JAMES C. ENOS

EXPERIENCE (CONTINUED)Page 1

JAMES C. ENOS

OBJECTIVE

I am interested in assignments where I can apply my extensive experience in operations & engineering in industry leading firms. My abilities include organizing highly productive teams, creating a work environment of employee involvement. I can provide program management, team building, leadership, leading matrix organizations, customer relationships and management of multi-site operations. I am comfortable providing support as an individual contributor or as part of an integrated team.

EXPERIENCE

03/2013 to Present: Legacy Engineering, LLC, Irvine, CA

  • Consultant.

2011 to 2012: L-3 Communications San Diego, CA

  • Program Manager. Dynamic Positioning. Reported to Vice President, Commercial Operations. Program Manager for Norwegian Cruise lines effort for company IR&D. Organized the PM process for L-3 Dynamic Positioning Control Systems. Brought all projects back on schedule within four months. Implemented project server company-wide data bases for all the group to view. Set priorities for projects monitored controlled progress on all company work.

2009 to 2011: General Atomics, San Diego, CA

  • Program Manager.DDG-51 Hybrid Electric Drive. Reported to Division Vice President. Responsible for all aspects of the program to design & develop a Hybrid Electric Drive for DDG 51 class of ships. Responsible for cost, schedule, & scope for the contract. Contract was with NAVSEA 320, Electric Ship Office. Program was highly visible with Navy. Often in CNO SecNav Mabus presentations on the “Great Green Fleet”. Worked with NavSea 00, NavSea 05, NavSea 03, NavSea 02 N86 & ONR.

2008 to 2009: REMEC, San Diego, CA

  • Senior Program Manager.Integrated RF, Microwave & mmWave Technology. Reported to Director, Program Management. Responsible for ensuring that all assigned programs meet cost, schedule, & technical requirements. Assigned programs include high-reliability & space components. Worked to bring troubled programs to production back to budget.

2003 to 2008: E-Associates, Oceanside, CA

  • Consultant. Self-employed/private consulting business. Provided consulting to various organizations on program management, proposal assistance & process management. Majority of business was helping organizations build a program management organization & discipline.

2001 to 2003: Gemological Institute of America, Carlsbad, CA

  • Program Manager. Director of Research Development. Reported to CEO. Responsible for installing a program structure & process into the Research Organization. The research work focused on forensic gemology & cut diamond grading.Reorganized to a program structure to concentrate resources on the critical programs.Completed a 12-year on-going program in two years. Initiated Intellectual Property focus.Developed four new instruments. Set up a review & steering process for monitoring research program progress from concept through completion. Developed a team culture from one which was person centered.

1977 to 2001: Hughes/Raytheon Corporation

  • 1997 to 2001: Director of Engineering. Naval & Maritime Integrated Systems. San Diego, CA. Reported to the General Manager. Set direction & vision for the engineering organization; managed engineering performance on organization’s programs, improved engineering processes, increased engineer skill levels, retained employees, & changed organization structure from program structure to matrix structure. Developed organizational capability to achieve CMM L3. Investigated & installed Scrum Software Development (an agile technique) into the software process. Installed project management discipline in the organization to maintain program cost, schedule, & technical performance.Division financial performance exceeded goals in every major category for the four years. Engineering population grew from 135 to 350 engineers to meet business growth. Developed an organizational discipline focused on people, processes, tools, & technology. Initiated an “Excellence in Engineering” program. Director of Advanced Ship programs.Formed an alliance with Thales in France to win a contract for the British Aircraft Carrier of the future.Program Manager for Raytheon team for proposal on U.S. Coast Guard $12B Deepwaterprogram.
  • 1994 to 1997: Program Management.Silicon Operations. Newport Beach, CA. Reported to the General Manager. Responsible to improving the cost & delinquencies performance of the group. The organization designed & built specialized integrated circuits for Hughes Aircraft Company.Identified problems in contract control & the need for strong program management function.Developed 11-point improvement plan to increase organizational capability.Developed a system to measure a program management Capability Maturity Model (“CMM”) score. Division operations turned around from $19M loss to $2M profit in two years. Reduced schedule delinquencies from over 15% to less than 1%. Led Hughes Aircraft Company team for the Program Management Development Process.
  • 1987 to 1994: Director of Engineering. Fullerton, CA El Segundo, CA. During a time of company downsizing from 16,500 to about 8,000 people at the site, I managed a lab consisting of 350 engineering manufacturing employees responsible for $50M in P&L. Successfully turned around a commercial test operations organization from a 15% loss to 17% profit. Reduced costs by 35% for the lab over a 2-year period while maintaining a steady workload.Assembled self-directed teams, reduced rework by instituting in-work responsibility.Decreased overhead from 285% to 176%. Reduced cycle times from 10% to as much as 87%. 14 of the 35 superior performance teams came from this laboratory.
  • 1983 to 1988: Program Manager. Classified System & a Spread Spectrum Test Set. Fullerton, CA. Program Manager for two programs. One system was a highly classified system, & the other was a Spread Spectrum Communications test set.Responsible for all aspects of the contracts from negotiations through delivery & support.Responsible for P&L for the contracts. Extensive use of Earned Value Management Systems (“EVMS”) IMP/IMS.All eight contracts on the classified system were completed on schedule & under budget.The communications test unit initial system went from concept to delivery in 12 months; ahead of schedule & on budget.

1985 to 1988: Instructor. Program Management, Earned Value Management, Logistics Management.

1977 to 1983: System Engineer. Included international experience in Germany from 1981 to 1983.

1970 to 1977: Douglas Aircraft Company

  • Chief Instructor. Project Manager. For large Training Contracts for A-4 DC-9 Aircraft.

Project Management Institute.

  • Co-chairman. For the Project Management Institute Special Interest Group for Aerospace & Defense.Participated in the development of the PM Guide to the Body of Knowledge.

EDUCATION

M.B.A. – Claremont Graduate University, Drucker School of Management, Claremont, CA

M.S. – University of Southern California, Los Angeles, CA

B.S.E.E. – DAU/California State university, Long Beach, Long Beach, CA

ADDITIONAL TRAINING/RECOGNITIONS

Project Management Professional # 109 (“PMP”), certified by Project Management Institute

CLEARANCES

DoD Secret