Manager Management

James Enos

Email: abowpb@r.postjobfree.com

Address: Oceanside

City: Oceanside

State: CA

Zip: 92057

Country: US

Phone: 760-***-****

Skill Level: Any

Salary Range: 45000

Primary Skills/Experience:

* Marketing

Educational Background:

Drucker School of Management

1992-01-01 to 1994-01-01

Advanced Management

Job History / Details:

James C. Enos

323 La Purisma Way Oceanside, California 92057 Office 760-***-**** abowpb@r.postjobfree.com Cell 760-***-****

Career Summary:

Senior Manager with experience in operations, engineering, and program management with industry leading firms. Proven ability to organize highly productive teams and create a work environment of employee involvement. Held P&L responsibility and managed organizations of 350. Accomplished in strategic planning, Leadership, restructuring, and managing multi-site operations. Strong revenue producer with ability to generate effective solutions, and achieve bottom line results.

General Management

Engineering Management

Program Management

Process Management

Professional Experience:

Remec, San Diego, CA, (Integrated RF, Microwave and mmWave Technology) 2008 to Present

Senior Program Manager, Reported to Director, Program Management. Responsible for ensuring that all assigned programs meet Cost, Schedule, and Technical requirements. Assigned programs include High-Reliability and Space components.

E-Associates, Oceanside, CA, (self-employed/private consulting business) 2003 to 2008

Provided consulting to various organizations on Program Management and Process Management; more recently, have provided financial and investment training and advice to individuals. Focus has been on the development of basic and advanced investing skills (Fundamental Analysis, Value and Growth Analysis, Technical Analysis and Options Investing). Started two different self-directed investment clubs.

Gemological Institute of America, Carlsbad, CA (The World s Foremost Authority in Gemology) 2001 to 2003

Director of Research Operations, Reported to CEO. Responsible for installing structure and process into the Research Organization. The research work focused on forensic gemology and cut diamond grading.

- Reorganized to a program structure to concentrate resources on the critical programs.

- Completed a 12-year on-going program in 2 years.

- Developed four prototype instruments.

- Set up a review and steering process for monitoring program progress from concept through completion.

- Developed a team culture from one which was essentially person centered.

Hughes / Raytheon Corporation, A $20 B Fortune 100 aerospace manufacturing firm. 1977 to 2001

Director of Engineering, Naval & Maritime Integrated Systems, San Diego, CA (1997 to 2001)

Reported to the General Manager. Set direction and vision for the engineering organization; managed engineering performance on organization s programs, improved engineering processes, increased engineer skill levels, retained employees, and changed organization structure from program structure to matrix structure.

- Division Financial performance exceeded goals in every major category for the four years.

- Engineering population grew from 135 to 350 engineers to meet business growth.

- Developed an organizational discipline focused on People, Processes, Tools, and Technology.

- Initiated an Excellence in Engineering program.

- Director of Advanced Ship Programs, a technical marketing function.

- Formed an alliance with Thales in France to win a contract for the British Aircraft Carrier of the Future.

- Program Manager for Raytheon team for proposal on US Coast Guard $12B Deepwater Program.

Manager, Program Management, Silicon Operations, Newport Beach, CA (1994 to 1997)

Reported to the General Manager. Responsible to improving the cost and delinquencies performance of the group. The organization designed and built specialized Integrated Circuits for Hughes Aircraft Co. The IC s were ultra low power and radiation hardened.

- Identified problems in contract control and the need for strong program management function.

- Developed 11-point improvement plan to increase organizational capability.

- Developed a system to measure a Program Management Capability Maturity Matrix (CMM) score.

- Division operations turned around from $19M loss to $2M profit in 2 years.

- Reduced schedule delinquencies from over 15% to less than 1%.

- Led Hughes Aircraft Company (HAC) team for Program Management Process development.

- Led the HAC team for Integrated Process and Product Development initiative.

Director of Engineering, Fullerton, CA and El Segundo, CA (1987 to 1994)

During a time of company downsizing from 16,500 to about 8,000 people at the site, I managed a lab consisting of 350 engineering and manufacturing employees responsible for $25M in P&L.

- Reduced total number of employees to fit new business conditions.

- Successfully turned around a commercial test operations organization from a 15% loss to 17% profit.

- Reduced costs by 35% for the lab over a 2-year period while maintaining a steady workload.

- Assembled self-directed teams, reduced rework by instituting in-work responsibility.

- Decreased overhead from 285% to 176%,

- Reduced cycle times from 10% to as much as 87%.

- 14 of the 35 Superior Performance Teams came from this Laboratory.

- Invited member of the National Labor Relations Board Partners in Change with Union.

- Member of the Board of Advisors for Harvey Mudd College.

Program Manager, Classified System and a Spread Spectrum Test Set, Fullerton, CA (1983 to 1988)

Program Manager for two programs. One System was a highly classified Simulator/Trainer, and the other was a Spread Spectrum Communications Test Set. Responsible for all aspects of the contracts from negotiations through delivery and support. Responsible for P&L for the contracts.

- All eight contracts completed on schedule and under budget.

- The communications test unit initial system went from concept to delivery in 12 months.

Instructor for West Coast College (1985 to 1988), Program Management, Earned Value, Logistics Management

Co-chair for the Project Management Institute Special Interest Group for Aerospace and Defense.

System Engineer (1977 to 1983 included international experience in Germany 1981-1983)

Training Manager/Chief Instructor, Military Products; Douglas Aircraft Company 1970 to 1977

Education and Certifications:

MS, Drucker School of Management, Advanced Management, Claremont Graduate University, 1999

EMBA, Drucker School of Management, Claremont Graduate University, 1994

MS, Systems Management, University of Southern California, 1987

BS, University of San Francisco, 1985

BSEE, DAU / California State University, Long Beach, 1974

Project Management Professional (PMP), Certified by Project Management Institute, 1987 to present.

Program Management experience summary:

Project Manager for training contract for A-4 and DC-9 aircraft

Program Manager for Large Scale Software Integration classified contract

Program Manager for high technology communications product

Led team to define Program Management Process for Hughes Aircraft Company

Organized and set-up Program Management Office for Hughes Microelectronics Division

Trained Project Managers for Hughes Aircraft Co.

Co-Chair for Aerospace and Defense Special Interest Group for Project Management Institute (PMI)

Certified as a Project Management Professional (PMP) by PMI since 1987

Program Manager for the Gemological Institute of America (GIA) for several projects

Taught Program Management at West Coast University:

o Program Management

o Earned Value Management

o Logistics Management

Senior Program Manager for REMEC Space and Defense responsible for High-Reliability space products

I was responsible for Profit and Loss on the above efforts. The contracts were from "Cradle to Grave". All finished on schedule and on budget with very satisfied customers.

Line Management Experience

Director of Engineering, Hughes Aircraft Company / Raytheon, San Diego, CA.

275 people

Ship Systems Integration / Engineering Department

Electrical Engineering Department

Software Engineering Department

Mechanical Engineering Department

Systems Integration Department

Director of Engineering, Hughes Aircraft Company, Fullerton, CA

Site Manager, Technical Support Division, Fullerton, CA

375 engineers

Components and Materials Engineering and Test Department

Metrology Department

Environmental Engineering Department

Test Equipment Engineering Department

Test Equipment Manufacturing Department

Rapid prototype Manufacturing Department

Modeling Department

Manager of Program Management, Hughes Aircraft Company, Micro-Electronics Division, Newport Beach, CA.

24 program managers

Silicon Operations (SiO) Program Management Department

Micro-Electronic Assembly Program Management Department

Gallium Arsenide Operations (GAO) Program Management Department

Department Manager, German Air Defense Training, Erntebrueck, Germany

49 people

Operator Training Group

Maintenance Training Group

Department Manager, Douglas Aircraft Company, Military Training Department

56 people

Flight Training Group

Maintenance Training Group

Kuwait Air Force Training Group

U.S. Navy C-9B (DC-9) Training Group

James C. Enos

Marketing Experience

Capture Team Leader for Hughes Aircraft Company for U.S. Coast Guard Deepwater Program. Hughes Aircraft Company was teamed with Boeing and Avondale in pursuing a $12 Billion Coast Guard recapitalization program. We were in competition with two other teams that were lead by Lockheed Martin and a team led by SAIC. Lockheed Martin eventually won the competition.

Team Leader for Raytheon teamed with Thomson CSF, France (now Thales). The competition was to capture one of two spots to develop an electronic prototype of the British Aircraft Carrier of the Future. We won one of those spots. A British company, BAE, won the other spot.

Developed a new organization to explore and capture new business. The organization was called Advanced Product Development. The organization was technically based to meet with potential customers and develop solutions to meet their needs.

As a Program Manager, I constantly operated with marketing in mind. Part of the Program Manager s responsibility to the company is to try to grow and evolve the product.

As Director of Engineering, I supported our Marketing group in their attempt to capture new business.

Operated a small business as a part of Hughes Environmental Engineering Department. We competed against commercial laboratories. A major part of that business was marketing and sales.

Operated as a major part of a team in capturing a Kuwait Government contract to provide training to The Kuwait Air Force on their purchase of military aircraft.

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