Operations and Engineering Executive

Michael Koesling ************@*****.*** 831-***-**** Hollister, CA

Engineering & Operations Vice President

Building Corporate Value through Engineering & Production Management

An aerospace / defense manufacturing executive with expertise in operations, engineering, and production management. Experience in performance re-engineering, cost control, profit improvement, and organic growth. Background in sales and leadership within the field of precision-engineered component manufacturing. Demonstrated success in leading an engineering force that exceeded all quotas for ten consecutive years through new technologies and programs.

- CORE COMPETENCIES -

Strategic Planning Cross-Functional Leadership Business Process Re-Engineering

Capital / P&L / ROI Accountability Business Development Contract Negotiations

Operations Management Performance Improvement Global Supply Chain Management

- PROFESSIONAL EXPERIENCE -

MAK CI Consulting, LLC Hollister, CA 2019-Present

Principal Consultant 2019 - Present

Responsible for providing clients services to enhance engineering, program management, sales/business development, manufacturing process improvements/continuous improvement/lean manufacturing, and integrating new technology.

LAI International Inc. Tempe, AZ 2014-2019

A private equity-owned precision manufacturer of engine components generating $90 million in annual revenues.

Vice President of Engineering & Business Development 2014 - 2019

Responsible for engineering functions at all six sites, leading program management processes, overseeing the sales team in organically growing the business, and integrating new technology. Supervised eight direct and 59 indirect reports including manufacturing engineers, quality engineers, program managers, sales, contract and pricing staff.

$324 million in capital costs saved on equipment to support product line scale-up by reorganizing manufacturing work, leading to procurement of lower cost milling machines that achieved single-piece flow.

$60 million in contracts negotiated with competitive pricing and partnering with key vendors to enhance predictability and quality of delivered sub-system assemblies for an engine manufacturer.

$46 million growth accomplished in five years by installing a new CRM tool and selling process.

$3.2 million saved annually on the largest aircraft engine program by designing an in-house blanking process that reduced the cost of raw materials and services 63%.

35% increase in customer floor space attained by transitioning the client’s lower-value fabrication processes to the company, escalating revenues 15% annually.

28% decrease in errors and scrap costs realized within 15 months by training the cell teams on 5S and daily management processes to enhance focus on manufacturing cell layout and waste on four product lines.

Pacific Scientific Energetic Materials Company Hollister, CA 2006-2014

A subsidiary of the Danaher Company serving aerospace, defense, oil and gas, and space markets while producing $200 million in revenue at three locations.

Senior Director of Programs 2011 - 2014

Led 12 program managers in new product integration and three product teams to meet quality, delivery, and profitability objectives while ensuring customer satisfaction, shareholder value, and growth of customer programs.

$55 million business division growth generated in three years by ensuring on-time delivery of proposals that drove new product development and transitions to production.

40% uptick in gross margins and 5% higher revenues won for a new product while paying for new tube manufacturing technology equipment in full in less than three years.

12% surge in annual revenue for aerospace electronic and ordnance sub-systems and a 6% boost in gross margins reached via supply chain and in-house processes by negotiating contracts and applying continuous improvement kaizen events with cross-functional teams.

12% year-over-year business expansion obtained in a flat market environment by creating growth initiatives, new business development processes, and program management tools.

General Manager of Electronic & Linear Ordnance Products 2006 - 2011

Developed and delivered 700 unique part numbers and 250,000 parts annually to support customer requirements totaling $150M annually. Oversaw all operations including manufacturing fabrication and assembly, engineering, quality, environmental health and safety, human resources, finance, program management, planning, and procurement.

50% sales linearity, 40% operating margins, and 30% sales increases earned within 27 months by introducing sales, inventory, operations, and planning processes.

20% augmentation in international sales fostered annually by conducting market segment analysis and instituting a plan to access a new segment of customers.

7% drop in capital expenditures cultivated each year by executing new processes and tools for cost reporting for earned value and by establishing lean supply chain strategy for product lines to control costs.

Built custom urethane molds and made escape system structure\brackets for explosives on C17 jet. Also rubber bracketry for space vehicles to support separation systems.

The Boeing Company Huntington Beach, CA

A $6 billion division serving the aerospace, defense, and space markets.

Integrated Product Leader – Air Force RPO Office 2003 - 2006

Led Greenfield efforts to launch a $1.3 billion program to design, fabricate, assembly, and test unmanned space vehicles.

$350 million option added to a $1 billion contract by leading teams to fabricate infrastructure, manage business strategies, and document specifications while attacking costs.

50% improvement in quality of documents and revisions reaped in 18 months by driving the use of digital designs through to assembly line to virtually eliminate paper.

20% upturn in annual operating margins nurtured by instigating a disciplined process across materials, labor, and support services through effective metrics.

Senior Site Manager – Operations & Test

50% decline in billing rates and 40% rise in work found in two years by employing aggressive lean manufacturing efforts through asset reduction, skill enhancement, work cell creation, and use of new tools and processes.

25% fall in part count grasped by steering process improvement teams through manufacturing and assembly design to cut costs and enrich delivery schedules for electronics, machining, mechanical assemblies, and components.

- EDUCATION & CERTIFICATION -

Master of Business Administration, Capella University

Bachelor of Science – Manufacturing Engineering Technology,

California State University Polytechnic

Certification: Lean Manufacturing Implementation & Project Management

Training: Lean Manufacturing & Policy Deployment

- AFFILIATIONS -

Society of Manufacturing Engineers Vistage National Association of Manufacturers

Aerospace Industries Association, Supply Management Council Manufacturing Leadership Council

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