Director

James Stepnoski...

Enterprise, AL • 571-***-**** • ************@*****.*** • www.linkedin.com/in/jimstepnoski

Aviation Maintenance and Operational Excellence Executive with a proven ability to improve processes, deliver operational and financial efficiencies, and reduce defects for Commercial Aviation, Aerospace, Defense, and Government stakeholders. Lean Six Sigma Black Belt who possesses extensive international experience leading large-scale projects spanning aircraft and component maintenance, system and station operations, and quality and safety enhancement initiatives. Trusted advisor who forges and nurtures business partnerships and consistently exceeds internal and external customer expectations. Engaging communicator who builds and leads world-class teams within cultures of engagement and transparency.

Program/Budget Management: Ran five-year, $93M firm-fixed-price and IDIQ contracts for NASA.

International Experience: Oversaw Program Manager for Republic of China (Taiwan) Air Force project and conducted site checks; worked with Brazilian Navy on modifications to former US Navy aircraft.

Supply Chain Optimization: Evaluated and improved supply chain processes supporting aircraft maintenance for Warner Robins AFB that was approved by the USAF and led to a follow-on contract to execute production, design, population, delivery, recovery, and reconciliation of aircraft maintenance Point of Use task kits.

Process Improvements: Improved processes in United Airlines Landing Gear shop by training team on Value Stream Mapping, 5S, and Kaizen. Achieved 28% cost reduction and 50% cycle time improvement.

Efficiency Optimization: Tasked with reducing backlog of 42 UH-72 aircraft (primary helicopter trainer), slashed cycle time from 65 days to 18, eliminated backlog in six months, and captured $5M+ in labor efficiencies for 2020.

Aviation/Aeronautics Expertise: Aircraft Maintenance Operations, Component Maintenance, Program Management, Fueling Operations, Airfield Operations, Airline Base (MRO) Maintenance Operations, Line Maintenance Operations.

Leadership Strengths

Strategic Planning

Operations and Financial Management

Lean Six Sigma, 5S, VSM, Kaizen, DMAIC, OEE

Project Management

Cost Control and Budgeting

Quality Assurance (QA)

Cross-Functional Team Building and Leadership

Written and Oral Communication

Logistics Supply Chain Management FARs

Client and Partner Relationships

Risk Management

Problem Identification and Resolution

Merging Technical Expertise with Business Acumen to Drive Breakthrough Business Results

M1 SUPPORT SERVICES, Fort Rucker, AL 2018 – Present

DIRECTOR, CONTINUOUS IMPROVEMENT

Recruited back to company (see 2008 – 2011) by President of organization to improve program management performance of aviation maintenance, logistics, and IT support services. Identify issues and craft strategies to improve performance of aircraft repair, materials management, and quality assurance across the enterprise. Partner with senior leadership and peer directors to create executable improvement road maps. Mentor, train, and develop team members to promote career progression and learning. Established M1 University.

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

PINNACLE SOLUTIONS, INC, Wallops Island NASA/Navy Facility, VA 2015 – 2018

PROGRAM MANAGER, NASA AIRCRAFT MAINTENANCE OPERATIONS CONTRACT (AMOC)

Hired to contractor providing logistics, mechanics, flight crew, QA, finance, and IT support for maintenance, repair, and overhaul (MRO) initiatives for all NASA Wallops Flight Facility (WFF) aircraft, to oversee operational and financial performance of mechanics aspects of five-year, $93M program. Managed budget in compliance with IDIQ contract terms and conditions, to ensure business unit growth and support business development. Managed cross-functional team that grew to 32.

Directed all mission and airfield projects, deployed aircraft, flight crew, and ground personnel, and ensured projects were executed in alignment with operational plans and budget guidelines.

Coordinated technical document reviews with engineering; provided insights to develop/integrate aircraft modifications in compliance with functional and mission requirements.

Directed airfield team, control tower, and aircraft fueling operations in alignment with NASA requirements; maintained optimal fuel levels for local missions, commercial, and DoD projects.

Led team in acquiring 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, AL San Antonio, Texas 2011 – 2014

DIRECTOR, BUSINESS DEVELOPMENT

Recruited by Director of Business Development of US-based international defense and commercial aviation contractor, providing avionics repair, MRO, aircraft repair, upgrade, modification, and installation services, to leverage technical expertise in orchestrating strategic marketing plans to retain and increase commercial and foreign/domestic defense client base. Initially based in Talladega repair facility; transferred after 15 months to San Antonio, focused on aircraft MRO. Advised proposal team on RFP responses.

Facilitated internal compliance with AS9100 standards, ITAR regulations, and CFR 14 Part 145 requirements.

Introduced highly effective new Go/No Go analysis process that enabled 100% ability to execute new business opportunities, bridging communication flow between operations and business development.

Partnered with QA teams to establish FAA Repair Station and achieve certification for commercial side.

M1 SUPPORT SERVICES, Warner Robins AFB, GA 2008 – 2011

PROJECT DIRECTOR

Recruited to aviation, logistics, engineering, and IT support services company on initial 12-month contract to establish and lead integration of Point-of-Use (POU) task kits into High-Velocity Maintenance (HVM) processes for C-130 Air Force fleet. Conducted initial project planning, identified resource requirements, assessed DLA (Defense Logistics Agency) and alternate sourcing processes, concurrent with establishing work standards and objectives.

Played pivotal role in introducing supply chain structure and process guide documentation for application in all US Air Force aircraft platforms supporting HVM repair concept.

Fostered relationships across supply chain to obtain kit components from government and contractor sources; developed internal capacity to design, assemble, stage, deliver, and reconcile task kits.

Executed and administered contracts, ensuring fulfillment of schedule, cost, and service obligations.

Managed up to 21 internal and subcontractor team members.

Tracked and reported to leadership on budgets, key performance indicators (KPIs), and quality audit scores; conducted root cause analysis of deficiencies and enacted corrective actions.

UNITED AIRLINES, Dulles, VA San Francisco, CA 1997 – 2008

Advanced through positions of increasing challenge and complexity, rising from Technical Planning Services Coordinator to Manager, UAX (United Express) Operations charged with managing business processes of regional, short-service branch of airline comprised of seven different carriers.

Liaised with UAX and United teams to ensure delivery of 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.

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

MANAGER, CONTINUOUS IMPROVEMENT, Dulles, VA (2006 – 2008)

Promoted to drive Continuous Improvement and Lean concepts aimed at optimizing airport operations from hub to division level.

Spearheaded end-to-end improvement projects, using VSM, Kaizen concepts, DMAIC structures, and other tools to drive change in coordination with management teams.

Orchestrated implementation plans to address key areas, steer project progression, and assess outcomes.

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

Delivered 30% reduction in unserviceable cargo container dollies.

PROJECT MANAGER, LEAN – COMPONENTS, San Francisco, CA (2003 – 2005)

Hand-picked and promoted for project management role, as member of five-person team, tasked with maximizing efficiency of critical component maintenance and service processes spanning 36 shops at United’s largest MRO base. Leveraged Lean training to drive full-cycle continuous improvement projects. Evaluated performance indicators to identify opportunities to enhance workflows, systems, standards, supply chains, and spending. Mentored and coached cross-functional teams.

Led full-scale VSM (Value Stream Mapping) projects covering a vast range of components.

Reduced costs 30% and slashed cycle time 50% by leveraging 5S, OEE, product family, mixed model, shared resource concepts, and optimized layout of machining equipment in landing gear event.

Co-authored internal Lean reference manual, including drafting vital VSM chapter, and delivered front-line Lean concept instruction to 400+ employees.

MAINTENANCE SERVICES SUPERVISOR, Dulles, VA San Francisco, CA (1999 – 2003)

TECHNICAL PLANNING SERVICES COORDINATOR, Dulles, VA (1997– 1999)

Early Experience

Senior Support Engineer – GEC-Marconi Avionics, Dulles, VA

Lead Technical Representative – USAfrica Airways, Reston, VA

Maintenance Coordinator – Ryan International Airlines, Wichita, KS

Production Controller – Corporate Jets Aerospace, Inc, Addison, TX

Maintenance Coordinator – American Airlines, Tulsa, OK

Avionics Mechanic (Overhaul) – American Airlines, Tulsa, OK

EDUCATION

BS, Aviation Technology – Embry-Riddle Aeronautical University, Daytona Beach, FL

AS, Aviation Maintenance – Embry-Riddle Aeronautical University, Daytona Beach, FL

Worked throughout.

PROFESSIONAL DEVELOPMENT

Financial Management Certificate – Cornell University, Ithaca, NY

Value Stream Mapping – Boeing

Twice participated in Pratt & Whitney’s Kaizen week with their Shingijutsu Sensei.

CERTIFICATIONS AND LICENSURE

Project Management Professional (PMP) – Project Management Institute

Lean Six Sigma Black Belt (LSBB) – Simplilearn

Defense Systems Acquisitions Management (DSAM) – National Defense Industrial Association

Lean Training – Association of Manufacturing Excellence

Airframe and Powerplant Mechanic License – Federal Aviation Administration

General Radiotelephone Operator – Federal Communication Commission

Certified Total Trainer – The Training Clinic

COMMUNITY/VOLUNTEER ACTIVITIES

President, Lambda Chi Alpha Alumni Association of Daytona Beach, Inc

Treasurer, Cross & Crescent Educational Foundation

ADDITIONAL INFORMATION: Secret Security Clearance (2008 – 2018)

DRIVING CONTINUOUS IMPROVEMENT TO

OPTIMIZE AIRCRAFT MRO OPERATIONS

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