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Mr. Stacy R. Brandt

**** *****’s Place

Gloucester, Va. 23061

Phone: +1-757-***-**** cell E-mail: adyhnx@r.postjobfree.com Experienced in various senior management positions with a successful record improving performance in manufacturing, logistics and MRO. A proven leader with an ability to quickly identify key problem areas impacting performance and develop winning strategies to eliminate waste, improve operational efficiency, reduce cost and increase profits. Strong strategic planning, business development, strategic partnering, program management and organization alignment skills driving growth, profitability and accountability. Adept in team building, investigating process, using root cause analysis, implementing corrective and preventative actions to improve processes and quality. Background complemented by Professional Manager Certification (PMC), Six Sigma/Kaizen experience, and BS in Industrial Engineering from SIU at Carbondale. Core Competencies

Operations and Process Improvement Cost Reduction & Optimization Reorganization and Turnaround Forecasting & Budgeting Strategic/Operational Planning Communication & Customer Relations Results

275% throughput increase in one year Sustained a 75% improvement curve High results in numerous audits Established 1st aircraft production line in KSA Linked 9 nation workforce into 1 team 375% station improvement thru optimization Key Factors

- Over 30 years’ experience in strategic planning, profit performance in manufacturing, logistics and MRO.

- Twenty-two (22) years USAF management supporting back shop maintenance and flight line operations for; C-130H/P, C-21, C-5, C-141, MH-53M, KC-135, RC-135, E-8, F-15, F-16, F-22, F-111and B-1aircraft.

- Secured first ever aircraft and missile defense manufacturing capability in Saudi Arabia.

• Developed SOPs for Program Management, Logistics, Quality, Tooling and Production.

- Focused on Operations and Process Improvement by identifying trends and addressing corrective action.

• Implemented Risk, Issue and Opportunity to tackle challenges faced with a new production line. Develop mitigation strategies, waterfall burn downs and action plans resolving 17 risks and 9 issues for F-15SR.

• Sustained aggressive improvement curve of 75% in the Wing and 80% in Forward Fuselage factory

• Utilized Earned Value Management; tracked schedule/cost (SPI/CPI) indicators; averted negative trends.

• Captured product improvement opportunity to add field level Form in Place (FIP) panels on F-22. Synchronized efforts with ACC/A4 & Lockheed Martin (LM) engineers.

- Authored Statements of Work, Sub-tier Contract Purchase Orders, Formal Contract responses to Boeing Executives, Special Operating Procedures (SOP) and Request for Proposal to secure Undefinitized Contract Action transitioning to Firm Fixed Price contract.

- Directly supporting dispute between AAI and Boeing on Boeing’s contract shortfalls (unserviceable government tooling and Boeing Furnished Material shortages) impacting AAI’s F15SR delivery schedule. 2

- Communicated to numerous audiences;

• Boeing, DCMA and RSAF during reoccurring Executive Program Management Reviews on F-15SR production with topics on logistics status (shortages), impacts to production and risks.

• MAJCOM briefings on low observable coatings and challenges facing the F-22 Raptor.

• Audiences exceeding 1,000 personnel with numerous topics (deployment prep, safety, new comers’ briefings and factory stand-up meetings are a few examples).

- Developed variants of F-15SR Integrated Master Schedules due to start-up issues and Boeing part delays.

• Established Estimate at Completion based on historical data and future performance improvement goals.

- In collaboration with Boeing, USAF and RSAF; led development of an integrated, executable production/delivery schedule for F-15S to SA Val/Ver, F-15 Wing and Forward Fuselage Production and F- 15S to SA conversion.

- Directly worked with Lockheed Martin /established MEPC’s MFG stand-up for a missile defense canister.

• Created procedures, integrated master schedule and LM certification spanning composite fabrication.

- Managed numerous events resulting in meeting and exceeding operational requirements.

• Secured resources and expedited 3 heavy maintenance teams to repair 3 aircraft and secured 1st Fighter Wing (FW) largest HUREVAC in history by launching a 28 ship in an 8 hr period. First flight after 4- month strategic pause.

• Orchestrated production and logistics requirements to support 106 maintainers who fulfilled an 18 aircraft surge for Operation Readiness Inspection. Teams tackled 125 maintenance, repairs, and inspections leading to generation 18 of 18 aircraft and earned an “Excellent” IG rating.

• Managed material and manpower strength combining 1K Airmen from 69 AD/ANG/AFRES bases across 7 Major Commands into a cohesive team supporting 54 aircraft including B-1, C-21, C-130, E-8, KC- 135, and RC-135.. Yielded over 9K sorties for Operations IRAQI FREEDOM, ENDURING FREEDOM and Combined Joint Task Force- Horn of Africa; protecting Americans on the ground. Professional Chronology

MIDDLE EAST PROPULSION COMPANY LTD. – RIYADH, KINGDOM OF SAUDI ARABIA 2022 – MAY 2023 Manufacturing Director THAAD Missile System Canister Established the first manufacturing business unit for MEPC which had was previously supported MRO

(Maintenance, repair and overhaul) for RASF’s aircraft engines fleet. Responsibilities include process development, creating new procedures, establishment of a new facility, factory set-up, for manufacturing operations to produce composite canister for Lockheed Martin’s missile defense system. ALSALAM AEROSPACE INDUSTRIES – RIYADH, KINGDOM OF SAUDI ARABIA 2013 – 2022 Director F15-SA Conversion Program, F-15 P&A and F-15 SR Program Manager Lead manufacturing operations supporting F-15 Wings, Forward Fuselages and kicked off 2020 F-15 Pylon and Adapter Program. Responsible for the start-up and expansion of an aircraft manufacturing capability in a company and country where no such capability previously existed. Responsibilities include process development, facility expansion, factory set-up, recruitment and training of personnel and operational accountability for manufacturing 3

operations that produce new wings, forward fuselage segments to support the subsequent modification of 68 F- 15S aircraft to F-15SA configuration over the next five years.

• Aligned 2 separate ERP systems (Boeing’s Compass & AAI’s Lawson) ensuring accuracy of inventory critical for closeout of F15SR production line.

o Analyzed variances and drove corrective actions to inventory, deficiency reports, invoices, exports and last shipset assigned.

• Integrated production, logistics, planning, engineering, tooling (GFE), training and quality into one cohesive team focused on improving performance while reducing cost and schedule

• Drove continuous improvement events in Logistics. Identified 12 projects (kitting, planning, training, reports and physical layouts), established priorities and eliminated waste.

• Implemented an ISO9000/AS9100 Quality Management System and Earned Value Management tools to ensure quality deliveries on-time and under budget.

• Established/managed international sub-tier contract with South Korea to support F-15SR wing schedule.

• Optimized Wing Skinning station using 5S, resequencing work, kitting to task level, developing swim lanes and more. Improved from 200 to 75 M-days after implementations and is continually improving.

• Established training courses and records for Manufacturing and Quality Engineers plus Sheet Metal, Mechanical and Electrical Technicians.

JOINT BASE LANGLEY-EUSTIS, VA. NOV 2010 – SEP 2012 Maintenance Superintendent

Managed diverse workforce with 170 AF AD/ANG, and civilians spanning 8 separate career fields in support of 46 F-22 aircraft. Responsible for maintenance capabilities for 10 facilities valued at $60.5M. Directed $500K in flying hour and operational maintenance funding to sustain F-22 stealth capabilities.

• Initiated PANAMA shift schedule in Low Observable (LO) for 24/7 operations. Eliminated weekend shift, cut and consolidated work crews from 5 to 4 saving 25K man-hours per year.

• Initiated lean production effort through creation of Signature Section (SS). Combined scheduling, analyst, and production.

o Eliminated floor supervisor’s stress on all shifts and freed up 3 hrs/day to run maintenance. o Stabilized estimated time for completion. SS works with Aircraft Maintenance Units (AMU) resulting in sound completion times and positively supports schedule effectiveness.

• Prepared Nondestructive Inspection (NDI) section’s HQ AF assessment; guided 27 AD/ANG technicians through 22 unique programs. Team found no discrepancies and lauded section as “best in 19 yrs”, benchmarked training program, and set AF standard.

• Developed Memorandum of Agreement outlining squadron and ACC Acquisition Management and Integration Center responsibilities for T-38 Companion Trainer Program. Detailing back shop support roles and ultimately saving F-22 flying hour program $200M annually. AL UDEID AIR BASE, QATAR APR – NOV 2010

Chief Enlisted Superintendent

Guided over 1K rotational forces in AFCENT’s most diverse Expeditionary Maintenance Group and principle advisor to commander. Led maintenance operations for 54 aircraft including B-1, C-21, C-130, E-8, KC-135, and RC-135. Managed 49 group facilities and over 550 units of aerospace ground equipment valued at $30M. Overseen 11 Centralized Repair Facilities production effort for area of responsibility’s (AOR) only Precision Measurement Equipment Laboratory.

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• Managed manpower strength combining 1K Airmen from 69 AD/ANG/AFRES bases across 7 Major Commands into a cohesive team. Yielded over 9K sorties supporting Operations IRAQI FREEDOM, ENDURING FREEDOM and Combined Joint Task Force- Horn of Africa; protecting Americans on the ground.

• Secured transportation requirements to load over 100 semi-trailer trucks and clean-up 620 acres. Supported Host Nation by guiding Munitions’ Flight effort in re-warehousing 17M lbs munitions. Returned property to Qatar AF strengthening international relations.

• Utilized depot level engineers assigned in AOR and oversaw execution of 90 depot level aircraft repairs in theatre. Approval process completed in less than 1 hour vs. 24 hours to reach back to CONUS. Returned over 4.5K Fully Mission Capable (FMC) hours to combat operations. KUSAN AIR BASE, KOREA MAY 2009 – APR 2010

Squadron Maintenance Superintendent

Led maintenance production efforts of 571 personnel from nine flights spanning 13 career fields supporting 45 F-16C/D aircraft. Managed 150 facilities, 124 vehicles, and 640 pieces of aerospace ground equipment. Ensured proper use and accountability of $250K unit budget, $91K equipment account, and $85K war ready material account.

• Altered Pacific Command’s negative perspective on compliance at Kunsan AB Korea. Significantly improved relations within an annually rotating workforce through communications and developing comradery. Led unit preparation for two major inspections; Logistics Compliance Assessment Program (LCAP) & Unit Compliance Inspection (UCI).

o LCAP; empowered flight chiefs to accomplish quality assurance style personal evaluations (PE) on every maintainer; built confidence, pride in ownership, experience and proven with zero PE fails from LCAP IG team. Scrutinized 410 Quality Assurance findings, attacked root causes and altered behavior resulting in 91% pass rate…highest squadron average.

o UCI; steered 571-manned squadron into compliance-focused organization. Established standardized programs/books across squadron, ensured more than 20 section books matched requirements, and presentation recognized by IG. Improved squadron’s previous “marginal” rating to “satisfactory”.

• Directed Theater Security Package support, identified, set-up facilities, and melted in 126 deployed personnel into permanently assigned workforce. Oversaw receipt of 12 F-15 aircraft, 10K equipment short tons. Flawless start to the first 389th Expeditionary Fighter Squadron in theater.

• Won 8th Fighter Wing and PACAF’s approval for funding $24M MILCON project improvement for Munitions Flight; highlighted degraded and unsafe conditions secured HHQ Munitions Strategic Facilities Plan.

LANGLEY AIR FORCE BASE, VA. JULY 2005 - MAY 2009

Maintenance Superintendent

Led maintenance production efforts with 83 Airmen, 55 NCOs, 4 SNCOs, and civilians spanning eight separate career fields in support of 20 F-15 and 40 F-22 aircraft. Overseas maintenance capabilities for eight facilities valued at $35M. Ensures serviceability of $1.2B in aircraft motors through compliance of the Joint Oil Analysis Program.

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• Architected LO long-range sustainment plan. Reversed wing’s not combat capable status due to F-22 LO system were fleet average in SAS jumped to >90% with majority of aircraft Non-Mission Capable (NMC).

• Changed negative audit assessment trend of LO coatings. Average SAS increase of >200% resulted in NMC aircraft jeopardizing war readiness. Challenged contractor’s unrealistic outer mold line (OML) criteria and drove changes in reportable damages allowing airmen to repeat findings. Developed training program clearly identifying reportable damages and selected dedicated team. Annual audit error rates dropped 200 to < 20%. Only FW in fleet to beat ACC’s 20% standard.

• Led production/support in LOs restoration efforts on 25 F-22s; teams tackled 1K maintenance, repairs, and inspections—sustained a critical 98.3% sortie generation rate and 1 FW earned an “Excellent” IG rating.

• Established compressive environmental compliance team; identified and fixed shortfalls. Air Program Operating Permit earned “Outstanding” during Virginia state inspection.

• SME in HAZMAT, TCTO kits, deployment packages and more: o Established 4 Tiger Teams to tackle shortfall in critical areas (HAZCOM, Red Ball Maintenance, tool accountability, and composite tool kits) and authored charters for a focused inspection. Solid fixes proven; received an “Outstanding” Multi-MAJCOM Staff Assistance Visit. Inspectors comments; Terms such as “precisely focused, attention to detail, brilliant, and zero major findings”. o Led F-22 LO’s Rapid Improvement Event (AFSO21). Pre-staged tools, consumables, and >160 HAZMAT items; saved 35 hours of flow time and 10 hours of touch time. RAF MILDENHALL, UK. JUNE 2003 - JULY 2005

AEROSPACE GROUND EQUIPMENT (AGE) FLIGHT CHIEF

Led maintenance production efforts with 92 Airmen, 9 SNCOs, and civilians from four career fields supporting 15 USAFE KC-135, 11 AFSOC MC-130H/P, eight MH-53M, two ACC RC-135 and AMC transient aircraft. Oversaw maintenance capabilities for five facilities valued at $21M. Managed repair, inspection on 637 powered and non-powered AGE units. Provides theater-wide intermediate and depot-level repair of five types of small GTEs.

• Supported safety investigation board on a C-17 jacking mishap; noted AF-wide problem with manifold flow valves serviceability and directed technical order changes eliminating future mishaps.

• Secured dispatch and delivery of over 6K AGE units to support wing’s flying hour program.

• Coordinated AGE support for several POTUS/SECSTATE aircraft missions and two NAOC tasking by prepping and deploying 28 units for both air/surface shipment. RAF MILDENHALL, UK. JUNE 2000 - JUNE 2003

FABRICATION FLIGHT CHIEF

Led maintenance production efforts with 67 Airmen, and 3 SNCOs encompassing Aircraft Structural Maintenance

(ASM), Aircraft Metals Technology (AMT), Aircrew Survival Equipment (ASE) and Nondestructive Inspection

(NDI) Laboratory. Supported 15 USAFE KC-135, 11 AFSOC MC-130H/P, eight MH-53M, two ACC RC-135 and AMC transient aircraft. Oversaw maintenance capabilities for two facilities valued at $18.5M and forecast executes an annual budget of $590K. Responsible for Centralized Intermediate Repair Facility (CIRF) support on KC/RC 135 brakes and wheels, KC-135 booms and fuel cell repairs. 6

• Secured a sustainable logistics supply system during runway closure while deployed as Squadron Maintenance Chief; led 110 Airmen from 10 career fields during a 5-month home-station runway refurbishment program.

o Ensured all material availability and replenishment to support flight line and phase operations for C-130 and KC-135 aircraft. Key to production of 583 sorties and 5,965 flight hours. o Set priorities and tracked MICAP status parts until delivered in theater of operations.

• Directed ASM/AMT’s task to fix MC-130 engine truss mounts; devised means to repair three simultaneously mounts and finishing 72 hours ahead of schedule.

• Wings local manufacture authority; managed request from 4 MAJCOMs and fabricated 285 parts.

• Synchronized with Civil Engineers/UK contractors on an ASE facility design.

• Managed CIRF support during Operation IRAQI FREDOM. o Led 14 deployed and 7 assigned Airmen in inspecting and painting over 250 wheels and 200 brake assemblies for KC-135 aircraft; lauded by UASFE as “best CIRF operation”.

• Sought and acquired $610K and vendors to custom build a fiberglass oven and media booth; abolished Risk Assessment Code 2 for carcinogens and poor ventilation; enhanced production by 300%. Education

Associates of Applied Science Degree, Communicate College of the Air Force, Aircraft Maintenance Baccalaureate Degree, SIU at Carbondale, Industrial Engineering Continuing Education and Training

Boeing Leadership Center; Program Management Work Shop, Executive Workshop on BSC and Strategy Management, Boeing Earned Value Management System, Professional Manager Certification, Six Sigma Green Belt Certification, AFSO21 Executive Leadership Course, Chief Master Sergeant Leadership Course, LOG262, Applied Maintenance Management Concepts

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