Steven Hill Resume August 2016 Rev B

STEVEN L. HILL4 Chinaberry Court home: 773-412-6504North Potomac, MD 20878 Email: [email protected]

SUMMARYStrong track record of building strong customer relationships, creating award winning teams, and delivering results. Experienced in developing and implementing enterprise wide initiatives, business start-up, program turnarounds, site closure and leading organizations thru change.

PROFESSIONAL EXPERIENCELOCKHEED MARTIN CORPORATION – Bethesda, Maryland 2002 - Present

Director, Communications and Security Technologies –– Rotary Mission Systems (2015 – Present)Responsible for strategic, operational, sustainment and program execution for $200M portfolio of programs for a variety of military and commercial customers. Products and services include: Persistent Threat Detection Systems (PTDS) platform for US Army, C4ISR systems for US Coast Guard National Security Cutters and C-130Js, and the universal communications platform for interoperable communications for federal and commercial customers. Ensure all programs met or exceeded sales, orders, EBIT and cash targets and on track. Develop business case and secured investment for new interoperable communications strategy and new products that refocused business of federal markets. On plan to increase orders by 1000%. Implemented strategy to win US Army Persistent Surveillance Systems Tethered (PSST) which required innovatively partnering with small business team. Won role on $305M contract. Secure additional NSC 9 production $80M contract and developed and implemented plan to develop next generation product and improve relationships with sustainment organization.

Director, Ships and Aviation Systems Integration – MST (2013 – 2015)Responsible for leading strategic initiatives that improve growth and business performance. Key responsibilities included serving as deputy capture lead for MK-41 Vertical Launch System proposal and program manager for the Akron Site Consolidation and work transition. As deputy capture lead on VLS, worked collaboratively to develop win strategy to protect LM franchise and capture additional work scope from incumbent. As Akron Site Consolidation Program Manager, successfully led the proposal and implementation of the Internal Restructuring effort in Akron, OH. Responsible for entire effort including workforce communication, approving incentive compensation payouts, and employee transitions. Transition impacted over 600 employees, multiple labs and heavy equipment and four sites across LM. Resulted in $235M in new business. Held kaizen events to identify ways to reduce production cost and ensured team could meet aggressive cost targets. Successfully transitioned (people, machines, programs) to four new locations without major impact to program performance and achieved all key milestones under budget and on schedule. Achieved 58% reduction in the number labs and 40% reduction in square footage utilized post transition.

Vice President Quality – LM Corporate Headquarters – (2009 – 2013)Led the startup of the Corporate Quality Office for Lockheed Martin. Hired staff and developed and implemented corporate strategy to increased focus on quality and ensure organizational performance. Worked collaboratively across all business units and key customers to ensure expectations were met.Created the customer quality escapes framework and leveraged across all business units to ensure customer escapes received the highest level of problem solving and counter measures.Established first ever executive level Quality Management Institute and corporate level corrective action boards to accelerate learning.

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Standardized job codes and training material – reduce job codes by 40% and achieved a 90% reduction in training material.Established proactive supplier quality risk assessment and piloted on 109 suppliers to provide early risk identification.

PROFESSIONAL EXPERIENCE (Con’t)Director of Operations and GM of Clearwater Ops – MS2, Tactical Systems Operations (2006-2009)Role expanded to lead operations workforce in three geographically dispersed locations of 550+ employees across three states. Responsible for assembly, production engineering, component engineering, production test, material management, facilities (maintenance and engineering) and manufacturing project management. Held total budget responsibility included $60M of manufacturing and engineering labor and expense and $25M capital budget for the $800M+ line of business.Improved workforce relationship with represented employees and union representative by improving communication rhythm and working conditions.Expanded safety initiatives across enterprise and achieved Minnesota OSHA’s Voluntary Protection Program (VPP) designation at the Eagan, MN.Implemented energy reduction initiatives which yielded 5% annual improvement – Awarded best mid-size facility within LM’s Electronic Systems Business Area.Won Industry Week Best Plant in North America in 2008 at Clearwater Operations and Quality Magazine Plant of the Year in 2009.

Director and General Manager Clearwater Operations – MS2, Tactical Systems (2004 – 2006)Led a 400+ person manufacturing cost center with a budget $27M labor and expense and $7M of capital..Responsibilities included the development and implementation of manufacturing strategy that drove growth, ensuring cross-functional alignment with engineering, sourcing and the program office, and ensuring the business achieves the highest level of operational performance and customer satisfaction.Achieved ~ 10% CAGR in manufacturing base by expanding into new marketsImplemented employee empowerment initiative which resulted in 25% reduction in errors and 20%improvement in cycle time.Achieved a 20% reduction in energy consumption within the factory.Achieved Voluntary Protection Program (VPP) – Star designation by OSHA.Won Northrop Grumman’s Platinum Source Award from and the Boeing’s Silver Supplier Award.

Director Engineering Process and Cost Improvement – Missiles and Fire Control (2002 – 2004)Responsible for the development and deployment of all Lean Six Sigma, Design to Cost, Design for Six Sigma, and engineering processes across Technical Operations. Led the company’s effort to achieve compliance with SEI Capability Maturity Model – Integrated (CMMI) and related activities. Bridged cultural differences across multiple sites to drive the common practices throughout Technical Operations. Led staff of twenty-one with an annual budget of $3.5M.

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Led cross-functional team to develop, train, and deploy the new Product Development Process (PDP) to all of MFC’s development activities (over 1300 employees).Successfully achieved CMMI Level 3 rating on time and under budget.Exceeded LM 21 savings goals by 14% (total of $96M) and the number of Lean Six Sigma Green and Black Belts trained by 20%.Ensured “target cost” methodologies (i.e. Design for Six Sigma (DFSS), Quality Function Deployment (QFD),etc…) were embedded with the new Product Development Process and implemented on programs.

RAYTHEON AIRCRAFT CORPORATION – Wichita, KS 2001The leading producer of high-performance jet, turboprop, and piston powered general aviation aircraft.

Director/General Manager, Piston Business Unit -- Baron and Bonanza Product FamilyLed profit and loss of a $100 million, 200 person aircraft business unit with emphasis on returning the unit to profitability. Developed and implemented three pronged strategy that focused on driving cost reductions through performance metrics, improving customer satisfaction through new product introductions and enhancements, and improving sales margins by re-evaluating distribution channel.Established and published sales margin metrics to improve deal visibility and increase competition between sales force which resulted in 2% improvement in sales margin performance.

PROFESSIONAL EXPERIENCE (Con’t)

Partnered with suppliers to risk share new product introductions that increased pilot safety, improved customer satisfaction, and enhanced profit margin by up to 3%.Drove the establishment of floor metrics and kitting process that resulted in 15-20% labor hour reduction.

PRATT & WHITNEY-- UNITED TECHNOLOGIES CORPORATION 1990 – 2000A leading designer, developer, and manufacturer of commercial and military jet engines and space propulsion and industrial gas turbines.

General Manager – Pratt and Whitney San Antonio Item Repair Operation, San Antonio, TX (1999 –2000)Responsible for $20 million Profit and Loss and plant management responsibility for business unit of 130employees. Led the start-up of facility as commercial FAR-145 overhaul and repair facility with emphasis on implementing lean manufacturing techniques, driving process standardization, and improving cost performance.General Manager – Pratt and Whitney San Antonio Item Repair Operation, San Antonio, TX (1999 –2000) Con’tIncreased revenue and throughput by 80% without increasing workforce and simultaneously cut overtime by 50% through active employee involvement and aggressive introduction of lean and cellular manufacturing techniques --improved on-time-delivery from 65% to greater than 95%.Renegotiated contracts with customers and suppliers to reduce cost by 6% and increase margins by 25% to drive product line to profitability.Employed lean manufacturing techniques in office to improve workflow, drive process standardization, and to enhance customer support responsiveness resulting in US Air Force contractor performance award.

Other Roles at Pratt and WhitneyManager of Continuous Improvement and Asst. Cell Leader North Berwick, ME (1999)

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Proposal Manager and Senior Financial Analyst – Singapore (1998 - 1999)Manager of Business Development Europe and the Americas – West Palm Beach, FL. (1997 – 1998)Senior Mechanical Design Engineer – F119 Program, West Palm Beach (1993 – 1995)Human Resources – Special Programs Coordinator, West Palm Beach, Fl (1992 – 1993)Mechanical Design Engineer Compressor Group - Mechanical Design, F119 Program - (1990 – 1992)

EDUCATIONMIT SLOAN SCHOOL OF MANAGEMENT Cambridge, MAMaster of Business Administration, June 1997

TUSKEGEE UNIVERSITY Tuskegee, ALBachelor of Science, Aerospace Science Engineering May 1990Bachelor of Science, Mechanical Engineering, May 1990

KEY COURSES COMPLETEDLockheed Martin Courses

o Program Management Institute (Certified PM)o Quality Management Instituteo Executive Assessment Development Course I and IIo Senior Leadership Development Programo Defense Acquisition University – Executive Program Management Course – 402o Lean Six Sigma Black Belt – Certifiedo Lean Six Sigma Green Belt – Certifiedo Reality Charting Certified Practitioner/Trainer

EDUCATION (Con’t)Other Courses

o Operations Strategy – Massachusetts Institute of Technology Short Courseo Raytheon Six Sigma Green Belto Leadership Associates Program – United Technologies Corporation - Pratt and

Whitneyo ITO University Foundationso Achieve Competitive Excellence – United Technologies Corporation – Pratt and

Whitney

AWARDS/RECOGNITIONInternal

o Lockheed Martin Missiles and Fire Control Evening of Excellence Team Award - CMMI Level 3 2004

o Lockheed Martin Maritime Systems and Training (MST) – Evening of Stars Team Award 2014

o Lockheed Martin Maritime Systems and Training (MST) – NOVA Team Award 2014

Externalo Southeastern Consortium for Minorities in Engineering -Certificate of Recognition –

1993 & 1994o Tuskegee University School of Engineering Appreciation Award for Outstanding

Service - 1993o Tuskegee University Alumni of the Year School of Engineering and Architecture -

1993o MIT Sloan School of Management –– Martin Trust Community Fellowship 1997

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o Tuskegee University School of Engineering Appreciation Award for Outstanding Service -2000

o Upper Tampa Bay Regional Chamber Trustee Council - 2007o INROADS Local Advisory Board – Executive Champion Award 2008o United Way Board of Directors – Appreciation for Outstanding Leadership 2008- 2009o American Cancer Society – Certificate of Appreciation 2012-2014

COMMUNITY INVOLVEMENTAmerican Cancer Society – Relay for Life Co-Captain – Medford/Mt. Laurel 2016Akron Food Bank – Volunteer 2014, 2016University of Akron – Women in Engineering Kids Career Day 2014 - 2015American Cancer Society – National Capital Region – Executive Committee– 2012 to 2013United Way Tampa Bay – Board of Directors 2008 - 2009United Way Tampa Bay – Resource and Development Committee 2005 - 2009INROADS - Local Advisory Board – 2005 – 2009

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Steven Hill Resume August 2016 Rev B

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