Excellence in Operations: Leadership and Process Optimization
About Me
Operations and manufacturing executive with a record of transforming underperforming organizations into disciplined, scalable, and profitable manufacturing systems. I lead multi-site operations, technical teams, and complex production environments through Lean execution, standardization, and data-driven decision-making.
My focus is building operational maturity—stabilizing flow, eliminating waste, strengthening quality, and developing leaders who can sustain performance.
Previously a U.S. Air Force Chief Master Sergeant (Top 1%), I bring a global leadership background from high-tempo aerospace and defense operations across the U.S., Europe, Asia, and the Middle East. I hold an Executive Master of Global Management from ASU Thunderbird with advanced certifications from MIT, Cornell, Michigan State, and the University of Utah.
★ CORE COMPETENCIES ★
What: (results) Exceptional Operations Strategy & Planning, Individual & Team Development, Team Motivation & Training, System & Process Efficiency
How: (approach) Ethical, Collaborative, Innovative, Agile, Culturally Astute, and Alignment
“Anyone who isn’t embarrassed of who they were last year probably isn’t learning enough.” – Alain de Botton
Achievements
Operations Management
- Drove operations that produced 4,600 flights and 5,900 flight hours while surmounting a 21-day student pilot timeline deficit to graduate 16 pilots early. The organization received recognition as the best aircraft maintenance organization at Luke Air Force Base.
- Guided weapons storage and security system upgrade while synchronizing five US departments with the Belgium Air Force. Saved 1,400-staff hours through the use of lean security posting mandates. Propelled the Security Team and Operations Control Center to each receive the “Best in the U.S. Air Force in Europe” honors for 2016.
- Drove 30% uplift in tracking and efficiency by revamping 58 organizational processes and programs.
- Directed the development of an aircraft weapons system SharePoint malfunction database, synergized reporting for six organizations, tracked $44 million in assets, and utilized the data to adjust aircraft gun system technical data across the Air Force.
- As Project Officer, spearheaded the relocation of 246 employees, 12 F-22A aircraft, and 199 tons of cargo from Alaska to Guam. The organization met 7 of 11 key performance indicators, 437 sorties flown, and 38 pilots were “upgraded.”
Process Improvements
- Redesigned the evaluation program through chairing and reorganizing joint-planning meetings with NATO counterparts, revising network file shares, and mapping each operation minute-by-minute to include evaluation goals, prior deficiencies, timelines, safety concerns, and best practices. The effort eliminated 33% of total training events and produced seven excellent and three outstanding ratings during the biennial nuclear surety and joint safety / security inspections.
- Slashed 24,000 labor-hours each year by devising single-person aircraft launch procedures, introducing a weekly mentoring program, and reallocating personnel to balance talent and meet mission needs.
- Leaned maintenance flow by consolidating it into simple work packages. Reorganized the limited staffing pool. Coordinated with external agencies, rebuilt training milestones, and incorporated trainees into the maintenance flow plan.
- Saved 22,000 labor-hours annually, eliminated overdue maintenance, met or exceeded all eleven of the Air Force’s KPIs, and sustained a 96% quality assurance pass rate.
- Drove a 65% reduction in aircraft delayed discrepancies backlog, and boosted flying operations 18% to attain support requirements and an organizational transition.
Leadership & Mentorship
- Managed a team of 12 direct and 480 indirect reports. Offered career progression mentorship, oversaw staffing assignments and training. Hosted and engaged in career progression and mentorship seminars for team members to improve skill sets that included organizational management, vision, leadership, critical thinking, problem solving, and conflict resolution.
- Devised “Friday Academics” curriculum for department leads. Syllabi centered around aircraft maintenance management “Best Practices,’ understanding / leveraging metrics, and human capital management.
- Evaluated quality assurance data and took corrective actions to modify negative trends and reinforce positive competencies, fueled 8% surge in inspection pass rate.
- Reinvigorated organization’s employee recognition program, concentrated on rewarding superior individual and team performance. Added transparency, increased supervisor involvement, and used process as a learning experience for front-line supervisors.
Inventory & Management
- Cleared a 170-unit WIP backlog and stabilized TAKT adherence across 20+ stations, reducing downtime by 30%.
- $2.5 million in equipment / 100 assets returned to service and a 75% reduction in backlog reached by auditing backlogged equipment, identifying tracking deficiencies, inadequate maintenance management techniques, and applying cell design concepts to the maintenance bay.
- Decreased documentation errors 45% by implementing SOPs for aircraft / munitions expenditures.
- 40% reduction in carbon footprint facilitated by overseeing a $4 million aircraft hangar restoration project.
- 8% decline in errors fostered by establishing a management information system training program and analyzing more than 13,000 data entries.
- Authored self-inspection checklist for three Air Force installations’ warehoused “war-ready” stockpiled equipment.
- Cut labor hours by 5,000 and eliminated 1,300 inspections by converting non-essential assets from “in-service” to “extended storage.”
Workforce / Planning / Staffing
- Increased output 25% and reduced direct labor costs 40% by implementing standardized work, expanding cross-training, and redesigning process flow.
- Streamlined occupational training plan consisting of >500 tasks for six departments / four organizations. Eliminated overdue qualification upgrades, standardized upgrade processes, and tailored requirements.
- Led training facility expansion. Drove procurement of three buildings and increased training space by 30,000 square feet.
- Maintenance lead for multi-national basing operation. Established and coordinated requirements which consisted of temporary employee housing, office space, maintenance facilities, connectivity, aircraft parking, emergency response support, and supply lines for 200+ employees and 39 US / allied aircraft. Enabled the first such deployment of U.S. aircraft to Korean Air Base in four years.
- Subject matter expert for maintenance division during realignment / staff reduction efforts at three Air Force installations. Accurately identified shortfalls, role redundancies and was instrumental to the rewrite of the Statement of Work.
- Boosted floor space 20% by driving a lean initiative in the layout redesign of a two-story facility.
Supply Chain & Budget Management
- Shifted 65% of foreign-sourced spend for 430+ components to suppliers in India, Türkiye, Mexico, and the U.S., strengthening supply continuity, reducing geopolitical exposure, and generating more than $1M in annual landed-cost savings.
- 60% decrease in aircraft gun system inspection turnaround time realized and increased system authorization to 110 systems by steering the F-16 gun system reclamation effort in conjunction with the aerospace, maintenance, and regeneration group to acquire two systems valued at $3.5 million.
- Masterminded “one-time-inspection” of >700 weapons release units in <30 days, requisitioned modification kits, and guaranteed 100% capability for 56 aircraft.
- Sought out and acquired 47 advanced external aircraft weapons release units worth $1.1M; provided enhanced “smart” weapons capabilities to Luke Air Force Base.
- Administered a $443,000 budget and an additional $220,000 in funds from the USAF nuclear enterprise force improvement program to satisfy 96 requirements that improved operations, productivity, and/or quality of life.
- Procured $150,000 in additional funds for tools, equipment, and furniture.
Work History
Vantage Mobility, LLC. | Phoenix, Arizona
Vice President, Manufacturing & Operations | 2023 – 2025
Director of Operations | 2022–2023
Director of Production | 2022
Senior Manager | 2021–2022
Directed a $150M multi-platform manufacturing operation with 300+ employees converting Toyota, Honda, and Stellantis vehicles into wheelchair-accessible platforms. Built a high-performing 150+ person team, stabilized flow, standardized work, reduced structural waste, and improved cost, delivery, and quality performance. Delivered an enterprise Lean operating model that enabled profitability by 2026 and earned consecutive Toyota Gold certifications.
Beyond process improvement, I focus on cultivating a high-performance culture, fostering accountability, cross-functional collaboration, and team engagement to sustain operational excellence and innovation.
Professional Development & Executive Education | Full-Time Student | Phoenix, Arizona
During a dedicated period of professional development and executive education, I strategically expanded my leadership expertise to complement my real-world experience in global business operations, financial strategy, and organizational transformation. Recognizing the evolving demands of international markets and executive leadership, I immersed myself in advanced education and specialized training to sharpen my ability to navigate complex business environments.
I earned an Executive Master and a Bachelor in Global Management from Thunderbird School of Global Management at ASU, gaining deep insights into international operations, cross-cultural communications, finance, and strategic leadership. To further refine my skills, I pursued certifications in applied business analytics (MIT), leadership psychology (Cornell), and advanced project management (University of Utah). Through a combination of formal education, self-directed learning, and hands-on applications, I have strengthened my ability to drive business transformation, optimize global operations, and lead high-performing teams across dynamic, cross-functional environments.
Director of Operations | Indian Springs, Nevada
As a Senior Maintenance and Operations Leader, I managed the Aircraft Armament Systems career field, overseeing a team of 12 direct and 480 indirect reports responsible for weapons system maintenance, fleet readiness, and operational support. I orchestrated maintenance plans, resolved supply chain challenges, and addressed training deficits while synchronizing facility and equipment needs across multiple divisions to ensure mission success. Additionally, I advised leadership on strategic direction, shaping policy development, procedural improvements, and workforce alignment to meet evolving operational requirements. I also led operations meetings, collaborated with safety and QA teams, engaged with contractors, and drafted funding requests and maintenance approvals to streamline processes and enhance compliance.
Beyond daily operations, I mentored and developed talent, overseeing staffing assignments, training programs, and career progression initiatives. I facilitated mentoring seminars covering leadership, strategic vision, problem-solving, and conflict resolution, fostering a high-performance culture. Additionally, I secured a 30,000-square-foot increase in training space and acquired three new buildings, reinforcing organizational expansion and capability development to meet long-term mission demands.
Sr. Operations Manager | Peer, Belgium
Leading in a high-tempo, no-fail operational environment, I directed and mentored a cross-functional workforce of 149 military and eight civilian employees across 24 specialized occupations, ensuring mission readiness, operational efficiency, and team resilience. Through a culture of accountability and excellence, I successfully drove operational synergy, resulting in three Superior Team awards and securing seven “Excellent” and one “Outstanding” major graded area ratings—a testament to the high-performance standards I instilled.
Beyond leadership, I spearheaded mission-critical policy advancements, benchmarking Emergency Management Response (EMR) safety standards and influencing a critical Air Force-wide safety policy change. This initiative enhanced nuclear and conventional weapon safety compliance, ensuring stricter risk mitigation, regulatory adherence, and operational security at an enterprise level. By combining strategic oversight, workforce development, and policy innovation, I delivered sustainable improvements in performance, safety, and organizational effectiveness.
Sr. Operations Manager | Phoenix, Arizona
Leading the #1-ranked Aircraft Maintenance Unit (AMU) in the Air Force’s largest Fighter Wing, I orchestrated an operational transformation, producing 4,600 sorties and 5,900 flight hours, securing the 2014 Aircraft Maintenance Unit of the Year award. Through strategic workforce planning and process optimization, I overhauled manning, training, and mentorship programs, developing 12 senior NCOs and positioning the next generation of AMU leadership for success.
Beyond personnel development, I spearheaded Lean process improvements, saving 24K labor hours annually, increasing efficiency by 30%, and optimizing 58 operational workflows to enhance aircraft availability and cost management. Additionally, I engineered a malfunction tracking database, integrating real-time data consolidation across six units and 34 personnel, strengthening decision-making for $4B in managed resources. My leadership in flight operations, maintenance excellence, and training innovation played a pivotal role in ensuring combat readiness, mission execution, and the future evolution of Air Force maintenance operations.
Sr. Manager | Anchorage, Alaska
As a Senior Aircraft Maintenance Manager for F-22A Operations, I directed and equipped over 200 Total Force personnel, overseeing the maintenance of 24 F-22A aircraft valued at $4.6 billion. I ensured fleet readiness, support equipment serviceability, and facilities management for assets worth $94.8 million, while executing 3,686 contracted flight hours to maximize fleet health and sortie generation. My leadership directly contributed to the Air Force’s only active-duty combat alert cell, maintaining a 24/7 fighter force for NORAD and homeland defense missions.
I drove JBER’s first-ever F-22A sortie surge, generating 96 sorties in one week and exceeding all 11 maintenance standards, while also orchestrating the first live JDAM drop for the fleet—hitting 14 out of 14 targets and enhancing wing combat capability. My leadership was instrumental in the professional development of Airmen, directly leading to seven below-the-zone promotions, 25+ quarterly awards across Squadron, Group, and Wing levels, and multiple annual award winners at the Numbered Air Force and Pacific Air Force levels. My impact set new benchmarks in combat readiness, fleet management, and Total Force integration.
Sr. Maintenance Manager | Osan, South Korea
As the Aircraft Maintenance Lead for 7th Air Force, I played a pivotal role in integrating U.S. and Republic of Korea Air Force (ROKAF) operations, overseeing eight USAF and 31 ROKAF aircraft with 200 personnel—marking the first U.S. aircraft presence at Gwang Ju Air Base in four years. I streamlined cross-coalition aircraft readiness, enhancing joint interoperability and operational efficiency.
Beyond exercises, I researched and resolved Pacific Air Forces (PACAF) engine repair constraints, reducing costs by $2M annually and transit times by 75%. I drove maintenance operations for 1,900 aircraft during Combined Exercise KEY RESOLVE, coordinating across 10 Wing Operation Centers and managing 1,300 operational injects. Additionally, I refined War Reserve Materiel (WRM) weapons inspection processes, restructured contract logistics to optimize workforce allocation, and led cross-servicing initiatives that strengthened ROKAF’s aircraft maintenance capabilities—reinforcing joint combat readiness and allied airpower in the Korean Theater of Operations.
Maintenance Manager | Royal Air Force Lakenheath, United Kingdom
As the Senior Weapons Maintenance Leader, I managed, directed, and led 142 weapons personnel, supporting 56 combat-ready F-15E aircraft valued at over $3.2 billion. Overseeing a vast inventory of 2,700+ critical weapons system components and 56 M61A1 gun systems worth $66 million, I ensured compliance with technical orders, safety regulations, and mission readiness. Through strategic workforce planning and training coordination for 30+ load crews, I improved weapons reliability and aircraft combat effectiveness.
I spearheaded maintenance and loading operations, conducting 10,000+ weapons loading procedures with zero mishaps, earning multiple Air Force safety and excellence awards. My leadership in Lean process improvements and innovative scheduling eliminated 12-hour shifts, saving 22,000+ man-hours and dramatically enhancing work-life balance. Additionally, I optimized weapons system inspections, slashing overdue dispatches by 80% and reducing preventive maintenance hours by 30%, reinforcing operational efficiency, aircraft availability, and mission success across the Combat Air Forces (CAF).
Aircraft Maintenance Experience: F-16C/D, F-15C/D/E, F-22A, MQ-1, & MQ-9
Education
Executive Master of Global Management (EMGM) | Thunderbird School of Global Management | Arizona State University | Tempe, Arizona
Bachelor of Global Management (BGM) | Thunderbird School of Global Management | Arizona State University | Tempe, Arizona
Associates of Applied Science, Aircraft Armament Systems Technology | Community College of the Air Force
Associates of Arts, General Studies | University of Maryland University College
U.S. Air Force Senior Non-Commissioned Officer Academy | Air University | Maxwell, Alabama
U.S. Air Force Non-Commissioned Officer Academy | Air University | Kaiserslautern, Germany
Airman Leadership School | Air University | Misawa, Japan
Certifications
Supply Chain Management I & II | Michigan State University
Applied Business Analytics | MIT
Psychology of Leadership | Cornell University
Advanced Project Management | University of Utah
Professional Management | Air University
40-Hour Green Belt Course | Elmendorf Air Force Base, Alaska
Senior Leaders LEAN Course | University of Tennessee | Osan, S. Korea
“It’s what you learn after you know it all that counts.” – Coach John Wooden
Honors & Awards
- Recognized by Toyota with consecutive “GOLD” Ratings for maintaining world-class standards in operational stability, product quality, and continuous improvement.
- U.S. Air Force’s “Lieutenant General Leo Marquez” Munitions / Maintenance Manager of the Year | Air Force-Level
- Elmendorf Air Force Base’s Aircraft Armament Manager of the Year | Anchorage, Alaska
- “Lance P. Sijan” Leadership Award for 11th Air Force | All Air Forces in Alaska
- Personal Letter of Commendation from the Republic of Korea Air Forces Command Commander | Osan, South Korea
- 48th Aircraft Maintenance Squadron’s “Lieutenant General Leo Marquez” Munitions / Maintenance Supervisor of the Year | Royal Air Forces Lakenheath, United Kingdom
- 8th Maintenance Squadron’s “Lieutenant General Leo Marquez” Munitions / Maintenance Supervisor of the Year | Kunsan, South Korea
- Pacific Air Force’s “Load Crew of the Year” | All Air Forces in the Pacific
- Misawa Air Base’s Aircraft Armament Supervisor of the Year | Misawa, Japan
- Misawa Air Base’s Aircraft Armament Supervisor of the Year | Misawa, Japan
- Pacific Air Force’s “Lieutenant General Leo Marquez” Munitions / Maintenance Technician of the Year | All Air Forces in the Pacific
- 12 Citations for Meritorious Service and Achievement
Organizations
Board of Directors, Aguila Youth Leadership Institute (2023 – Present)
National Defense Industrial Association (Member, 2021 – 2022)
Esperança (Volunteer, 2021)
Phoenix Committee on Foreign Relations (Member, 2019 – 2020)
R. Dale Deskins 