James W. Beck, PMP, CLSSBB

*** ***** ******* ***** ********, PA 15044 adkdct@r.postjobfree.com 317-***-****

PROGRAM MANAGEMENT CONSULTANT / COO

DIRECTOR OF PROJECT MANAGEMENT / PROGRAM MANAGER

CERTIFIED PMP / CERTIFIED LEAN SIX SIGMA BLACK BELT

Award-winning professional with extensive experience in leading cross-functional teams in planning, executing, and controlling project work and completing deliverables on budget, within scope, and in accordance with requirements. Broad experience across project controls including Master Planning (MP), Risk Management, Earned Value Management (EVM), and cost control. Organized, sharp attention to detail. Developed and implemented project / risk management framework for a $600MM business. Developed new product development framework, processes, and procedures.

Frequently requested to review / troubleshoot team project plans for problem detection and correction, and to mentor program / project managers in effective project management, integrated master scheduling best practices, and risk management. Proven strengths in quickly coming up to speed and rapidly, building relationships, and contributing in new environments.

Key Expertise and Competencies include:

Program / Project Management; Functional Management; Project Controls Management; Project Plan (Integrated Master Schedules / IMS) Creation and Maintenance; Critical Path Methodology; Project Progress Measurement; Risk Management; Certified Lean Six Sigma Black Belt; Earned Value Management Certified, Team Recruiting, Training, Coaching & Leadership; Process Development, Implementation, and Training, Review & Compliance; Project Troubleshooting & Turnaround; Responsible Care Implementation; ISO 9001 Implementation and Auditor; Capability Maturity Model Integration (CMMI) Process Knowledge

Professional Experience and Key Results

Cantel Medical Corporation (www.cantelmedical.com), Little Falls, NJ ■ Jan 2020 – Present

$900MM+ provider of infection prevention products and services in the healthcare market

Program Management Consultant

Responsible for program management of three major programs within the business

Responsible for the overall program management for the restructuring of the manufacturing and distribution of the Dental business involving the moves of 40-50 production lines in 4 different cities, across 3 states, closing a distribution center, standing up of a new distribution center, and closure of a manufacturing location.

Responsible for development and management of a cost savings program to help the business achieve $4MM of savings in Fiscal Year 2021. Partner with Finance to ensure program is built into the culture of the business.

Responsible for leading the Operations organization in planning and executing their remaining scope in support of implementing SAP in the business.

Kennametal (www.kennametal.com), Latrobe, PA ■ May 2019 – January 2020

$2.5B+ designer and manufacturer of turning, milling, hole making, and tooling systems and services

Site Lead Program Manager

Responsible for the $27M modernization of Kennametal’s Johnson City (JC), TN manufacturing plant.

Developed and maintained the Master MS Project plan via weekly status reviews for all sub-projects to ensure on-time project completion.

Lead, coached, and mentored 15 sub-project leads to ensure on-time and budget delivery of all sub-projects.

Prepared and presented monthly executive Program Review package. This included forecasting of Capital and expense and tracking actual spend compared to approved budget.

Maintained project information in a Clarity system.

Developed custom filter project plan quality checks implementing the DCMA 14-point quality check system.

Developed and maintained the project risk register and action item log.

Completed planned scope on schedule and under budget.

Gaven Industries (www.gavenindustries.com), Saxonburg, PA ■ Jan 2018 – September 2018

Industry leader in the Design, Manufacturing and Installation of Radio Frequency and Magnetic Shielding.

Chief Operating Officer

Reported to the Owner/CEO. Led successful implementation of an ISO9001 (2015) compliant Quality Management System.

Generation Brands (www.generation-brands.com), Skokie, IL ■ 2017

$500MM+ designer and manufacturer of decorative and architectural lighting systems and fixtures.

Director of Project Management

Reported to the CEO. New position and function within the company. Was responsible for developing and institutionalizing professional project management practices throughout the business and improving the project management acumen to improve project performance in contributing to achievement of organizational objectives.

Developed a phase gate new product development process that included detailed guidance on creating integrated master schedules using MS Project, charter creation, risk register creation and management, RACI creation, requirements definition, records retention and revision control.

Ensured new tools, processes, and procedures aligned with the best practices of the Project Management Institute as well as the Earned Value Management System required by the D.O.D.

Trained / mentored Product Team management and others in the organization who lead projects in Project Management.

Calgon Carbon Corporation (www.calgoncarbon.com), Pittsburgh, PA ■ 2013 – October 2016

$600MM service and solution provider for purifying water and air, food, beverage, and industrial process streams.

Senior Project Manager

Managed all aspects of assigned commercial projects from the point of sale through design, fabrication, delivery, installation, and startup. Project work included Initiating, Planning, Execution, Monitoring / Control, Project Closure. Managed Scope, Cost, and Quality to assure all assigned projects meet schedule, cost, and quality goals.

Simultaneously managed all aspects of (11) commercial and military water treatment equipment systems to meet the triple constraints of schedule, cost, and quality.

Special Project Assignment: Member of Project Management Office for project that implemented a new SAP enterprise wide system. Prepared and maintained master project plan. Met with all project leads weekly to keep status current and resolve schedule issues. Managed project Critical Path. Prepared weekly project wide status report and helped facilitate global status meetings. Managed all Data Validation activities (including a 5-person team). Assisted in management and reporting of all open issues. Received (2) monetary recognition awards for support efforts.

Special Project Assignment: Project Manager for team that implemented / achieved certification of RC14001, the Responsible Care environmental, health, safety, and security system. Prepared and maintained master project plan. Managed project Critical Path with zero schedule slippage. Performed gap analysis of procedures to Responsible Care Technical Specification requirements, and helped write / develop suite of policies, procedures, and training.

Developed the Security Management Procedure and Security Vulnerability Assessment (SVA) Procedure (this received a special commendation from external registrar), conducted SVA assessments, and led development of Action Management Database used for managing identified non-conformances and opportunities for improvement. CEO took (3) person team out for a special recognition celebration.

Westinghouse (www.westinghousenuclear.com), Cranberry Township, PA ■ 2009 – 2012

Multibillion designer and manufacturer of products and services for the nuclear power industry.

Risk Management Lead

Provided risk management leadership as Westinghouse embarked on large engineering, procurement, and construction nuclear power plants for first time in company’s history. Led risk management programs for major projects involving EPC contracts for AP1000 nuclear power plants in U.S. and China, and large nuclear supply contract in support of plants being built in UAE. Collaborated with project stakeholders to create risk register by identifying, qualifying, and quantifying both threats and opportunities, and with project teams to develop/ implement risk response plans.

Instrumental in mitigating and avoiding millions of dollars of potential impact and in reducing potential schedule delays by identifying and managing risks on projects involving both plant design and construction.

Contributed to creation, peer review, and editing of company’s initial risk management processes and procedures.

Developed risk identification training for risk professionals and other stakeholders in risk management program.

Participated in selection process and deployment of Westinghouse’s first state-of-the-art risk management enterprise software (Active Risk Manager-ARM).

Provided company’s 1st statistical confidence assessment of program’s ability to complete project within remaining management reserve by generating 1st management reserve ‘S Curves’ utilizing ARM Monte Carlo capabilities. Educated senior leadership on how to interpret Monte Carlo results to make better-informed decisions for project.

Lockheed Martin Corporation (www.lockheedmartin.com), Moorestown, NJ ■ 2006 – 2009

Multibillion-dollar company engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems/products in the areas of defense, space, intelligence, homeland security, IT and cyber security.

Manager, Master Planning (MP) & Risk Management

Challenged to turn around MP and risk management function for its MS2 Division supporting major defense programs. Focused on building well-trained staff, changing organizational perceptions of MP and its value to the projects’ success, and preparing and maintaining IMS’s in partnership with all key project stakeholders.

Significantly improved value added to projects through successful efforts in strengthening MP function in support of $4B of defense contracts.

Recruited, hired, and trained master planners from an initial group of 14 to an effective staff of 35. Ensured all staff members were adequately trained in MP, risk management, and EVM.

Strengthened organizational mindset regarding the value of effective MP to success of a project as evidenced by project managers relying more on their master planner as a key individual to ensure project success.

Led transition from using MS Project as their primary planning software to an enterprise software suite provided by Deltek, including Open Plan (MP), Cobra (EV/cost), and Welcome Home (project management reporting).

Established new MP functions in Marion, MA and Montreal, Canada in support of projects at those sites.

Project Specialist Staff (Secret Clearance)

Coordinated staffing and recruiting activities for engineering group of 2,600 technical employees under direction of Technical Operations VP. Quantified current contracted workload for business and provided forecasts to anticipated future business. Reported information to leadership to ensure organization had right number of people with right skill sets at right times to execute both current and forecasted workload.

Successfully coordinated assimilation of staffing workload and manpower tracking for approximately 400 employees at LM Marion, MA into Tech Ops organization.

Prepared numerous staffing reports / analysis, chaired staff meetings / forums, and provided regular briefings to Technical Operations VP and his staff.

Member of core team implementing staffing toolset (GRID) to ensure functional managers correctly aligned their staffing plans in support of workloads and was utilized to manage all staffing throughout a 15,000+ organization.

Provided proactive oversight to ensure accuracy of workload data for programs supported by 2,600 employees.

Raytheon Technical Services Company (RTSC-www.raytheon.com), Indianapolis, IN ■ 1999 – 2006

Multibillion-dollar company engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems/products in the areas of defense, space, intelligence, homeland security, IT and cyber security.

Principal Systems Engineer (Top Secret Clearance)

Recruited out of Indianapolis RTSC business to support RTSC’s President and his staff in facilitating IMS preparation for corporate reorganization. Guided senior leadership team in executing reorganization plan by conducting status meetings and implementing changes to plans as needed.

Functioned as Process Advocate, Department Training Coordinator, CMMI Level IV Team Member, Engineering Lead, Software Project Manager, Project Planning & Execution Instructor/Consultant, Raytheon Corporate Critical Chain Gang Member, and Certified Raytheon Six Sigma Specialist. Completed EVM system training and training as an Integrated Product Development System Deployment Expert.

Prepared IMS that was followed by team and led to company gaining CMMI Level IV assessment for software engineering in a compressed timeframe of 6 months. Received a Raytheon Special Achievement Award as Deputy Project Manager performing MP activities for highly successful Software Engineering CMMI Level IV assessment project.

Served as Engineering Lead on development and on-time/on-budget completion of a Low-Cost Weapon Data Link for SLAM-ER, a project selected as recipient of Raytheon Meritorious Excellence in Technology Award.

Wrote an MS Project Planning Tips & Guidelines document that was named as a Raytheon Best Practice and created and conducted project planning / execution training workshops for 12 project teams. Tailored training to individual needs of each team and received average instructor rating of 4.7+ on a 5.0 scale.

Honored with a Raytheon Special Recognition Award as Engineering Lead of Integrated Firing Control System (IFCS) for M60 tanks program. Co-led live fire demonstration of IFCS system installed on a Portuguese M60 tank in Portugal. Prepared/executed IFCS corrective action plan to improve system capabilities and ultimately pass demonstration.

Engineering Project Leader – CHERRY CORPORATION, Pleasant Prairie, WI

Coordinated major new product development projects and led multidisciplinary teams developing new products. Achieved positive organizational culture change by providing professional project management practices and project management training, and mentoring project engineers to become more effective project leaders.

Senior Manufacturing Project Engineer / Project Manager - BADGER METER INC., Milwaukee, WI

Assigned to overhaul the Meter Reading Technology Plant beginning to develop new higher technology products to help utilities automate meter readings and realize efficiencies. Faced with challenges ranging from engineering staff inexperienced in manufacturing products involving circuit board production, inefficient facility layout, poor process flow, process documentation and manufacturing line balancing, and excessively long product throughput times.

Senior Manufacturing Engineer – ROCKWELL AUTOMATION, ALLEN-BRADLEY COMPANY, Milwaukee, WI. Contributed to developing a new pilot lab for final assembly and test of smart motor protectors (SMP) and held responsibility for industrialization of new electromechanical power products and sensing products (I.E.C. contactors, rotary handle disconnect

switches, remote reset accessories, side mounted auxiliary and form units, push buttons, relays and sockets, stationary and portable bar code reading equipment, radio frequency identification equipment, limit switches, photo electric switches, battery charger).

New Products Production Engineer – SPERRY CORPORATION, Roseville, MN. Prioritized/balanced demanding technical support workload for a printed circuit board work center and development of hybrid circuit work center. Provided new process development and documentation, tool and fixture design, capital equipment evaluation and selection, work center layout, and Statistical Process Control (SPC) team leadership.

Education and Professional Development

Bachelor of Science, Mechanical Engineering – UNIVERSITY OF WISCONSIN, Madison, WI

Certifications – Project Management Professional (PMP) Certified; Certified Lean Six Sigma Black Belt (LSSBB); EVM Certified and Six Sigma Greenbelt – Lockheed Martin; Six Sigma Specialist – Raytheon; ISO 9001 Trained Facilitator/Auditor – Allen-Bradley

Training – Project Management Boot Camp (64 hours); Root Cause Analysis; CMMI; Statistical Process Control; Critical Chain Methodologies; Kernzer’s Approach to Project Management (54 hours); Kepner-Tregoe Problem Solving & Decision Making

Software Skills – Microsoft Project expert; Active Risk Manager; Schedule Risk Analysis; MS Office; Clarity

Affiliations / Interests – Project Management Institute; American Society of Mechanical Engineers; United States Professional Tennis Association Certified Professional; Private Pilot; Scuba Dive Certified; Guitar player; Community Theater

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