Engineering Management

HOWARD (LON) SCOTT, PE, LEED AP

***** ******** ** *** ***

Corpus Christi, TX 78418

361-***-**** **********@***.***

VP / DIRECTOR /PLANT MANAGER – OPERATIONS, ENGINEERING

P&L / Budgets / Customer Support / New Product Development & Design / Risk Management / CPI

Process & System Engineering / Program & Project Management / MEP Consulting/ Multi-Sites / QA / QC

Award-winning electrical engineer who drove highly successful engineering and support teams in high-tech/tight security operational environments. Spearheaded cost-reduction initiatives while implementing programs that significantly improved customer satisfaction and retention.

• Restructured engineering environment at S.L. King & Assoc, a leading Atlanta MEP Consulting firm

• Restructured call center support system for LM Aeronautics, saving $5-6M/year in operational costs

• Developed baseline measure of satisfaction from LM customers, greatly improving client relations

• Consolidated personnel and processes post-merger, slashing LM Aeronautics costs 50%

Key Skills: Natural leader and high achiever. Always gives 100%. Astute problem solver and troubleshooter. Consistently finds new alternatives. Energetic and enthusiastic. Exceptional team builder. Wins confidence from people at all levels. Remains calm under pressure and performs masterfully against tight deadlines.

BSEE, University of Texas at Arlington. Graduate studies in Electrical Engineering, Southern Methodist University. State of Texas: Registered Professional Engineer (PE) #54336. LEED Accredited Professional. Active Secret Clearance from 1973 thru March 2010.

SELECTED ACCOMPLISHMENTS

(1) Restructured call center support system for LM Aeronautics, saving $5-6M/year in operational costs. Prior to 2005, company maintained seven separate call center operations to address aircraft technical problems from the field. This severely compromised the ability to deliver “world class” performance to domestic and international customers. Instituted cross-functional team which developed processes to consolidate/integrate all LM Aero call center operations by 2010. Significantly improved customer service while slashing costs and boosting profits.

(2) Developed baseline measure of satisfaction from LM customers, greatly improving client relations. Company needed to better position itself to capture and manage Performance Based Logistics(PBL) contracts, but lacked the necessary tracking mechanism. Organized team to develop a survey form and user-friendly database to collect and analyze customer responses. Enabled management to focus attention on specific customer satisfaction "hot buttons” and address issues, mending relationships with the US Government and foreign allied customers.

(3) Consolidated personnel and processes post-merger, slashing LM Aeronautics costs 50%. Following merger of Lockheed and Martin-Marietta, company was burdened with three separate engineering management teams, three sets of processes, and triplicate tools. High costs of maintaining these infrastructures compromised competitiveness. Assembled/led team assigned to identify ways to reduce manpower and overhead costs at least 33%. Gained approval from top management to implement reductions that cut personnel by 37% and reduced costs 50%.

CAREER HISTORY (LAST 10 YEARS)

(1) S. L. King & Assoc, one of Atlanta’s leading mechanical & electrical engineering consulting firms.

Vice President of Operations, 2008-2010. Managed multiple engineering project teams developing simultaneous mechanical, electrical and plumbing designs for major industrial, institutional, municipal and federal projects across the southeast US. Excellent quality, on schedule, under budget track record.

Lockheed-Martin, formerly General Dynamics, a $42B manufacturer of aircraft and defense products.

Senior Manager – Global Sustainment (Ret), 2006-2007. Facilitated seamless “passing of the torch” in dept

Director of Customer Assistance, 2002-2006. Provided key personnel with processes and tools necessary to accomplish technical tasks. Oversaw 35 direct reports who oversaw 450 professionals supporting the F-16, F-22, F-35, F-117, F-2, U-2, P-3, C-5, C-130 and T-50 Programs. Managed $2M operational budget.

Director of Product Operation & Maintenance, 2000-2002. Oversaw technical order development/distribution and support equipment and training systems. Directly managed 180 of 600 total team members, sustaining 10 separate aircraft production and support programs. Responsible for $150M budget.

Contact this candidate