DELIVERING LEADERSHIP, STRATEGY AND VISION FOR MARKET GROWTH, PROFITABILITY AND

SHAREHOLDER VALUE

Mark I. Oppenheimer

*** ****** **** **** • Carmel, NY 10512 • Cell: 845-***-**** • acbazt@r.postjobfree.com

Passionate and astute business professional with a successful track record across diverse management

disciplines leading financial growth, operational turnaround, culture change and innovation. Proven strategist

and innovative problem solver with demonstrated success in transforming market needs into products and

services, maximizing financial and organizational performance through the use of best-in-class business

practices, effective organizational design and a collaborative yet a decisive leadership style. Extensive

experience in: program management, engineering management, business operations, strategic planning

and customer relations.

Key Accomplishments

Business Development - Overall P&L responsibility for commercial and Navy programs. Was responsible for the

execution of existing contracts and business growth through increasing existing market share, and the development

of new market opportunities. Cultivated strong customer relationships resulting in a year after year growth in:

booking, revenue & operating income. New customers made up 80% of revenue growth over seven years.

Program Management – Led high-performing PMO organizations within commercial and defense industries.

Responsible for the development of program management methodologies and creating highly engaged teams that

delivered complex multi-site programs in a fast paced environment. Practices resulted in delivering products: on time,

on budget, and meeting the needs of the customer, market and business. Consultant to other business units to

implement or enhance their existing PMO practices. Program size varied from less than $100K to over $80M.

Program Management – Director of Programs at DRS responsible for commercial and Navy product lines. Led an

operational turnaround within the PMO improving customer relations, on-time delivery, and financial performance. My

team successfully implemented an Agile program management methodology on major software-development

programs further improving customer satisfaction, removing silos, improved team engagement, with enhanced

visibility into program execution.

Engineering Management – Over fifteen years of engineering management experience and selected to open and

lead a new development organization in Hawthorn NY to design Tellabs’ first Optical Transport product. Led the

effort of defining the product strategy, staffing the organization (~100 people), managing product development, and

was the key contact to manufacturing and corporate. This resulted in a flagship product for Tellabs.

Customer Management - Extensive experience building strong customer relationships within commercial and

government sectors. Was the customer liaison for: new business development, contract negotiations, and

formal/informal program and business reporting. These relationships resulted in several crucial contract awards.

Critical Competencies that Drive Operational Excellence

Technology Development Innovation & Problem Solving Strategic Development

Product Development Change Management Financial Management

Organizational Development Employee Engagement Customer Management

Process Engineering Risk Management Coaching and Consulting

Business Development

Managing Complexity Data Management

Finmeccanica SpA 2003 – 2013

DRS Consolidated Controls, Inc., Danbury, CT A subsidiary of Finmeccanica SpA (€15B revenue) focused on

the development and delivery of highly engineered machinery control systems and services for global industrial and

government energy customers who demand world class performance.

DIRECTOR OF PROGRAM MANAGEMENT OFFICE 2011 – 2013

Promoted to lead a subsidiary to grow and diversify the commercial and U.S. Navy nuclear control and

instrumentation business with P&L responsibility for $75M revenue and $9M net profit. Responsible for program

performance for a fully integrated multi-site, 320 employee company with engineering, manufacturing, business

development, finance, contracts, quality and HR. Developed and executed program plans, business practices,

operating budgets, continual process improvement, and drove customer satisfaction.

• Designed and executed an operational turnaround within the PMO improving: customer relations, on-

time delivery, communications, risk/opportunity management, and financial performance. Cultivated a

collaborative work environment of: customers, corporate executives, engineers, operations and quality;

increasing the level of innovation, engagement and discipline

• Built strong customer relationships on all levels, resulting in open and productive communications at

the program and business level. Resulted in several key contract awards.

• Achieved organic growth in both years through strong customer focus, and innovative solutions

during a period of overall significant market decline. Doubled the customer base, including major strategic

wins to support long term stable growth.

• Set clear direction, fostered an innovative but disciplined decision making process, created a

collaborative team environment, and establishing best practices resulting in major behavioral and

performance improvements.

• Coordinated, led and assisted in process improvement in all phases of the product life cycle from:

developing a program basis of estimates, through product development, production and aftermarket support.

Processes were SEI-CMMi compliant.

• Created collaborative forward looking review process for design programs focused on early

anticipation, management and integration of program risks & opportunities into program plans.

• Leveraged enterprise business systems to create project and organization-wide resource capacity

metrics used to set program and resource priorities across the business.

DRS Consolidated Controls, Inc., Danbury, CT A subsidiary of Finmeccanica SpA (€15B revenue) focused on

the development and delivery of highly engineered machinery control systems and services for global industrial and

government energy customers who demand world class performance.

MANAGER OF BUSINESS OPERATIONS AND PLANNING 2009 –2011

Promoted to lead and enhance DRS-CCI’s central business systems. Responsible for ensuring day to day business

infrastructure and support services met business objectives and drove continual business improvement. Areas of

direct responsibility included: Enterprise Business System, Information Technology infrastructure, Program and

Financial Analysis, Configuration Management, and Security.

• Led and coordinated corporate infrastructure and business process initiatives for: Enterprise

Business System (Oracle), Program Management Software (Primavera), Product Life Cycle Management

Software (Omnify) and Centralized Version Control System software (AccuRev). Each resulted in improved

efficiency within targeted organizations and across the business.

• Created an integrated business system linking: Oracle EBS, Primavera, and Omnify together to

create a seamless system for: Contracts, Manufacturing, Supply Chain, Engineering, and Program

Management. Simplified user interfaces while improving the overall robustness of the system, and reducing

support costs by over 25%.

• Implemented AccuRev as a centralized version control system for software, firmware, and test.

Created an environment that supported code reusability, standardized practices and automation.

• Led strategic planning, product development, and process development initiatives that increased

market share, reduced development cycle time, improve product quality, and significantly increased the

contribution to the bottom-line.

DRS Power & Control Technologies, Inc., Danbury, CT 2003 – 2009

Provider of U.S. Navy and commercial instrumentation and control systems for mission critical power applications.

SENIOR PROGRAM MANAGER

Recruited to lead key defense programs and was accountable for: customer satisfaction, program execution, P&L

and continued business growth. Led programs through all phases, from bid and proposals through after market

support. Critical capabilities included: creation and orchestrating integrated program plans, balancing needs of

stakeholders, defining effective information flows, and aggressive risk/opportunity management.

• Aggressively pursued and won the first major naval contract for machine control and monitoring

systems for DRS-CCI. It was their first contract with Northrop Grumman and Newport News Shipbuilding.

Customer accounts for over 25% of annual revenue and 80% of revenue growth over the past seven years.

• Partnered with the customer, engineering, and production to re-plan program deliverables and

execution methodology to balance program risks, the needs of the customer and internal capabilities resulting

in 100% on-time delivery vs. a historic delivery performance of less than 50%.

Tellabs Operations Inc. 1984 –2002

A Global supplier of Telecommunication equipment and services, Hawthorne, NY

Strategic/Product Planning Optical Networking Products 2000 - 2002

Recruited to Corporate Strategic Planning Team to create an Optical Transport and Optical Access Strategy with the

objective of increasing the return on investment and addressing new markets. At the successful completion of this

assignment, I was recruited to Product Planning to implement the strategy for a specific division.

• Created and received executive approval for a worldwide Optical Transport Strategy within two

months vs. a target of six months through an innovate approach focusing on leveraging technology and core

competency across development organizations. Successfully enabled sites worldwide to leverage:

knowledge, experience, tools, technology, product platform, etc. from other sites, enabling them to focus on

core market differentiators and increasing the overall return on investment.

• Created product and technology road maps for the Optical Metro Product Line, and detailed market

requirements to support short-term and long-term business objectives. After approval of the product line

strategy, I was assigned to run two Advance Technology teams in the North East to align technology

development with the product line strategy.

Tellabs Operations Inc. 1984 –2000

ENGINEERING MANAGER

Recruited to lead the development of a circuit switched product in the Telecom market. The product

architecture gave Tellabs a five-year competitive advantage and their first leadership position for a

complex hardware and software system. Promoted to Engineering Management where I led teams of

50 to 100 engineers. Due to the high performance of my teams, I took on the additional role as an

internal consultant responsible for implementing best practices throughout the company worldwide.

Over my 15 years as an Engineering Manager I led advanced technology and development

organizations. Led teams in establishing: technology, product, and design concepts. Managed the

development efforts from concept through deployment. Established best-in-class development

practices for requirement management, hardware/software implementation, and integration/test.

Practices were leveraged throughout the company.

• Formed Tellabs first Program Management Office. Defined processes, tools and training programs.

First program was executed within 60% of the planned duration and cost. Given the additional role as an

internal Program Management consultant for corporate, forming several other PMO offices.

• Formed two Advanced Technology groups for Tellabs. The resulting removed technical uncertainty

reduced development cycle time and program costs for both the hybrid fiber/coax and optical transport

product lines.

• Established Engineering Manager for several divisions. First assignment resulted in completing a

two-year set of development programs in less than eighteen months. Efforts reduced product cost by 30%,

increased factory yields and increased sales over 300% in three years. This also resulted in several rotational

assignments to turn around under-performing engineering teams (hardware, software, and test).

• While running a development organization of 60 engineers, I took on the additional role of internal

consultant for change throughout Tellabs. Over the 10-year period I worked with corporate executives (CEO,

CTO, CFO) and mid-level managers on a variety of business, development and organizational challenges and

opportunities. The success of the consulting efforts resulted in the formation of a full time team of 15

engineers who consulted worldwide in all business areas.

• Defined and implemented cross-functional-team approach to new-product development, creating an

inclusive environment between: Program Management, Engineering, Manufacturing, Quality and Marketing.

Improved product quality, simplified production, grew sales and the bottom-line.

• Led ISO 9000 and SEI-CMM (I) implementation and was a member of the assessment team for

other divisions. Created an innovative methodology to identify enhancements to key process areas through

leveraging data and industry best practices within a multi-site international business.

Education and Professional Development

Illinois Benedictine University; MS in Management and Organizational Behavior and Development

New York Institute of Technology; Bachelor of Science in Electromechanical Computer Technology

Queensborough Community College; Associate in Business Administration

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