Manager, Management

Jason E. Perron Tampa / St. Petersburg, Florida Metro Area

************@*****.*** • www.linkedin.com/in/jason-perron-99714813/ • 860-***-****

Director / Manager of Operations – Senior Program Manager

Continuous Process Improvements / Multisite Operations / Productivity Improvement / Budgets / Plant Management / Lean Manufacturing / Product Design & Development / Six Sigma / PMO / 5S / Cost Reduction / Value Stream Engineering / Supply Chain / Project P&L / EVM / ISO / ERP / SAP / Change Management / SMED / JIT / EH&S / Kaizen / Production Planning / Team Building / TQM / Training / Staff Development / Project Management / Contracts / Negotiations / RFPs / Bids / Vendor Management / FMEA / Risk Management Business Development / Client Relations / Defense & Government Contracting / Capital Equipment / SOPs / SOWs / Resource Planning / Integrated Product Teams / Technical Sales Support

A versatile and sought after operations and program management leader, I have an outstanding record in high tech manufacturing firms such as Quality Thin Films, the Pixelteq division of Halma, the Zygo division of Ametek and United Technologies / Goodrich Corporation. Directing diverse multidisciplinary teams serving the commercial and defense sectors, I have consistently surpassed challenging corporate and client expectations. My efforts have generated strong gains in productivity, efficiency, quality and customer satisfaction.

My broad-based skills run the gamut from product develop and project management to process improvements and environmental, health and safety. Well versed in all phases of product development and Lean Manufacturing, I am recognized for special expertise in advanced optical, coating and thin film technologies, playing a key role in developing and bringing to market game-changing solutions for a wide array of industrial, aerospace and defense applications.

I have also contributed to business development and technical sales, participating in everything from RFPs, proposals and bids to successful account captures that generated significant revenue and profits.

At your organization, I could make a strong impact by:

Maximizing productivity & quality while reining in costs

Accelerating product development & go-to-market cycles

Developing, prototyping & constantly refining new products

Optimizing processes, methods & systems to boost efficiency

Developing farsighted strategic technology & product roadmaps

Devising & executing highly nimble change management strategies

Meeting or exceeding demanding customer & corporate requirements

Planning & delivering complex projects within tight time & budget constraints

Balancing empowerment & accountability to promote performance improvements

Recruiting, managing, mentoring & motivating top performing multidisciplinary teams

Fostering a culture of innovation, continuous improvements & organizational excellence

Others have described me as a natural leader and team builder, energetic motivator, astute analyst, visionary strategist, intuitive problem solver, persuasive communicator and trusted business partner.

My credentials include a Bachelor of Arts degree in Environmental Science/Policy & Geography (with a concentration in Earth & Physical sciences and a minor in Biology) from Clark University; and Continuous Improvement, Lean Manufacturing Leader certifications and a Six Sigma Green Belt. I am a Boy Scouts of America Eagle Scout.

Career History & Selected Highlights

Sr. Project Manager, AAR Composites, a division of AAR Corporation, 2017-Present. Recruited to direct company’s largest customer & programs, managing budgets to $16M and P&L on revenues to $12M annually. Managed developmental / prototype programs. Achievements include:

Utilized Visual Controls and Operations Management tools to level load production. Manufacturing refocused on strategic build plan, deployed a suite of Project Management and Operations Management tools to track and optimize resource management, and visual controls. Developed manpower tracking to show ROI on sales with personnel, action item tracker to bring closure to program issues and new level of accountability.

Operations Manager/Thin Film Manager, Quality Thin Films (QTF), 2016-2017. Recruited to direct day-to-day operations and lean manufacturing. Lead key change management initiatives, including an ISO transition, definition of Best Practices and transformation from a small company mindset to big company business model. Managed staff to 12. Notable achievements include:

Slashed downtime & cut costs. An excessive incidence of equipment failures at Quality Thin Films resulted in rising repair expenses and costly production interruptions. Conducted failure mode and root case analyses to identify key risks. Designed and implemented a preventative maintenance program, scheduling routine fixes for off hours. Created spare parts inventory for key machinery. Reduced unplanned emergency repair costs $155K in just six months. Cut downtime by 42%, contributing to a valuable jump in throughput.

Fast-tracked an ISO transition. QTF needed to adapt its existing ISO9001:2008 processes and documentation to meet the newly promulgated ISO9001:2015 compliance requirements. Served as SME on all phases of the transition, from planning to implementation.

Operations Manager, Pixelteq, a division of Halma, 2015-2016. Recruited to direct all thin film coating operations, managing a three-shift production schedule, a staff of 18 cross-function professionals, a $4M operation budget and $8M in annual output. Served in Acting VP of Operations and Acting Program Manager roles as part of company transition. Led FMEA, EH&S, Kaizen and control plan projects. Key accomplishments include:

Reduced scrap rates 38.8%, saving hundreds of thousands. Pixelteq suffered abnormally high reject rates. Designed and implemented a CAPA program, analyzing Pareto data to identify contamination being introduced during production processes. Developed solution to isolate and eliminate the contaminants. Cut scrap rates from 18% to 11% in just four months, generating $690K in savings.

Cured training & performance gaps. Lack for formalized training and competency/performance validations at Pixelteq resulted in serious skill deficiencies and inconsistences among operations staff. Created a comprehensive skills assessment program to determine areas in need of enhanced training. Conducted training on Saturdays to avoid production disruptions while addressing crucial gaps. Almost immediately generated a 25% productivity improvement and similar gains in quality.

Sr. Project Manager, Zygo Corporation, a division of Ametek, 2014-2015. Recruited to direct custom metrology solution programs, managing budgets to $13M and P&L on revenues to $5M. Managed NPI development programs. Achievements include:

Leveraged advanced project management tools to boost performance & morale. Weak program management practices and tools resulted in chaos, inefficiencies and waste at Zygo. Deployed a suite of MS Project and SharePoint solutions to track and optimize resource management. Capitalizing on the improvements, strengthened prioritization of resources, freed personnel for more value-added tasks, reduced stress, increased engagement and boosted satisfaction. Delivered strong gains in productivity.

United Technologies / Goodrich Corporation, 2005-2008. Recruited by Goodrich’s Intelligence, Surveillance & Reconnaissance group (ISR); then moved and promoted when the group was acquired by United Technologies Aerospace Systems (UTAS) division. Roles include:

Operations Manager, 2008-2014. Promoted to manage day-to-day operations of UTAS’s ISR group, including development and prototyping programs. Designed and directed continuous process improvements, leading Kaizen events, EH&S programs and implementation of Best Practices. Managed integrated project teams with up 16 multidisciplinary professional and budgets to $8M. Contributions include:

Accelerated maintenance cycles nearly 10-fold with Kaizen-based improvements. Routine maintenance cycles between production runs at United Technologies Aerospace Systems group were time consuming, inefficient and costly. Developed a Kaizen event to plot out process improvements. Identified bottlenecks during the cleaning and component replacement phases of maintenance. Cut cycle time and maintenance downtime from eight hours to just 50 minutes, saving more than $2M annually in increased throughput.

Reengineered supply chain processes to boost efficiency & control costs. Spot buying of chemicals and other materials at UTAS caused shortages and drove up costs. Working closely with supply chain, stock room and production staff, designed a JIT and Kanban procurement model. Negotiated new vendor relationships and revamped stocking levels. Implemented new tools to streamline tracking and automate replenishment. Significantly reduced out-of-stock related production delays.

Broke down silos, improving cooperation & cohesiveness. Tapped to take over as Operations Manager at UTAS, tasked with strengthening productivity KPIs. Recognized that lack of coordination among departments depressed performance and morale while fostering an adversarial atmosphere. Hosted interdepartmental brainstorming and teambuilding meetings to cultivate visibility, transparency, communications and synergistic collaboration. Created culture focused on shared missions and cooperation. Boosted efficiency, productivity, morale and engagement to new highs.

Program Manager, 2005-2008. Managed a wide range program value tracking and reporting to ensure on-time/on-budget deliveries, including Cost Performance Index (CPI), Schedule Performance Index (SPI) and Work Breakdown Structure (WBS) processes. Managed budgets to $7M and staff to six. Accomplishments include:

Wove a culture of safety into program management. Goodrich’s personnel safety processes and standards needed improvement. Established Best Practices as part of routine program management planning, including job hazard analyses to highlight risks and mitigation strategies. Injected a safety-first focus into the PMO’s DNA. Leveraged the proactive approach to drive reportable incidents and lost time to zero. Concurrently, utilized the new practices to help expedite ISO14001 certification.

Earlier: Served in Project Manager and Optical Design Engineer roles in the Aerospace / Strategic Defense Group at Barr Associates, Inc., 1998-2005.

Education / Training / Certifications

Bachelor of Arts degree in Environmental Science/Policy & Geography (with a concentration in Earth and Physical sciences and a minor in Biology) from Clark University.

Six Sigma Green Belt from Lean Sigma Corporation.

Management Concepts, Principles of Project Management, Project Risk Management and Earned Value Management certifications from Goodrich Corporation / United Technologies.

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