EDMUND B. FOX

Direct Report to General Manager. Executive Lead for the Business Development, Engineering and Production Business Lines

Key Responsibilities:

♦ Executive PMO lead of +150 Program Management, Engineering, and Administrative professionals

♦ Revenue stream of +$250M per year

♦ Strategic Planning, Capture Management and Proposal Development (International and Domestic)

♦ Operational Excellence Planning and Execution

♦ Talent and Succession planning and management

Significant Accomplishments

♦ Developed Domestic and International 5 yr Growth Strategy for +$500M new Unmanned Aircraft Systems Product Line

♦ Exceeded Sales by 25% and NOP by 50% year over year

Direct Report to Vice President. Business Operations Lead for Production Business Lines

Key Responsibilities:

♦ Executive PMO lead of +25 Program Management and Administrative professionals

♦ Revenue stream of +$200M per year

♦ Strategic Planning, Capture Management and Proposal Development

♦ Operational Excellence Planning and Execution

♦ Talent and Succession planning and management

Significant Accomplishments

♦ Completed Corporate's #1 Strategic Program on time leading to achieving +$250M revenue milestone

♦ Exceeded NOP goals by 10% for 3 consecutive years

May 2012- May 2013

Director, Shadow Performance Based Logistics (PBL) Programs Business Operations: Direct Report to General Manager. Program Executive PMO lead on Performance Based Logistics (PBL) Program

Key Responsibilities:

♦ Assigned by CEO as Executive PMO lead responsible for restructuring +$200M PBL program to improve NOP and Orders growth and customer relationship management (CRM)

♦ Executive PMO lead of a +350 CONUS and OCONUS team

♦ Institute Operational Excellence culture to lower Operational Sustainment (OS) Costs while achieving System Status Readiness (SRR) goals of +95%

Significant Accomplishments

♦ Prepared/negotiated FAR/DFAR compliant +$250M proposal of Cost Plus/Cost Plus Incentive program

♦ Improved Financial Forecasting by +25% improvements in Financial Reporting and execution of Sales Operation Planning (SIOP) process

♦ Deployed Value Stream Improvement Process (VSIP) to reduce Maintenance, Repairs and Overhauls (MRO) cycle time from 120 days to 60 days

♦ Oversaw move of +$150M of material to new 40K ft2 Operations Service Center

♦ Deployed Business Intelligence (BI) Dashboard to track Key Performance Indicators (KPIs) related to program and overall operations execution

(OE): Direct Report to General Manager, dotted line to Textron Corporate Business Process Control Director. Functional lead responsible for leading Program Management, Earned Value Management (EVM) and Operational Excellence initiatives across three (3) Operating Units (combined Sales +900M)

Key Responsibilities:

♦ PMO Lead responsible for EVMS certification across Textron System's three (3) Operating Units (combined Sales +900M)

♦ PMO lead responsible for developing and deploying Program Management Office Processes, Tools and Training

♦ Operational Excellence (OE) lead responsible for developing and deploying Sales and Operation Planning (SIOP), Value Stream Improvement Process (VSIP) and Planned for Competitiveness (PFC)

♦ Member of Executive Steering committee responsible for deploying Oracle Business Intelligence (BI) to support Integrated Program Management (IPM)

♦ Support COO in development and deployment of five (5) Year Operational Excellence Strategic Plan to improve performance across Program Management, Engineering and ISC value streams

Significant Accomplishments

♦ Achieved Earned-Value Management System (EVMS) certification

♦ Completed roll-out of Program Management Training Plan to support CMMI PM Level 3 certification

♦ Completed Software suite integration of Micro-frame Manager (MPM), MS Project, Pro-Bidder and Oracle MRP leading to 25% improvement in data accuracy, governance and reporting

♦ Developed Standard Work to support Executive Monthly Program Status Review (MPSRs), Internal Baseline Reviews and Risk Control Boards

(TUAS): Direct Report to TUAS Division VP. Product Line Deputy responsible to lead all internal Program Operations across the Program Management value stream

Key Responsibilities:

♦ Provide Horizontal Integration across the Product Development, Production and Sustainment value streams

♦ Drive Continuous Improvement (CI) across the Engineering, Procurement/Subcontracts and Production functional organizations to improve Program execution

♦ Develop Manufacturing and Procurement KPIs metrics to assess cost-out and efficiency of operational execution

♦ Business line representative to COO's Business Operations Process Team charted to drive process efficiency and effectiveness across the enterprise

♦ Non-advocate Lead on all Proposals and Program Monthly Status Reviews (PMSRs)

Significant Accomplishments

♦ Prepared or supported the preparation of over $500M of FAR/DFAR compliant proposals across the Shadow Engineering, Production and PBL Directorates

♦ Established Integrated Supply Chain liaison office to improve program integration and operational excellence within the manufacturing and procurement/subcontract support functions

Direct Report to Division VP. Program lead for the Tactical Unmanned Aircraft System (TUAS) Engineering Program Management Office (PMO).

Key Responsibilities:

♦ Oversee the management of Technology Hardware and Software Engineering Development projects focused on integrating new technologies into the Shadow UAS Product line with a focus on improving system reliability, operational capability, lower cost of ownership and obsolescence mitigation

♦ Projects scope cover technology intensive IRAD initiatives from Engineering to Order (ETO) efforts that have a production and fielding tail

♦ Projects range from the $500K-$50M range with a period of performance from 6 months to 3 years.

♦ Provide guidance and mentorship to a direct reporting staff of nine (9) team members that include Four (4) Sr Program Managers, Two (2) Program Manager and Two (2) Project Manager, One (1) Sr Administrator plus leadership of matrixed staff of finance and scheduling SMEs

Significant Accomplishments

♦ Lead growth in Engineering Services PMO from +$25M backlog in Feb 2004 to +$80M as of Nov 2007.

♦ Expanded the Engineering Services PMO from 2 PMs to full time staff of six (6) Program/Project Managers and One Administrator

♦ Standardized use of Program Integrated Master Planning (IMP), Integrated Master Scheduling (IMS), Metric Management and Risk, Issues and Opportunity (RIO) Management to improve planning and execution of engineering development programs

♦ Recognized as a model on how execute programs to best assure customer technical objectives are achieved within cost and schedule goals

♦ Accelerated creation and use of Product Engineering Standard Work Products use for Bidding and taking Earned value associated with Shadow product engineering

♦ Catalyst behind the creation of "Rapid Response" Manufacturing Operations value stream to support fast-track Engineering to Order (ETO) projects. Worked with Operation's Director on charter and organization

♦ Lean Six Sigma (LSS) project Champion assigned to deploy Operations Excellence (OE) across the Engineering, Production and Sustainment value stream

♦ Lead critical Software and Hardware "Technical Insertion" engineering programs that have lead to 50% drop in Shadow Mishap rate since Feb 2004

Master of Business Administration, Management and Marketing, December 1997

SELLINGER SCHOOL OF BUSINESS, LOYOLA COLLEGE, Baltimore, Maryland

Bachelor of Science Degree, Mechanical Engineering, May 1983

UNIVERSITY OF MARYLAND, College Park, Maryland