Curt W. Dodges, MBA

***** ********* ***, ********** ** 20619

Email: g8jtx4@r.postjobfree.com

Phone: 240-***-**** (cell), 301-***-**** (home)

Linked-In: http://www.linkedin.com/in/curtdodges

QUALIFICATION SUMMARY: Dynamic Program Manager and Operations Director. Leaving active duty service in the Naval Air Systems Command as a Navy Captain with 25 years of aerospace program management, industrial operations, and business experience involving organic military, commercial, and international sources and standards. Proven capability to devise and lead solutions to non-traditional challenges, to capture future opportunities, to manage product-line profit and loss, and to increase demand for managed products and services. Active (secret) security clearance.

-Maintenance Repair and Overhaul -Financial/Profit and Loss

-Aircraft Modifications Programs -Aviation Program Management

-Contract Logistics/Engineering Services -Government Contracts

-Continuous Improvement -Business Development

ACCOMPLISHMENTS:

Aircraft Procurement Program Management. Managed cost, schedule and performance for multiple DOD acquisition programs, including C-9, C-40, C-20, C-37, AN-32 and MI-17 aircraft procurement and support services, involving all phases of the product life cycle. Sustained the C-40A (ACAT 2) aircraft acquisition program through a $1.7 billion cancellation decision. Delivered a new Business Case Analysis to transition the Navy’s legacy DC-9 to the C-40A (an FAA part 121 certified Boeing 737-700C derivative). The C-40A acquisition program was restored as a $1.2 billion program of record.

Maintenance Repair and Overhaul (MRO) Operations Management. Coordinated Fleet Readiness Center (FRC) production/suppliers/engineering solutions. Integrated operations for 29 global aircraft Maintenance, Repair and Overhaul (MRO) facilities. Directed production and resource planning for all shore-based aviation maintenance. Directly interfaced with Navy leadership and a demanding set of customers regarding on-time delivery, operational and material excellence of over 700 annual aircraft produced by 84 industrial product lines.

Modification Programs Management. Developed the F/A-18 Service Life Extension Program, fully utilizing FRC industrial and field capacities. Presented proposal accepted by Navy leadership, which secured a leadership role for the FRCs, and $287 million in additional (labor) workload. Also obtained and managed $40 million investment to modernize C-9, C-20, and C-40 aircraft. Directed requirements analysis, developed and solicited statements of work, and awarded contract modifications to upgrade DC-9/C-40A Communications-Navigation-Surveillance/Air Traffic Management (CNS/ATM) systems, add C-40A Winglets, and refurbish C-9 interiors.

Contract Logistics and Engineering Services: Provided all aspects of aircraft maintenance, repair and overhaul, global supply and technical services support. Embedded roles and responsibilities for government stakeholders (e.g. fleet and Defense Contract Management Agency (DCMA)) and solutions for International Traffic in Arms Regulations (ITAR) and other regulations in Prime-Sub commercial (FAR Part 12/Fixed-Price) and government (FAR Part 15/ Time and Materials) contracts. Led integrated product teams to develop requirements and solutions, to define contract requirements, write statements of work, assign Federal Acquisition Regulation contract type, terms, and conditions. Chaired Source Selection Evaluation Boards for selection and award of five formal and informal Contract Logistics and Engineering Services contracts providing maintenance and sustainment programs for C-9, C-40, C-20, AN-26/32, MI-17/24/35 aircraft.

Continuous Improvement. Led Black-Belts and Subject Matter Experts to apply LEAN-six sigma tools on integrated manufacturing, supply chain management, and MRO production processes. Reduced multi-site product variance by 60%, and eliminated 57,000 labor hours from workload standards. Managed Earned-Value performance, tracked progress and variance from established budget and schedules, led corrective actions, and mitigated risk. Personally developed metrics for MRO operations management, and presented production schedules and performance reports to fleet customers and Navy leadership.

Financial/Profit and Loss. Managed $2 billion of annual work in a revolving (working capital) account that requires the FRC enterprise to manage cash flows like a business. Led program planning. Developed standard labor and bills of materials. Assigned processes, resources and schedules to technical specifications. Submitted, defended, and executed $1.2 billion annual (fixed-price), and $800 million (T&M) budget. Managed profit and loss, and reported financial performance to Navy leadership. Mitigated a $30 million increase in F-414 engines materials cost. Balanced F-414 working capital fund losses with gains on other FRC product lines. Minimized (recovery) increases to future FRC rates.

Business Development. As the leading interface between the NAVAIR Depots and all NAVAIR Program Management Activity customers, developed, coordinated and communicated FRC capabilities and solutions. Engaged PMA-299 to sponsor a public-private-partnership between Sikorsky-MHSCo and FRC Southeast (Jacksonville) for H-60R and MH-60S avionics systems repair. Presented solutions to PMA-275, in response to V-22 reliability shortfalls. Improved system readiness and eliminated $2 million in 2010 flight hour program costs, which was recapitalized as an investment by PMA-275 in future FRC capabilities.

PROFESSIONAL EXPERIENCE:

2008-2011 Director, Business Operations (2008) and Director Production Operations (2009-2011), Naval Air Systems Command (NAVAIR), Commander Fleet Readiness Centers (FRCs). Coordinated production of eight regional commands including three Naval Aviation Depots, and 29 global operating sites. Directed planning, programming, budgeting and execution for an enterprise comprised of over 10,000 civilian artisans represented by multiple public-sector labor unions, and 6,000 military technicians. Presented monthly performance and financial reviews, outlining accomplishment of production goals, product line profit and loss, and assessment of fleet readiness impacts to Navy leadership and all Program Management Activities.

2007-2008 PMA-207 Program Manager, Foreign Military Sales. Directed an accelerated program to acquire Soviet AN-32 (Cline) and MI-17 (Hip) aircraft for the Afghanistan National Army Air Corps (ANAAC). Led team of Deputy Program Managers, Contracting Officers, and Engineers to the Antonov Aeronautical Scientist/Technical Complex in Kiev, Ukraine. Designed contract specifications, awarded and managed European Aviation Safety Agency (EASA) compliant procurement, technical and logistics contracts to restore the ANAAC’s fleet of AN-32, AN-26, MI-17, MI-24, MI-35 aircraft. Inspected, procured and delivered the first two AN-32 aircraft to Afghanistan within 75 days of program initiation.

2004-2007 PMA-207 Program Manager, Executive Lift and Transport, Commercial Derivative (C-40, C-9B, C-20, C-37) aircraft. Directed development of Aircraft Procurement, Technical and Logistics Services programs and contracts. Directed $1.7 billion aircraft procurement, $40 million systems configuration modifications, and $80 million sustainment programs for Boeing 737, DC-9, and Gulfstream III, IV and V derivative aircraft, utilizing multiple commercial engineering and logistics sources.

2001-2004 Officer In Charge, Aircraft Intermediate Maintenance Department, NAS, JRB Willow Grove, PA. Trained and led 225 military and civilian technicians performing aircraft, engines, and systems component repair, and flight-line support for 99 Navy, Marine Corps and Air Force aircraft. Recognized as Commander Naval Air Reserve Force Aerospace Maintenance Officer of the Year.

PREVIOUS EXPERIENCE: Fifteen years of leadership experience as Air Station, Wing and Squadron Production and Quality Control Officer. Managed aircraft, engines, components maintenance, supply chain, operational configuration management, and flight-line support in three Navy Squadrons, one Air Wing and one Aircraft Intermediate Maintenance Department. Ensured compliance with Navy policy and standards.

EDUCATION DAWIA CERTIFIED

Regis University, MBA Program Management (Level 3)

United States Naval Academy, BS Production, Quality and Manufacturing (Level 3)

Life Cycle Logistics (Level 3)