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EDWARD G. CARSON, Chief Executive Officer
Education:
Western Washington University, Bellingham, Washington
Master of Arts, Economics
University of Washington, Seattle, Washington
Bachelor of Arts, Economics
University of Virginia, Charlottesville, Virginia
The Executive Program
Command and General Staff College, Ft. Leavenworth, Kansas
Command and General Staff Officer Course
Work Experience:
HITCO Carbon Composites, Inc. | Gardena, California
December 2004 – July 2009
Executive Vice President
Mr. Carson was responsible for Profit and Loss (P&L) covering Aerostructures product lines: Commercial and General Aviation Aircraft, Naval and Space Structures. Execution of duties included strategic Planning and Business Case analysis that led to the parent company (SGL Group) approving $140M for new plant renovations and major capital purchases which have included multiple Automatic Tape Laying (ATL) machines and two Automated Fiber Placement (AFP) machines to be purchased. This led to the capture of major new business opportunities in support of the Boeing 787 and Lockheed Martin F35 programs of over $4B throughout the life of the programs.
Other significant responsibilities include: research & development budgeting in support of programs, Long Term Strategic Agreements, Licensing Agreements, Export Compliance control, Business Planning, and the execution of current programs (Military and Commercial).
Additionally, Mr. Carson prepared and negotiated claims submitted to customers for outstanding changes that were recovered and negotiated at $44M and he renegotiated contracts that led to costs avoidance of over $50M in contract requirements over the last four years saving significant financial write-offs for the corporation.
In April of 2008, The Boeing Company acknowledged Mr. Carson’s leadership by selecting HITCO as 2007 Supplier of the Year for the Major Structures Category. Growth management for Aerostructure sales grew from $12M (less claims) in 2007 to $59M in 2008, with future backlogs through 2021 of $2.2B.
The Boeing Company | Seattle, Washington & Huntington Beach, California
December 1973 – December 2004 (Retired)
Senior Business Manager
During his long and varied career at Boeing, Mr. Carson’s duties included Deputy Program Management: responsible for financial, contractual, procurement, facilities, planning, and estimating for multi-hundred million dollar programs such as Minuteman III, Tactical Short Range Missiles, Space Defense (Kinetic Energy and Directed Energy Weapons Development), AWACS, Commercial Satellites (including the development of joint ventures, commercial military initiatives, and space based surveillance systems.
Mr. Carson was assigned to the Joint Strike Fighter Program where he assumed duties of Volume Management, the Program Execution Plan, and the Contracts Volume.
He also managed the development and submittal of contract changes and Requests for Equitable Adjustments amounting to over $4B during his 32 years of service with The Boeing Company. Additional key responsibilities included the negotiations of major industrial long-term strategic agreements and offloading planning for The Boeing Company that occurred during the acquisition and execution phases of major proposals. He also successfully completed a multitude of Integrated Business Reviews (IBRs).
Mr. Carson is a graduate of the Senior Management Course and Boeing Management University Program from the Boeing Company. He is also a graduate of the Program Management Course for functional managers from the Defense Systems Management College.
Military Service:
Colonel, U.S. Army Reserve (Ret.)
Last Assignment: G1, Headquarters, U.S. Army, Japan
Security Clearances:
Mr. Carson currently holds a Secret Security Clearance |
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RICHARD J. AVERY, President
Education:
Pepperdine University, Malibu, California
Master of Arts, Behavioral Sciences
California State University – Fullerton
Bachelor of Arts, Business
Work Experience:
Present: Growth Management & Constructive Changes, LLC (GMC2), Laguna Niguel, California
Mr. Avery is President of GMC2
As a consultant, Mr. Avery specializes in preparation of Contracts/Subcontracts Volume Proposals and win-strategies for all contractual aspects of minor and major program new business opportunities. He specifically emphasizes the mitigation of risk/remedy and cost drivers for clients as well as, strategic planning and economic Business Case Analysis associated with Request for Proposals and bid/no-bid decisions. He prepares Long Term Strategic Agreements, Licensing Agreements, and assists clients with U.S. Department of State Export Compliance Laws. Mr. Avery also is involved with the development, submittal, negotiation and finalization of Constructive Changes and Request for Equitable Adjustments to contracts wherein customers have directed changes beyond the scope and terms of contracts resulting in cost/price overruns, schedule extensions, and the subsequent impossibility to perform.
The Boeing Company | Huntington Beach, California
1997 to 2005 (Retired 2005)
Richard Avery was Senior Contracts Executive for Contract Proposal Volume preparation and win-strategy including all subsequent contractual aspects of a $200M U.S. Air Force Space Based Surveillance Program (SBSS), Cost-Plus Award/Incentive Fee Contract. He led all contracting and assisted in major subcontracting activities including the formation and definition of bid strategies for terms, conditions, payment and award/incentive fee provisions.
Also serving as Senior Contracts Executive, Mr. Avery was responsible for all contracts in the Connexion by Boeing Business Unit. He was instrumental in the preparation, presentation and coordination of contracts and subcontracts. He coordinated all contracts that resulted in the signing of a Letter of Intent (LOI) with United, Delta, and American Air Lines as joint launch customers in June, 2001. He also proposed, negotiated and finalized contracts with the U.S. Government for the installation of Connexion by Boeing on executive aircraft including Air Force One and all domestic and international private Business Jet contracts.
Final responsibility as Senior Contracts Executive for the Boeing Ellipso Commercial Satellite Program including RFP evaluation, proposal preparation, negotiations, and administration of the complex Total System Performance and Integration Program including satellites, launch vehicles, ground systems, networks and telelphony also fell to Mr. Avery.
Teledyne Systems Company | Northridge, California
From 1982 to 1997, Richard Avery was Director of Contracts and Subcontracts where he negotiated multi-million dollar contracts and detailed costs and fixed price management proposals for customers. Yearly sales reached $330M and included, (but was not limited to) U.S. Government/FMS and commercial sales and contracts. Mr. Avery directed the contracts and business development process by coordinating proposal formulation, analyzing bid requests, coordinating responsive bids and developing current cost pricing data. He contributed win-strategy, business plans, storyboard writing, and proposal review process parameters for both military and commercial products.
Security Clearances:
DoD Top Secret/Inactive 2006 |
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CHARLES MELVIN, Senior Vice President, Engineering
Education:
City University, Bellevue Washington
Master of Business Administration
California State University at Fullerton
Bachelor of Science, Mechanical Engineering
E.I.T. Certification
Work Experience:
HITCO Carbon Composites, Inc. | Gardena, California
April 2007 – January 2010
Vice President of Engineering
Mr. Melvin had technical oversight of the engineering department responsible for defining the manufacturing approach with automation. The engineering services provided were process engineering, tool design, CNC programming and design for producibility studies with a department staff of over 50 engineers. In this leadership role, he condensed complex problems into simple to understand plans with executable milestones and developed tracking metrics to monitor performance. His P&L responsibilities as a Senior Project Executive were to manage a $30 Million Non-Recurring project budget and a department budget of $7 Million annually.
Customers recognized HITCO as a technical center of excellence thru the execution of the automated approach for Aerostructures. His engineering team implemented processes to manufacture composites structures using automated tape lay-up (ATL) machines, forming the flat charges, from the ATL, with hot drape forming techniques, and final machining cured composites in high tech machine centers. His leadership provided an approach that was capable of meeting target costs and a robust process that would sustain serial production.
He is a capable leader who developed an engineering department from 15 engineers to a staff of over 50 engineers. During this transition, he defined standard policies and procedures for tool design, manufacturing approach using ATL/AFP technologies, tracking systems for work assignments that controlled percent completion
of projects and customer qualification process required to certify HITCO into production.
As an executive for the company, he provided senior level input for strategic growth. He provided technical oversight for all Bids, Proposals and Business Development strategies. During the Bids and Proposal activities, his staffed reviewed the original statement of work SOW) for mitigation planning and contract execution. After award on contract, the engineering department supported all change activities to the SOW by defining the change and financial impact to the original SOW.
Alliant Techsystems. | Iuka, MS
April 2005 – April 2007
Chief Engineering
In support the of the Arrow Israeli Missile program, Mr. Melvin was responsible for managing the technical data, being the chairman of the design configuration, and assessing constructive changes for cost and schedule impacts. Since the program was an ITAR sensitive program, he was required to interpret customer designs for producibility and product acceptance when the design was vague or not clear on its meaning. He used standard industry practices for his technical direction and gained support from his customers by authoring white papers and contract letters for concurrence.
When Mr. Melvin assumed his position, many of the suppliers were on stop work resulting from issues of interpreting the design and acceptance criteria of the contract requirements. He was successful with resuming production by traveling to suppliers, working to resolve production issues, interpreting design requirements and providing contract direction to resume production. His effect management of the suppliers included performance assessment of capability and execution readiness in accessing contract performance by the suppliers.
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