Former Director, Acquisition Policy & Center Strategic Planning, Aeronautical Systems Center (ASC) and former Director, Acquisition Management, HQ AFMC; Proven record of long range strategic planning and program strategy development.
Former Director, Global Hawk Programs, Reconnaissance Program Office; Extensive experience in managing high technology, leading edge development and fielding advanced systems.
Former System Program Director, AC-130 Gunship and Director, Special Operations Forces (SOF) Systems Program Office; Successfully managed hardware and software intensive development, production and support programs.
Former President, Robbins-Gioia Defense Division, Deputy Director, Defense Threat Reduction Agency, and Vice Commander, ASC; Over 35 years direct program management experience leading numerous highly sensitive programs.
Former President, Dayton Aerospace, Inc., and System Program Director, Advanced Cruise Missile; Extensive acquisition management experience in government and industry; Expert in crafting business capture strategies.
Former Air Force Director, JSF International Programs; Proven senior international program manager and negotiator, implementing innovative FMS and Cooperative Development Agreements with 24 different countries; Propulsion expert.
Former Director of Multi-National Programs, F-16 Program Office; Extensive experience in the full range of program management disciplines with full cost, schedule and technical responsibility.
Former Head of the Naval Surface Warfare (NSWC), Weapons System Department. Proven expertise in the areas of ordnance and weapons systems safety and electro-optics production.
Former System Program Director, Joint Airborne Signals Intelligence (SIGINT) Program; Proven program management expertise with over 35 years hands-on experience in leading edge technology programs.
Former Aeronautical Systems Center (ASC) Commander and Program Executive Officer (PEO), Fighters and Bombers; Over 30 years direct experience in acquisition and program management of highly complex aerospace systems.
Former Chief, Financial Management, F/A-22 System Program Office; Demonstrated success working multibillion-dollar financial management of programs across all phases of acquisition - basic research through sustainment.
Former Deputy System Program Director, Evolved Expendable Launch Vehicle (EELV); Assisted numerous industry and government organizations structuring complex program execution plans.
Former Director of Engineering, Fighter Attack Systems Wing, Technical Director, F-16 System Program Office, and JSF Site Director and Director of Engineering; Expert in integrated avionics and radar.
We have
experience in
leading and making Integrated Product Teams successful.
We know how
they work from
the inside out!
The DoD has adopted Integrated Product Teams (IPTs) as the preferred approach for development, review, and oversight of the acquisition process. This organizational arrangement is based on a management process that integrates all activities from product concept through production and field support. Dayton Aerospace consultants have extensive experience in actually working within and leading government IPTs. We also have a deep understanding of an integrated management framework and the tools for making IPTs efficient.
We believe that finding the right balance between the functional and product leaders is key to making an IPT effective. This balance, coupled with the right leadership, is essential in making IPTs work for your organization. We also advocate the following critical success factors:
Integration is the focus! All functional disciplines influencing the product throughout its lifetime should be represented on an IPT.
A clear understanding of the team's goals, responsibilities, and authority should be established among IPT members; all should be committed to this common approach and purpose.
Realistic resource requirements must be identified from the onset of a program.
The IPT must be empowered so that decision-making can be driven to the lowest possible level commensurate with risk.
In complex programs, contractor participation is a must.
We listen and tailor our approach specifically for your organization. We have the people who can assist, mentor and train your industry or government team.
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