GREG BURTON

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EXPERIENCE (CONTINUED)

GREG BURTON

OBJECTIVE

I am interested in assignments where I can apply my experience as a general manager or program manager. As an accomplished aerospace executive with an MBA, I can offer extensive experience and expertise in program management and systems engineering. I have a track record of assessing and defining problems; developing market-leading strategies; implementing plans; and executing a productive business that delivers results for customers and shareholders. I have the ability to build teams of dedicated employees and suppliers focused on providing products and services that exceed customer expectations, and foster loyalty to the business.

EXPERIENCE

1974 to 2010: The Boeing Company

  • 2009 to 2010: Director. Government Range Services. Boeing Integrated Defense Systems. Led a company wide effort to identify and pursue service business opportunities associated with government test and training ranges. Entering this market required the ability to help senior customer leaders implement common standards across U.S. government ranges, and establish a local presence at the individual ranges where specific opportunities occurred. The market was separated into seven addressable segments; three market entry focus areas, and four adjacencies that would be enabled by initial success in the market.
  • The business strategy required investment in reusable tools and processes that could be customized to meet individual customer needs, developing a cost effective range services business structure, and providing reach back to the resources of Boeing without maintaining dedicated expert resources. The effort resulted in a companywide strategy that focused one business unit on serving the range customers and leveraged the resources of other business units for support. The supporting business units were able to lower their cost structure and receive credit for enabling revenue and earnings growth. Highlights include:
  • $50B+ U.S. Government Market over 5 years, $17B addressable in focus areas
  • Adapted Boeing technology investment and capabilities to test and training range needs
  • Developed and demonstrated range management prototype at Ft. Bragg
  • Established local presence and customer ownership
  • Created advocacy for U.S. Army opportunities
  • Listened closely to headquarters and local range customers
  • Baseline business model for international sales
  • 2005 to 2009: Director. B-1/B-2 Programs. Boeing Integrated Defense Systems. Had P&L responsibility for Boeing’s $300M+/Year B-1 and B-2 Bomber Programs providing products and services directly to the USAF for B-1, and through Northrop-Grumman for B-2. The business included all aspects of the product life cycle from developing new capabilities for the airplanes, modernizing the fleets, providing sustaining engineering support, supporting maintenance and supplying spare parts. Led 850 people at 8 U.S. locations, and a team of major U.S. and international suppliers. Highest priority was keeping team focused on customer’s success. Not only were our products critical to our national security effort, but our customers were also competing for budget with other government programs. The best way to ensure that the business grew was to deliver on the commitments.
  • 12% annual revenue and profit growth,
  • $150M added backlog
  • ISO9001/AS9100 certified modification programs at customer sites
  • Focused on growing the capability of the business and developing the underserved segments of Company business. When development funds were in a down cycle, modification and support business was needed to maintain revenue and earnings. Focused on cutting our cycle time for both development and modification. Providing timely and affordable results helped customers find budget, and encouraged the choice of Boeing, as opposed to another contractor or doing the work internally. Successes included:
  • Developing delivering an advanced targeting pod to the field in 13 Months, not 3 years
  • Creating a center of excellence for Special Test Equipment, $20M/year
  • Moving Director of Product Support to Oklahoma City with our customer
  • Demonstrating the B-1 ability as test bed for future weapons
  • 1999 to 2005: Director. Advanced Support Concepts. Boeing Phantom Works. Established and led a research and development organization for our support and service businesses including commercial and military aircraft maintenance and support, homeland security, and wideband satellite communication services. Established teams to develop service unique capabilities, including maintenance, modifications and repairs; support modeling and simulation; and services information technology. These teams were responsible for developing tools and processes for Boeing service businesses, and providing resources to those businesses to solve critical problems. Added significant value to the business:
  • Transitioned $5B+ of technology value to business units
  • Evaluated advanced technologies for cargo and baggage screening
  • Developed maintenance and overhaul processes and tools
  • Enabled Airplane Health Management business

•Data mining

•Prognostics and diagnostics

Also served on the corporate Support and Services Council. Worked in this role with other leaders to establish common tools and processes. Owned the Company’s services technology strategy, which provided investment guidance for unique technology needs and leveraged technology developed for other businesses.

  • 1998 to 2000: Director. Systems Engineering, Definition & Analysis. Boeing Aircraft and Missiles.
  • 1998: Chief Engineer. Systems Engineering. Boeing Commercial Aircraft.
  • 1997 to 1998: Director. Aircraft Systems and interiors Eng. Boeing Commercial Aircraft.
  • 1996 to 1997: Director/Program Manager. Douglas Aircraft.
  • 1995 to 1996: Corporate Process Audit Team. McDonnell Douglas Corporate Office.
  • 1974 to 1995: Various assignments. Areas included engineering management, systems engineering and supplier management. McDonnell Douglas Corporation.

EDUCATION/ADDITIONAL TRAINING

MBA -Southern Illinois University, Edwardsville

B.S.E., Mechanical Engineering - University of Michigan

Graduate courses in Engineering Mechanics at University of Missouri-Rolla

SPECIAL PROGRAMS

Boeing Executive Programs

Boeing Global Leadership Program (Australia)

University of Michigan, Production Executive Program

Center for Creative Leadership, Leadership Development Program

President's Commission on Executive Exchange (“PCEE”)

On Loan, Special Assistant, Deputy Director of Research and Development, FAA ▪ Public Policy Seminar, Washington, DC ▪ Harvard University, Executive Conference on Business and Government ▪ International Business Seminar: China, Hong Kong, Japan, Korea, and Singapore.

AFFILIATIONS

Boeing Long Beach Leadership Association, Executive Advisor

Family Services of Long Beach, Member of Board

Boeing Long Beach Diversity Council, Executive Sponsor