Management Consultant

Jason Manzi, PMP

551-***-**** Bloomfield, New Jersey *****.*****@*****.***

Project management professional (PMP) with strong business acumen. Consultant for small to large

businesses and business units. Experienced in managing businesses and new product development/R&D

programs, earned value management, ISO quality systems, contract compliance and negotiations,

subcontract negotiations, product configuration management and excellent customer diplomacy.

Developed a reputation for fixing lost and problematic projects. Supervisory skills including hiring,

training, scheduling, and disciplinary action.

PROFESSIONAL EXPERIENCE

BPS Consulting LLC – Bloomfield, NJ 2014

Consultant

Proposal work for business consulting to small and medium sized businesses, marketing plans,

web development and operational consulting. Business and marketing consulting for start-

up tech company based in New York. Business planning for new restaurant in New York.

Breeze-Eastern Corporation – Whippany, NJ 2008 to 2014

Program Manager

Successfully completed aircraft qualification testing for 3 development efforts ($2M-$6M

initial contract) with unique issues that arose midway through testing. All issues were

resolved through process stage gates and formal root cause activities. Customer product

acceptance and flight worthiness granted.

Managed 3 suppliers and technical subcontractors for capital test equipment ($100K) and end

product ($3M-6M production contract). Mitigated manufacturing issues through applying

lessons learned which resulted in on time delivery of parts and a savings of $60,000.

Led multidisciplinary team of 10 employees including electrical engineers, mechanical

engineers, test engineers, quality engineers, contract managers, procurement buyers and

engineering technicians for closure of projects with challenges in all risk areas (cost,

schedule, technical). Project challenges handed to me and my team were estimated at $1M

overrun but end result reduced overrun to $430K.

Provided leadership in 2 dedicated root cause and corrective action teams to solve unplanned

project critical technical issues. Scope of redesign reduced to 40% of original corrective

action plan.

Managed product configurations with 300+ different parts through development and

procurement process. Facilitated Kaizen event with continuous improvement department to

expedite change process for new product development and prototype documents which

reduced cycle time by 60%.

Led communications with quality, contracts, procurement, and operations departments for new

product development and production orders. Stakeholder buy-in reduced to a half day task

for most issues.

Managed and reported monthly program financials and earned value to senior vice president

(SVP) and C-suite executives for programs ranging from ($2M-$6M)

Prepared and presented monthly reports on program status (cost, schedule, technical) to SVP

and C-suite executives.

BAE Systems, Marine Products Division – Mount Vernon, NY 2005 to 2008

General Manager (2007-2008)

Overall responsibility for the business at the Mt. Vernon, NY site with $3.2M annual revenue

and 14 employees.

Led all major technical projects ($300K) including proposal preparation, procurement and

manufacturing.

Initiated the pursuit and technical viability qualification for alternate sources of previously

single source suppliers. Reduced cost of items by 8%.

Compiled and reported monthly operating results to corporate office. Monthly and quarterly

goals were met and exceeded.

Personnel management for a site with longstanding issues among co-workers. Reported issues

dropped from 1 per month to less than 1 per quarter.

Coordinated transition of corporate accounting to the Oracle system. Reduced amount of data

input required per new order from 180 input fields to 20. Savings estimated of 30 hours per

week and eliminated the need to hire additional personnel to accommodate new system.

Supported merger and acquisition activity through due diligence, P-L, and balance sheet

evaluation.

Implemented business emergency continuity plan through local emergency with no lapse in

serving our customer. Fire in a neighboring chemical supply business shut down access to

our building for a 3 month duration. Any short term shipments were moved to the closest

access point for freight companies. All long term work continued to be supported remotely

as much as possible while supporting customer requests for pricing and technical

information.

Assistant Manager (2005-2007)

Prepared technical proposals, pricing and scheduled production for short and long term

projects.

Directly managed and training for 13 employees both one-on-one and classroom.

Successfully led facility through two ISO 9000 quality system renewal audits with minor

opportunities noted by auditor and resolved within 2 months of audit.

Covanta – Newark, NJ 2004 to 2005

Intern/Data analyst

Started as a summer intern and continued during school session. Prepared and consolidated

analysis of 15 maintenance data sets into a concise report containing 3 data sets. Coded

reports for minimal user input to produce meaningful reports for upper management budget

meetings which resulted in maintenance budget projections for 5 years.

EDUCATION\CERTIFICATION

Certified Project Management Professional, Project Management 2012

Institute

Bachelor of Science, Mechanical Engineering, New Jersey 2005

Institute of Technology

SKILLS

PMO processes and best practices; Microsoft Project Server; Pro/Engineer; Microsoft Office Suite;

Configuration Management software; ERP systems; Earned Value Management; ISO 9001, Lean

process and practices; Basecamp, Glip and other cloud PM tools

PROFESSIONAL AFFILIATIONS

Project Management Institute, New Jersey Chapter 2014

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