Confidential Resume of Professional Qualifications

JOHN ARMSTRONG - US Citizen

P.O. BOX 25456 WILMINGTON, DELAWARE 19899-5456

***** ** **** ***, ********, FLORIDA 33180

Voice mail: 302 / 656-7165 E-mail: aiu0k2@r.postjobfree.com http://www.linkedin.com/pub/11/305/576

OBJECTIVE: Sr. PMO Leadership, SCM, QA, Operations and NPD Analytics

EXECUTIVE PROGRAM MANAGEMENT, EVMS, VP, GM, DIR MFG ENG, VP DIR GLOBAL BU, ENTERPRISE WIDE OPS STRATEGY AND NEW BUSINESS COMMERCIALIZATION

GLOBAL FINANCE LEADER Organizational design/Objective setting to Monthly CLOSING.

PROFILE:

• Director of multi Facility PMO, EV, Commercialization & Capital Projects Program Management. Presented scope executing program cost/ schedule and control responsibilities of complex large cross-functional Global multi-facility 50+ ($140 to 600 million– NPI, manufacturing expansions, PMO Architecture, NPD, Sourcing and OEM assembly; Chemical Material Electrical) NPD Programs; Understand, document requirements for Enterprise Change/Release/ Training Management, Contracts, Startup, Commissioning, Analysis; providing financial direction to PM’s & PLM’s Global Commodity/ Capital planning portfolios. Direct SCM QA with critical analytical thinking, vision, data modeling, BOM, IT with eAM, Deltek Cobra EVMS platform w/WInSight, capacity/capability analysis and reporting, PDM, budgets w/MPM, Crystal tools and DCAA Audits; communicating complex cross functional PM issues. Lead SDLC Chief Engineers R&D and Central Engineering, Legal and Baseline Change Control. SCM IMP/ IMS, Transportation/ Logistics management, FDA, FAR, DOT Sub contractors, procurement agents; designers, R&D, tooling and Product Development; Financial Planning, CCB, Purchasing, EAM & JIT. Included NPI Medical Devices, automotive /aerospace commodities, MRP, STC, PWA NASA, DOE, DOD Sparrow / Phoenix missile programs FAA/ AF Radar/ windscreen efforts, HE laser/ RX optical R&D. Documenting scope, vision, mission for Sales robust New Business Continuity & Logistics; Leading R&D, Strategic Business Unit Planning Risk Mitigation, PS P&L, w/Quality Assurance. Utilized OpenPlan and Cobra, Primavera, MS-Project, SAP, SAS, Oracle cMRO and MPM tools.

Global Strategic Procurement, SCM, FI, OPS P&L Plan; Responsibilities/ Duties:

* Provide strategic assurance of supply and supplier relationships; infrastructure and processes i.e. establishing and maintaining a professional Client working relationship with Suppliers.

* Setting clear tactical and strategic purchasing delivery expectations.

* Manage the material forecasting; MRO to Capital Equipment to Business Services to Logistics.

* Expediting to ensure continual flow of materials.

* Ensure that accurate information is received, understood and acted upon by suppliers.

* Establish and maintaining SAP part parameters.

* Resolving material disruptions issues.

* Complete Root Cause Analysis.

* Developing and implementing Inventory Management plans for assigned parts and materials.

* Maintain purchase order regulatory compliance.

* Maintain cost standards and analyzing variance in SAP; PS; Maximo; Oracle.

* Effectively managing part piece prices (e.g. volume discounts, payment terms, process improvements).

* Reconcile Accounts Payable/Receivable issues.

* Manage the return of non-conforming material to suppliers

Visionary, Strategic cross-functional Leadership; Global multi-facility NPD; Exec Program Management / New Business Development / Program Change Management/ NASA DoD, OMB PMO BU Business Sourcing Case Management: Driving Sales, Marketing, NPI, SM&P, Manufacturing & LEAN Program Operations, STAR, Continuous Quality Improvement and 3PL Supply Chain Management. Lead ROI, P&L, ROA, EVMS, critical milestone management, cash flow analysis; outsource analysis and risk /proposal assessments. Directed CCB New Product Deployment, QA APICS and R&D enterprise wide, across multiple industries; -Automotive, Electronics, Consumer, Aerospace, Glass /Ceramic, Plastics, Medical, Chemical and Pharmaceutical. Executed, best-in-class review and roll out of all programs with conceptual reporting and white paper presentations to the executive team.

Management expertise; Strategic large Exempt populations (60 man department - 600 man facilities – 16 plant Division) Greenfield construction Pilot Plant, etc. PMO, engineering, assembly, production, R&D operations strong leadership; negotiation, design, supplier QA execution and communications skills; over ten years managing OEM/ Tier1 Automotive / Aerospace/ Medical/ Pharmaceutical Product Launch Experience, w/ simultaneous BE/QA teams. Developed problem solving skills needed to resolve process, product, NPI, equipment, Logistics, component, sales, scheduling, quality, safety, Marketing, Regulatory, HW/SW/systems and personnel issues. Managed capital, process, cost/ quality, global forecast/ pricing strategies and EVMS critical milestones from NASA to DoE to DoD from conception through installation.

Manufacturing Operations Leadership; Plant/department/ general management program audit, implementation, execution and control transforming profitability and market share. Lead R&D, Construction, Central Engineering and Trades; product/ process development; directing subject matter experts throughout. Energy & Chemical R&D, Blood Gas Analyzer, Rx Photo Chromic eyewear, thermometers, Operating room / Dental office diffusers, Sparrow/AmRaam/ Phoenix Air to Air Missiles, IBM & TI Semiconductor Manufacturing Environments, Aero/Automotive Composites; and complex Heavy truck assembled components. Driving all activities related to prototype production, planning, and management of Production Operations & Engineering Staff.

Turnaround leadership with demonstrated success executing stalled projects ($140 to 600 million) setting goals and priorities for the Operating Plans. Hitting Contract cost objectives and forming Global business partnerships. Multi-plant matrix organizational change ramifications of business process improvements and Strategic Supplier relationships; setting direction, vision, mission, cGMPs including overall organization structure, delivery models, job impact analysis and performance metrics program design. Strong communications, presentation and group (Trades to CEO) facilitation skills; capable of building relationships with stakeholders across all functional areas; including overcoming resistance, building buy-in and coaching teams and leaders, domestic and international. State of Art products, creativity and innovations in BUs for Re-Organized P&L impact.

Multidiscipline Matrix Cross-functional expertise; encompassing financial analysis, quality assurance, recruiting. Directing PLM BE Programs, tactical planning; executing pre-launch product quality certification, validation, re-engineering, and operational risk assessments; SCM supplier development, 3PL, QA warranty enforcement, IT / MIS (Java, Oracle, ETL, WebLogic, Microsoft Projects, etc.), marketing, sales redirection, new process and NPD; R&D, Pilot Plant construction and strategic vendor negotiation and selection. P&L and PMO leadership; IBM, TI, Koppers, DOD to Corning; Owens Illinois, GM and Ford; Ashland Oil & Chemical, NASA and Boeing. At times requiring critical supplier Corporate Restructuring, M&A and strategic Tool Moves; demonstrating Strategic Critical thinking Leadership.

• Hands-On functional management of Operations, Manufacturing & Engineering, R&D; SCM, Construction, Procurement, Purchasing and Quality Assurance. Responsible for Budgets, Program control activities analyzing Financial Statements with Estimates at Complete for PMO /Contracts and Business Management. Develop monthly program cost and revenue budgets and forecasts. Monitoring and reporting weekly/ quarterly, contract funding (Engineering, Procurement, Technical and R&D) status ensuring all contract compliance with information/ reports to the Leadership Team, business management / reliability in accordance with contract requirements: WinSight; EV, ETC, EAC and EVMS analysis. Lead program staff to establish and monitor all performance, CMMS, metrics. Strategic BU Planning, Cost/ Pricing tools, Advanced Process engineering, Equipment engineering, Lead Project Engineers and Chiefs, at all levels and functions; directing PLM, QSR, DoE, Bus/ Plant Audits; with performance planning, DMAIC and PMO salary/budget administration. Championed creativity teams between suppliers, engineers, buyers & manufacturing. Prepared justification for scope EAC and implementation of new technologies based on SPC/ ROI; to reduce cycle times, improved efficiency GMPs; serve as final engineering / business program signatory ($10,000,000); tracking timing, forecasts, budgets, costs from concept to commercialization.

EXPERIENCE: 1/2004 to Present

Standards & Poor’s (now Guidepoint Global), Vista Research SIL “Society of Industry Leaders” Water Street New York, New York Headquarters - Institutional Investors and PLM/ BI/ BE Cost Management, Strategic Executive Consultancy… Targeting competitor cost optimization opportunities, driving Strategic Sourcing, Contract initiatives, meeting investment P&L metrics, budget and LEAN & EAM PMO best practices. Enterprise SC, Quality, Finance Ops, SAS, Engineering, NPD, Manufacturing for Automotive, Aerospace and Medical procurements. A primary research firm that provides investors and business decision-makers with on-demand access to a worldwide network of industry experts. Through phone consultations, face-to-face meetings, surveys and proprietary data products, we provide our clients with the customized information solutions they need to make informed decisions. The clients include some of the world’s leading private equity firms, mutual funds, hedge funds and strategy consultancies; requiering strong collaboration and alliance skills.

Concurrent with:

10/2009 to 12/2009

AREVA RENEWABLES NA, Inc. (Adecco) SCM Engineering, Procurement & Construction; Solar and Biomass E Power Plant Design, Build & Commissioning

Executive Consultant to the Managing Director for the Audit, Review and Re-write of the US Subsidiary Governance (Design Change Management Processes)...the overlap/ or gaps in the roles and responsibilities of the Director of Finance, the Director of Engineering, the Director of PMO, the Projects Director, SCM Procurement Director and the Business Director; producing a transformational Governance Guide as a deliverable. The Governance Guide is intended to communicate ARI EP&C (Engineering Procurement & Construction) Operations business objectives, organizational structure and key roles and responsibilities in the design, build and commissioning of multiple, in parallel, ARI Power Plants; while directing the reader to the Policies, Delegations of Authority and core Work Processes that are required to ensure a controlled approach to the management of the company.

09/2008 to 09/2009

Standards & Poor’s (now Guidepoint Global), Vista Research SIL “Society of Industry Leaders” Water Street New York, New York Headquarters - Institutional Investors and PLM/ BI/ BE Cost Management, Strategic Executive Consultancy…

06/2006 to 08/2008

Boeing IDS (Integrated Defense Systems) Ridley Park, PA - Business & Financial Ops; Exec Program Mgmt & Financial Controls; Complex NPD & EVMS: ATK TPC NASA ORION CEV LAS (Post Shuttle). Army Support Systems to Navy NAVAIR.

Program Management, Super CAM, Lead/Senior PM Analyst; EAC/ ETC, SM&P Leading cross-functional teams; EVMS, Program Scope Engineering SCM & Design, Test & Evaluation and Systems Engineering w/NPD; focused on schedules, costs, profitability, scope management and execution. Ownership of EVM data, CPR, and the management and control of all accountable resources including; labor, material, Subcontracts and Inner-Work Authorizations (IWAs). ANSI 748A, LRE, Strategic Planning, SOW NPD Program Engineering, Exec SW /HW Design & Scope, implementation; Directing CPR NPD and use of complex aerospace component manufacturing tools BCWS BCWP ACWP, leading Engineering Chiefs, safety requirements and concepts, change control and tool/ equipment specifications w materials Program Management for TIMs; IBR and Super CAM(Cost Account Manager) efforts; Open Plan & COBRA, WBS PNRB (Pre Negotiations Review Board member), WADs $10MM signature “Authority to Proceed”; CRM, Tests & Analysis and HPWTs (High Performance Work Teams), EV CPRs, SPI CPI TCPI CV SV. Passed multiple IDRs Design Reviews, EAM, multiple IBRs Business Reviews w/ New Contract Development. LM NASA CFSR Orion CEV LAS (Crew Exploration Vehicle Launch Abort System) and IDS Osprey/ Chinook Support Systems -complex avionics systems for Flight and Simulators to replacement Engines. Lead ITAR, DOT SCM, IS development methodologies for SW. DoD CMMI, MPM MS Project etc. Management of RFQs, Materials/ Logistics, Purchasing, RFI RFP Contract Requirements Business / Program Analysis, PDM, Engineering and Training; Inventory with Enterprise Wide formal Corp/ Group/ Facility Cost Reduction for margin enrichment, New Contract Development, Program Management compliance and profitability and deliverables.

• Directs and performs financial analysis and reporting activities to support short-term and long-range strategic plans and operating budgets. Lead multiple programs providing oversight for Business Process Design, FTA, Control Account plans, resource loaded networks, resource leveling, estimates, cost/schedule baselines control, Format 5 EV statusing, VAR reporting, DCMA/ DCAA audit compliance evaluating the reasonableness of the contractor's forward pricing rates FHA, FPRAs with Monthly Direct Labor Variance Reports, SOX and the identification and resolution of risk.

• Oversee the implementation and operation of the ERP EVM tools and processes, develop and maintain EVMS documentation, develop and provide EVM training to management and engineering staff, and oversee gathering and maintenance of metrics on program performance; including Program/ corporate Baseline Change Control initiatives, SQL Queries.

01/2004 to 06/2006

DCX (Daimler Chrysler Site) Newark, Delaware Plant - SCM Quality NPD / NPI Sr. Supplier QE Management / New Product Sourcing & New Business Deployment,

Provide oversight and direction to develop, integrate and document Mfg. system requirements to establish the system design. Lead development, maintenance and modification of component designs, using 3-D Computer Aided Design tools and/or other design methods, to provide product definition to other engineering groups, production operations, suppliers and external/ internal customers throughout the product lifecycle. Electronics electro-mechanical – Simultaneous strategic projects for OEM / Tier1 customers. Lead NPI P&L business value projects with higher complexity and risk. Included IP, Instrumentation, Battery, Engine, Frame, Chassis, Body, Headlamp & Dash - PDC; Electrical Harness/Cable, controllers, junction box SMT PCA, power distribution products; LEAN DMAIC PCB manufacturability, product engineering, inventory, assembly and functionality of new product deployments. Manage Mexican, Honduran, Ohio, Delaware, Alabama, Detroit; ISO /Global PMO Supply Chain Sourcing strategies, EAM, MRO, CMMS, OSHA, Kaizen, Contracts and Logistics.

• Define, initialize, plan, PPAP, control, execute and close; running, Critical Design Reviews, Teach Global Sourcing strategies and cost reduction projects in a crisis customer environment managing cost/price metrics.

• Lead global program level outsourcing activities, cross-functional teams and participated in the evaluation and selection of external vendors,

• Enforce compliance with contract terms, monitor performance and develop a relationship this is beneficial to both OEM and the vendor.

01/1997 to 12/2003 GENERAL MOTORS CORPORATION (RDS) Newport, Delaware GM Plant Offices, - Strategic World Wide Purchasing – Strategic Supplier NBD Components, Facilities and Tool Moves Management. North American Car Group SQE Operations, Eastern Region. Oversee Selection, Sourcing & PMO NPD Strategic Supplier Launch, QA Policy and Schedules

World Wide Purchasing - Risk Management, SCM, Outsourcing Programs GM NACG/ NATG Coordination with Price Waterhouse Coopers & Young of Toronto, the executive review team and BBK of Detroit, BU Logistics. Oracle Discreet Manufacturing Functional r12 Resource

GM ‘Top Focus Supplier’ Quality LEAN Program Management / New Product Launch & Logistics; Critical Supplier Strategic Tool Moves.

• General Management; Assertive Tier1 Top Focus strategic construction, stabilization/ turnaround of major (600man Union) high-risk polymer processing extrusion injection/blow mold and part assembly, painting, plating, metal fabrication Top Focus Suppliers. QA & Business Continuity Planning, P&L, Re-Engineering, JIT Supply Chain, EAM, Global Warranty Implementation, MRO, DFMEA, BE & Finance change management.

• EP&C Business Process Design analytics; assessing organization’s business processes through interviews of key management and end users. Evaluate these processes (PMO, Engineering, MFG, SCM, QA, Administration, Finance, HR and IT)and identify issues / overlaps. Draft written procedures of approved design, including; streamlined process & procedures. Produce workflows capable of implementation by the management team prior to being selected as a Critical Tier-1 resource.

• Tool Move Management - Project/ Construction Site Management; plan, scope, direct, execute multi-plant capital Business/ Facilities relocation program, New product launch for designated WW SPO distributors, MX, CA, CN and USA matrix capital programs with SAS, MRO, FMEA, DRE, EVMS, Buyers process excellence and cost improvements Global Sales.

• MS Project, Excel, LEAN, Oracle, Primavera, WinSight, CAPA, SAP, PeopleSoft and Lotus Notes; CMMI, EDI, Crystal Reports, CAD, APICS, ERP/MRP, QAD, CATIA, SDLC, CSPR3, DMAIC, Kaizen, AutoCAD, etc.

Regional Supplier Quality Engineering - Newport, Delaware GM Plant Offices; (SQA/SQE) / GM Tier-1 TQM; Strategic World Wide Purchasing, Quality Systems

Plan, Direct, Implement strategic multi-plant 50+, multi-corporation QA & Launch Demand SCM programs to manage the Eastern Region GM Car Group's Global multi billion dollar parts, components, and sourced sub-assembly supply base from Tampa to Toronto – Great Britain to Okalahoma. ASQ, CPM, CQE coursework completed at GMU. Lead the definition, development, characterization and documentation of manufacturing systems. Review continuous improvement programs; initialize, audit and approve NPI, QA Training, PPAP, and Lean. Composite components to precision electronic assemblies, etc.

• Quality containment, documented commodity strategies with cost input analyses and forecasting, benchmarking and scorecards; identify/ track nonconformance and quality problems effectively by interacting and communicating with engineering purchasing planning program quality engineers and various levels of PMO management of the supplier and the company. * Develop appropriate and effective supplier QA metrics to monitor root cause and issue resolution effectiveness. Global EAM CMMS SW implementations; FMEA, Control Plan, testing, inspection.

• ISO/TS 16949 (ISO 13485) / QS 9000 /ANSI\ISA-95, JIT, 5S, 8D Tier1 QSR, Supplier SC/QS audit & review; Dun & Bradstreet reports and credit scoring. ANSI 748A EVM… Directing supplier development.

• Six Sigma, SPC, DOE, Run @Rate, APQP New Part certification, PM leadership. Develop Client requirements, enterprise systems to design/ build and implement applications for successful SCM for NPDs NPIs. General Procedure/ GMP - training, mentoring and enforcement; PPAP,FRACAS, DRE and Business & Engineering Change Control Management. M&A court ordered SCM restructuring of critical suppliers.

01/1984 – 12/1996 J. MICHEL ASSOCIATES, Wilmington, Delaware

Engineering and Manufacturing Program Management Consulting Group Partner

Manufacturing Operations Leadership / Sr Project, New Product Engineering S&OP, Operations Management ITAR FAR Procurement EVMS

• Direct engineering program management and manufacturing cost reduction efforts for client companies. Drive global SOPs, Change Control and formal Document Review HT/HS Composite Ceramic components.

• Strategic Planning (1, 3 and 5 year), earned value analysis, NPD progress reporting, cost control, organization and manpower planning, senior contract administration, CRM, NPI proposal preparation /submission, developing work breakdown structures, performance analysis, technical risk & Mktg analysis, financial planning, quality assurance and control; Laurence Livermore Labs, W L Gore, Corning Technical Medical, etc. Responsibilities include:

- Developing work plans, managing deadlines and coordination of project team and sub-team activities

- Estimating project skill requirements, and then working with resource deployment managers to identify appropriate resources and manage their integration into the team

- Defining and agreeing on deliverables and milestones

- Setting and controlling scope

- Communicating status and vision to client management and stakeholders

- Overall team management, including regular evaluations

- Project financial management

- Risk management

11/1976 – 09/1983 CORNING GLASS WORKS, Corning, NY – TECHNICAL, MEDICAL/CERAMIC Products Division Headquarters.

Division’s; Dir of Project Engineering, Cost Reduction Planning Manager / Division Manufacturing Operations Management EAM - Corporate VP’s & Division’s Manufacturing Manager’s Strategic /Tactical PMO PMI Operations Leader.

.

• Led Corporation in Manufacturing Cost Reduction Program performance DOD, DOE and NASA products included '78 to 81.

• Led Plant Construction and the delivery of multiple projects, developing cost benefit analyses for the programs, communicating to an executive committee, creating and reporting program status utilizing dashboards, allocating resources across multiple application functions.

• DOD Sparrow/ Phoenix, FAA, with Medical and consumer products, etc. ROI, ROA, balance sheet management, cash flow/outsource analysis and Capital/Purchasing risk assessment.

• Lead Business Systems MIS / IT integration projects to mesh Division’s formal Manufacturing Cost Reduction Program business planning unit modules with EV, the World Wide Business manager’s, Global Sales and Marketing managers long range forecast programs, P&L, research & intelligence utilizing Boston Consulting Group experience curve theory; LEAN Organizational Development, training all to New System Architecture and IBM EAM CMMS.

Manufacturing & Engineering Manager – Corning’s; Electronic Materials Plant– Erwin, New York.

• Reorganized departments for improved plant profitability, NASA DoE DoD TI & IBM new product scale-ups, Flat Panel, CRT process optimization, CRM HVAC Clean Room, Marketing, CMMS, MES & technology transfers. Quartz Crucible to State of Art Printing Masters and IT wafer production.

• Protects the Companys employees, customers, and assets against losses, injuries and accidents by directing, implementing, and overseeing the administration of safety and key loss prevention programs.

• Promoted to Division (16 Plants) Cost Reduction Planning Manager.

Division Staff Project Manager / New Products Business Program Manager – Corning Technical Products, Division Headquarters; Corning, NY.

• Directed EP&C engineering, technical, marketing and financial personnel in a Matrix environment eliminating sales backlogs; managed DOE DOD NASA contracts/ Subs. Executed Plant expansions. High Energy Laser to Medical Flat Panel Glass Ceramics R&D. Doubled profitability of Main Plant FAA & F111 Radar products.

• Promoted to Plant Manufacturing & Engineering Manager.

New Process Development Project Leader- PPD Owens Illinois, Toledo, OH.

• New Product Management – high volume consumer HDPE- P&G, beverage PET containers and FDA Pharma PP GMP aseptic injection blow filling/ packaging operations – J&J, Owens Illinois, etc. Division Leader for New Equipment acquisitions in Japan.

EDUCATION: University of Pittsburgh, Pittsburgh, Pennsylvania – BSME, WTC-DE Member

Ford College Graduate Program; Material Handling Engineering, DRE, Advanced Process Engineer

Union Railroad Brakeman and Conductor for Pittsburgh Area Steel Producing / Coal using Mills

Harvard Advanced Business and Management Development Coursework / Kepner-Tregoe / Six Sigma

Boston Consultant Group experience curve theory and business planning unit development / LEAN

NYU Programs in PM, Polymer Sciences, tooling and composites fibers product development

Mentored sons at Wharton (U of PENN), DOJ and Fox Schools of Business & Management

Teach for America Educational commitment with New Charter School Development

IBM training programs for Sales & Marketing at Pittsburgh/ Chicago

Division United Way Campaign Director & College Recruiter

Won a four-year New Jersey State Scholarship.

References on request

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