Project Manager Management

A “hands on” executive with varied and diversified, operations, maintenance, and engineering experience in aviation, in progressively more responsible positions managing professional, technical, clerical and trade staff. A firm advocate in achieving corporate financial and project goals, who has always fostered a positive and affirming pro-active management style in a team environment. An experienced corporate presenter, public speaker and lecturer with excellent communications skills, who has operated as an effective motivator and leader, with well developed interpersonal skills.

Specialties

- Executive Decision Maker

- Corporate Planning & Strategic Development

- Global Multi-Site Leadership

- P&L Management & Budgetary Direction

- Continuous Improvement Strategies

- Mergers & Acquisitions

- Business Process Design, Development and Implementation

- Defense Contracting

- Logistic Management Design and Implementation

- Production Line Layout Optimization

- Financial Control and Internal Auditing

Experience

Standanic Consulting

Senior Consultant : Airlines/Aviation industry

October 2010– Present (1 year 7 months) Vancouver, Canada Area

Strategic Consulting, including business plan & sales strategy development. Advising new businesses on formation of corporations and business structures, drafting privacy policies and structuring commercial transactions.

I2I Engines, LLC

General Manager : Airlines/Aviation industry

January 2011– December 2011 (1 year)Miami/Fort Lauderdale Area

Part 145 MRO Shop Business Turnaround to align with FAA Regulations and spearhead the company to be competitive in the Engine MRO business.

Steve has 1 LinkedIn recommendation (1 report) including:

• 1stRudy Viamonte, Program Manager, I2I Engines

MTU Maintenance

Senior Project Manager : : Airlines/Aviation industry

January 2009– October 2010 (1 year 10 months)

Responsible for the roll out of Maintenance and Materials Management systems, Business Processes & Procedures, and Certification Approvals from Local Indonesian Authorities.

• Spearheaded, developed and implemented business improvement projects for an MRO that enhanced the operating efficiency, productivity and best business practices for potential mergers and acquisitions and ensured the company was viable for future business partnership.

• Audited, defined requirements, and Project Managed the support and preparation of the MRO for potential partnership which included but was not limited to:

o Improving business forecasting and planning programs;

o Contractual work scope definition and budgeting, including the full logistics requirements spectrum for project management of engine shop visits;

o Introduction of shop visit gating concept from induction, disassembly, configuration, inspection, procurement, repair, assembly, testing, shipment and invoicing;

o The introduction of a Business Management Dashboard for daily health monitoring of the KPI attainments with go, no-go indicators;

o Providing leadership in the design and development of an online software configuration management solution for an MRO business.

Steve has 1 LinkedIn recommendation (1 co-worker) including:

• 1stLeonardus Andriyanto, Program Manager, PT GMF AeroAsia

CHC Helicopter Corporation

Senior Project Manager : Airlines/Aviation industry

June 2005– September 2008 (3 years 4 months)

Responsible for the roll out of Maintenance and Materials Management systems, Business Processes & Procedures, and Certification Approvals from Local Authorities.

• Project Managed remediation of financial gaps through formulated, drafted, and approved companywide Policies, Procedures, and Processes to align with revised business practices, in-line with contractual commitments, and Local Civil Aviation Authorities that met SOX Compliance in year one with follow up actions in training resulting in compliance for year two.

• Implemented a daily availability performance tool for planning and measuring of contractual commitments as well as ensuring that downtimes were dealt with appropriately, to guarantee aircraft availability.

• Designed the logistics for materials visibility to ensure on-time availability for preventative and corrective maintenance parts requirements that met all contractual commitments.

• Managed the stock count for the company globally, ensuring business process standardization with improved materials visibility and availability.

Steve has 8 LinkedIn recommendations (1 manager, 1 report, 6 co-workers) including:

• 1stPierre Lagacé, Global Purchasing Manager, Heli-One

• 1stLars Lima, Director, Business Applications, CHC Helicopter Corporation

MTU Maintenance Canada

Operations Director (Regulatory Accountable Person) : Airlines/Aviation industry

July 2000– June 2005 (5 years)

Responsible for overseeing the co-ordination, management and repair of Hi By-Pass aero engines from induction, work scoping, disassembly, inspection, repair, procuring, materials management, sub and final assembly to test of engines.

• Managed a major Project for the standardization of business processes and practices, resulting in improved efficiency and productivity due to the capability for work-sharing of resources, expertise, competencies and services worldwide and specifically between Canadian and German operations.

• Presented a project plan for approval of the separate new business area for the MRO processing of engine related accessory overhauls.

• Designed, developed and managed the solution for full materials visibility of an engine MRO facility, resulting in more accurate data to manage the MRO process of 80 shop visits a year and thereby assuring improved invoicing and shop visit turnaround time.

Steve has 3 LinkedIn recommendations (1 report, 2 co-workers) including:

• 1stPeter Jorssen, Senior Business Process Developer, MTU Maintenance

• 1stDan Stringer, Senior Accountant, MTU Maintenance Canada Ltd.

Pi-Log

Program Director : Airlines/Aviation/Defense industry

May 1996 – June 2000 (3 years 2 months)

PiLog is an International company rendering Master Data Quality Solutions for the corporate environment in support of their ERPs.

• Responsible for management of projects relating to Integrated Logistic Engineering for military and commercial related platforms.

• Program managed the implementation of SLIS, total management software package, in the South African Air Force, ensuring modernization management of Air Superiority in the region.

• Spearheaded the first time utilization of digital imaging in aviation documentation for the full release to service of an aircraft system for Operational, Maintenance, Repair, Structural Repair and Overhaul, that met Military and Civil Aviation Authority requirements.

• Developed a System Failure Reporting Procedure, with a corrective action closed loop data system to ensure the structured and configured process of aircraft and system performance measurement improved service life of the fleet.

• Utilized superior problem solving skills to spearhead the implementation of a flight certification program for the SAAF, which met and exceeded minimum requirements of the Civil Aviation Authorities, and resulted in the SAAF maintaining air power superiority in the face of more modern USSR equipment during a 25 year period of arms embargo.

• Spearheaded the implementation of a Configuration Control Board for the successful baseline modification management of a fleet of aircraft through the respective service life, and thus assuring high quality and safety for all systems, sub systems, components and parts.

• Spearheaded the introduction of a RAM program with additional development of System Performance Measurement and implementation of a FRACAS, resulting in a cost effective operation that met contractual commitments.

South African Air Force, 2 Air Depot

VP Fleet Management : Aerospace/Defense industry

October 1994– May 1996 (1 year 8 months)

The South African Air Force (SAAF) is the world's second oldest independent air force. From 1975 to 2000 South Africa was under an Arms Embargo having to ensure air superiority through isolation, leading to many locally developed and implemented solutions for Air Power.

• Responsible for the cost effective full life cycle support of a fleet of aircraft, to ensure operational availability through maintainability, reliability, and integrated engineering support.

• Systemized and managed a fleet of aircraft with full Integrated Logistic Support for Aircraft Systems and Product Support Supply for the SAAF, meeting contractual commitments of 95% aircraft availability.

• Managed the successful implementation of an Engine Condition Trend Monitoring (ECTM) program for a fleet of aircraft engines that ensured optimum operational efficiency and prevention of system down time due to unscheduled maintenance including reduced maintenance costs as a result of equipment reaching guaranteed TBO`s.

South African Air Force

Director Quality and Manufacturing : Aerospace/Defense industry

June 1991– October 1994 (3 years 5 months)

Responsible for the management and compliance to all Policies, Procedures and Processes, to ensure Safety, Quality, Testing and Certification of Manufactured, Serviced and Overhauled Aviation products.

Managed an increased Force Multiplier for the SAAF by the successful release to service of the C47-TP Medium Range Maritime Patrol Aircraft, which was completed as a fully fledged mid-life update and re-certification program (during the 25 year period of arms embargo).

South African Air Force

Progressively more senior appointments : Aerospace/Defense industry

July 1975– June 1991 (16 years)

Led a team that formulated and executed the successful rescue of 5 crew members and two disabled helicopters and other equipment (valued at $25 million) from the Antarctic in adverse weather conditions over a three day period.

Education

Wingfield Technical College

Engineering, Mechanical Engineering Diploma - 1985 – 1989

Canbourne

Bsc, Engineering - 1985 – 1988

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