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Enterprise, AL, 36330
December 07, 2019

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James Stepnoski

Enterprise, AL ***** 571-***-****

Director / VP of Operations

Track record of success driving aircraft maintenance, repair, overhaul, modification, and integration projects and operations for commercial aviation, aerospace, defense, and government customers

Dynamic, results-driven professional with 25+ years of supervisory and management experience, leading teams to execute large-scale programs and deliver on contract requirements within budget and deadline. Tactical visionary with strong technical expertise and business acumen; talent for maximizing opportunities to drive continuous improvement, sales growth, and customer loyalty. Adept at building lasting relationships with customers and partners, identifying trends, and deploying quality, safety, and efficiency enhancements.

Core Competencies

Operational Excellence

Project Management

Cost Control & Budgeting

Quality Assurance (QA)

Strategic Planning & Execution

Cross-functional Leadership

Written & Oral Communication

Logistics / Supply Chain Management

Aircraft Program Management

Client / Partner Relationships

Risk Management

Problem ID & Resolution

Professional Experience


Identify issues and develop strategies that improve performance of program management, aircraft repair, materials management, and quality assurance across the enterprise.

Director, Continuous Improvement, 2018 to Present

Collaborate with senior leadership and peer directors to develop executable improvement road map. Mentor, train, and develop teammates to promote career progression and learning.

Key Achievements:

Restructured AH-64 Phase Maintenance; reduced labor costs 43% and cycle time by 52%, and increased throughput to meet customer expectations while boosting first time pass rate by 38%.


Oversaw financial and operational performance of 5-year $93M program; managed budget according to IDIQ contract terms and conditions, ensuring business development and business unit growth.

Program Manager, NASA AMOC, 2015 to 2018

Managed cross-functional team that provided logistics, mechanics, QA, finance, and IT for maintenance, repair, and overhaul (MRO) initiatives for all NASA Wallops Flight Facility (WFF) aircraft. Steered meetings to discuss technical specifications, program progress, and pending issues. Directed all mission and airfield projects; deployed aircraft, crews, and ground personnel, and ensured projects were executed in alignment with flight plans and budget guidelines. Coordinated technical document reviews with engineering; provided insights to develop / integrate aircraft modifications in compliance with functional and mission requirements. Led airfield team, control tower, and aircraft fueling operations according to NASA requirements; maintained optimal fuel levels for local missions, commercial, and DOD projects.

Key Achievements:

Led team to acquire AS9110B certification and transition to AS9110C; oversaw writing of Quality Management System (QMS) and 15 new policies for tooling management, procurement, and reporting.

Spearheaded recruitment and selection of mechanics and airfield operations teams; increased program staff by 50% and company staff by 200% to better support NASA program..

ELBIT SYSTEMS OF AMERICA — Talladega, Alabama & San Antonio, Texas

Craft and launch innovative strategic marketing plans to achieve high-aiming business development objectives for international defense company providing avionics repair, MRO, aircraft repair, upgrade, modification, and installation services.

Director, Business Development, 2011 to 2014

Pinpoint and act on opportunities for meeting short- and long-range growth initiatives by retaining and expanding client base. Actively pursue new contract engagements with commercial and foreign / domestic defense agencies. Advise proposal team in responding to RFPs. Maintain robust understanding of changing client needs, expectations, and requirements; constantly adapt approach to ensure market competitiveness. Contribute to evolution and refinement of corporate vision and strategy. Facilitate internal compliance with AS9100 standards, ITAR regulations, and CFR 14 Part 145 requirements.

Key Achievements:

Introduced highly effective new opportunity Go / No Go analysis process.

Partnered with QA teams to establish FAA Repair Station and served as Accountable Manager.

Adeptly leverage technical expertise while bridging communication flow between operations and business development departments.

M1 SUPPORT SERVICES — Warner Robins, Georgia

Joined established aviation, logistics, engineering, and IT support services company to lead integration of Point of Use (POU) task kits into High Velocity Maintenance (HVM) processes in C-130 Air Force fleet.

Project Director, 2008 to 2011

Conducted initial project planning, identifying resource requirements, assessing sourcing processes, and establishing work standards and objectives. Fostered relationships across supply chain to obtain kit components from government and contractor sources. Developed internal capacity to design, assemble, stage, and deliver task kits. Executed and administered contracts, ensuring fulfillment of schedule, cost, and service obligations. Directly and indirectly supervised internal and subcontractor team members. Regularly communicated project progress to client contacts. Tracked and reported budget, key performance indicators (KPIs), and quality audit scores to leadership; conducted root cause analysis of deficiencies, enacted appropriate corrective action, and assessed change.

Key Achievement:

Chiefly responsible for introducing supply chain structure and process guide documentation for application in all U.S. Air Force aircraft platforms supporting HVM repair concept.

UNITED AIRLINES — Dulles, Virginia

Continued decade-long track record of internal advancement with major American airline to hold responsibility for managing business processes of regional, short-service branch.

Manager, United Express (UAX) Operations, 2008

Liaised with UAX and United personnel to deliver superior customer experience. Engaged with flight carrier representatives and ground handlers to promote compliance with established service level standards. Managed vendor contracts, relations, and performance.

Key Achievement:

Spearheaded transition to new ground handling vendor contract while maintaining seamless performance; optimized contributions of more than 600 contracted team members.

UNITED AIRLINES — Dulles, Virginia

Promoted to manage continuous improvement initiatives, applying lean concepts to enhance airport operations from hub to division level.

Manager, Continuous Improvement, 2006 to 2008

Planned, developed, and implemented end-to-end improvement projects, utilizing Value Stream Mapping (VSM), kaizen concepts, define / measure / analyze / improve / control (DMAIC) structures, and various other tools to affect positive change in corporate systems. In coordination with management teams, crafted tactical implementation plans to address key areas. Steered project progression and assessed outcomes. Guided project teams in problem solving and issue resolution.

Key Achievements:

Completed planeside manpower VSM project enabling flexible resource management and level loading of work; cut overtime hours and late lunch occurrences by up to 50%.

Achieved 30% reduction in unserviceable cargo container dollies through execution of VSM encompassing 5S methodologies and improvement in supply chain processes.

UNITED AIRLINES —San Francisco, California

Charged with maximizing efficiency of critical component maintenance and service processes.

Project Manager, Lean - Components, 2003 to 2005

Leveraged lean training to drive continuous improvement projects from initiation to retrospective analysis. Evaluated performance indicators to identify pathways for enhancing workflows, systems, standards, supply chains, and spending. Provided mentorship and coaching to cross-functional teams involved in conceptualizing, developing, and implementing improvement projects.

Key Achievements:

Led full-scale VSM projects for impressive range of components, including plating, bushings, Airbus ATE (avionics), radar, tires, wheels, starters, heat transfer units, AF cowlings, gearboxes, and APUs.

Deftly applied 5S, OEE, product family, mixed model, and shared resource concepts in landing gear VSM and drive machining redesign, reducing costs by 30% and cutting cycle times by half.

Stepped up to co-author internal lean reference manual, including drafting vital VSM chapter.

Delivered front-line lean concept instruction to more than 400 employees.


Maintenance Services Supervisor, UNITED AIRLINES — Dulles, Virginia & San Francisco, California

Technical Planning Services Coordinator, UNITED AIRLINES — Dulles, Virginia

Senior Support Engineer, GEC-MARCONI AVIONICS — Dulles, Virginia

Lead Technical Representative, USAFRICA AIRWAYS — Reston, Virginia

Maintenance Coordinator, RYAN INTERNATIONAL AIRLINES — Wichita, Kansas

Production Controller, CORPORATE JETS AEROSPACE, INC. — Addison, Texas

Education and Credentials

B.S., Aviation Technology A.S., Aviation Maintenance Technology


Financial Management Certificate


Certifications & Licensure

Project Management Professional (PMP), Project Management Institute

Defense Systems Acquisitions Management (DASM), National Defense Industrial Association

Lean Training, Association of Manufacturing Excellence

Airframe & Powerplant Mechanic License, Federal Aviation Administration

General Radiotelephone Operator, Federal Communication Commission

Secret Security Clearance (2008-2018)

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