ years, contributed a 200% improvement in the firm’s bottom line

Overhauled Project Management process to fix spending over 2000 hours monthly in non-revenue generating activities

oWithin 60 days, implemented an Integrated Product Team approach, clearly defining responsibility for client relationships, financial performance, and technological leadership of each project.

oWithin 1 year, project execution was creating revenue for the company

Inherited on-time, on budget performance of 33%; over the next 18 months the on-time, on-budget performance reached 98%

Took low revenue generating projects, (Microsoft projects typically generated revenue with little profit); proposed and implemented new billing and execution approaches

oThe $1.8M contract grew to $4.1M in 7 months

oThe new approaches dropped over $300,000 straight to the bottom line

Negotiated and convinced customer, over 14-month period that project design concept was now sound and would work

oCustomer took delivery of the system “as is” and completed the work on their own; eliminating warranty exposure of $750,000

oCustomer paid $75K settlement for terminating contract; bankruptcy was averted

Expertise Utilized:

Program Management, Program Planning, Scope Management, Customer Relations, Testing / Verification, Technical Team Development, Integrated Process Improvement, Complex Negoations, Budget Planning, P&L

PREVIOUS

Northrop Grumman, Chief Engineer / Deputy Program Manager STEC

General Dynamics AIS, Technical Manager Systems Engineering

Tellabs, Development Manager Software & Circuit Switch for Cablespan Product

EDUCATION AND TRAINING

Bachelor of Science in Physics, Ohio University

Expert: Earned Value Management

US Airforce Veteran

SOFTWARE AND SYSTEMS

Microsoft Office: Excel, Word, PowerPoint, Outlook

Microsoft Project, SharePoint, DOORS, Clarity, Rally



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