CROYDON RICHARDSON “Dick” HARTLEY

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EXPERIENCE (CONTINUED)

CROYDON RICHARDSON “Dick” HARTLEY

OBJECTIVE

I am interested in consulting and short term contract assignments where I can apply my program and engineering leadership experience within the aerospace industry to provide hands-on assistance or direct oversight to a result-driven team engaged in the development, manufacture, and support of high quality, affordable aircraft or space vehicles. My extensive experience has provided me with a broad-based expertise in IPT leadership, cost account management, program integration, configuration management, and systems engineering.

EXPERIENCE

08/2006 to present: Moved to Denver, CO. Retired once more.

11/2004 to 07/2006: Legacy Engineering

  • Senior Consultant assigned at Northrop Grumman: Supported theSpace Exploration Systems business area and Crew Exploration Vehicle (CEV) program. Provided expert direct leadership support in the areas of Program Integration, Configuration Management, and Systems Engineering. Developed procedures, standards, and concepts of operation (CONOPS) for the leadership team as they stood-up their organizations and business architecture.

05/1976 to 04/2004: Northrop Grumman

  • 05/2000 to 04/04: Program Manager, Orbital Space Plane Concept Development. Space Access Programs. Led the development of a conceptual program architecture and vehicle design that validated NASA’s Level 1 and 2 program requirements. Led the program team’s highly successful final Program Requirements Review (PRR) with NASA.
  • Manager, Space Access Program Integration. Responsible for coordination and tracking of program requirements flow-down, long range strategic plan & Annual Operating Plan (AOP), and program level communications. Managed infrastructure in support of all space access programs including facilities, IT, and security planning, and NCTA/CRAD coordination. Managed security, configuration management and data management.
  • 04/1999 to 05/2000: Manager, Joint Strike Fighter Program Administration. Responsible for establishing program goals, flowing down requirements, and tracking AOP performance. Managed security, HR and facilities. Coordinated and integrated infrastructure needs including SAR, IT, and virtual enterprise work-cells. Generated and managed capital asset plans.
  • 05/1997 to 04/1999: Manager, Specialized Structures Engineering Design (for Kistler K-1 Reusable Launch Vehicle.) Responsible for 85 engineers developing the K-1 fully reusable composite launch vehicle. Performed technical oversight. Developed and managed an integrated change assessment and implementation team. Introduced commercial systems and processes to optimize team performance, vehicle weight, and program cost and schedule.
  • 02/1996 to 05/1997: Manager, B-2 Structures IPT (U.S. Air Force B-2 Bomber). Responsible for change assessment and integration team, and technical oversight of design and M&P. Led development and modification team in the rework for a critical fuel system design deficiency. Received Boeing’s “Outstanding Team Performance” Award.

05/1976 to 02/1996: Various positions for U.S. Navy F/A-18 Fighter project, including:

  • Deputy Chief Engineer and Product Definition Team Leader. F/A-18 C/D. Led a multi-discipline team of 180 employees and managers in the definition, development, production support, and post-production support of the Northrop Grumman 40% work share. Successfully managed $30M annul budget with consistent CPI > 1.0.
  • Manager, Structures Engineering. Responsible for the design, definition, and liaison support for Northrop’s F/A-18 structures work share. Achieved high-level customer satisfaction and trust with USAF Defense Contract Management Command (DCMC).
  • Manager, Project Engineering. Led a small team of senior-level engineers in the program control and change management of the Engineering SOW.
  • Manager, F-18 Technology. Responsible for an analytical staff of 45 engineers. Restored customer trust and regained Northrop’s M&P work share responsibility.
  • Manager, Aft Fuselage Design. Responsible for a design staff of 23 engineers. Developed producibility changes, implemented co-location with operations, and managed liaison engineers to reduce manufacturing defects and program cost.

09/66 to 05/76: McDonnell Douglas

  • 06/1969 to 05/1976: DC-8, DC-9 and DC-10. Developed engineering designs for DC-10 mechanical systems and airframe structure.
  • 09/1966 to 06/1969: Missiles and Space Systems. Developed structural designs for Manned Orbital Lab (MOL) and various space launch vehicles.

EDUCATION/ ADDITIONAL TRAINING

M.A., Management – University of Redlands, Redlands, CA

B.S., Mechanical Engineering – Cal Poly, San Luis Obispo, CA

Defense Systems Acquisition Management – USC, Los Angeles, CA

Stanford Engineering Executive Program – StanfordUniversity, Palo Alto, CA

Program Management Seminar 4 – Northrop Grumman @ Cal Poly, Pomona, CA

CLEARANCE

Active Secret Clearance (DoD)