1. Wesley H. Riopel
304 River Rd, Gladwyne PA, 19035 ~ (757) 291-0381 ~ wesley.riopel@gmail.com
Executive Summary
Strategic leader with vision. Accomplished Maintenance and Engineering Manager in the Pulp/Paper Industry.
Military veteran with 25 years’ progressive leadership growth within the United States Air Force.
Senior Manager Program Manager Operations Manager
Leadership & Management Competencies
Operations Management
Project Management
Reliability Management
Risk Management
Workforce Development
Cross Functional Leadership
Change Management
Problem Solving
Logistics Management
Work Experience
Fifteen years of senior management experience providing leadership and execution of organizational strategy.
Successfulpaper mill maintenance operations experience in achieving or exceeding performance goals,
developing strategies using data to drive performance plans and maintenance improvements.
Maintenance and Engineering Manager 2015 – present
PaperWorks Industries, Philadelphia PA
Leads Maintenance and Engineering Group in a high-paced paperboard manufacturing mill. Manages all aspects
of maintenance reliability, plans/executes capital improvement projects—focused on continuous improvement
 Formulates and controls an annual budget with a value of >$4.8M; managed spending for entire mill,
manages and executes capital projects for cost savings and performance enhancements
 Capitalizes on sustained performance of the “paper machine” through effective predictive maintenance;
directs all facets of reliability centered maintenance for long-term sustainment and productivity
 Implements data-driven strategies for performance improvements and machine run-ability, drives change
through improved processes and automated controls
 Creates and incorporates monthly, weekly, and daily schedules through our CMMS system to track tasks and
document historical data – uses system data to create preventative maintenance work orders
 Produces results/OEE improvements; led mill-wide culture change regarding preventative maintenance to
improve mill up-time. Actions reduced unplanned downtime by 50%, maintenance reliability increased 20%
 Responsible for safe and effective operations of 3 high-pressure boilers; supplying un-interrupted and
reliable steam to the paper machine and facility heating
 Oversees boiler and power house inspections, permitting, and certifications; manages contractor service and
repairs for compliance, reliability and operational control
 Executes preventative maintenance for steam systems, feed water systems,pressure vessels, and compressor
systems; zero down time for powerhouse/utilities – 2 years running
 Enforces compliance to OSHA programs; steers safety committee and manages aspects of the environmental
compliance programs – creates safety training on a continuous basis for all employees
 Plans mill outages; executes shut downs/completes required maintenance on-time for effective start-up to
meet production/customer needs
 Directs maintenance on mechanical, electrical, instrumentation systems; establishes routine and PM
maintenance on pumps, motors, bearings, high/low voltage electrical systems, and all machine equipment
 Leads troubleshooting, root cause failure analysis, and incident investigations; guides team to solutions for
sustainability
 Manages mill logistics; controls store room spares/inventory and asset management; new processes reduce
maintenance down time through effective job kitting and store room set-up
Senior Operations Manager | Program Manager 2013 – 2015
Led 300+ personnel/20+ programs/multiple teams; develops project schedules, monitors maintenance
schedules--assessed risks/drove reliability improvements—surpassed program objectives by 20%
 Controls unit’s $500K budget; managed workforce maintaining/operating 45 fighter aircraft valued at
$4.2B, led systems reliability while pacing new technology incorporation amidst budget constraints
 Developed milestones; led change management initiatives/capitalized on data-driven initiative; achieved
fleet-wide avionics modification, test, and reliability goals 100%

2.  Tackled lagging quality maintenance trends; implemented strong problem solving skills, drove unit
controls/corrective actions, hands-on approach catapulted compliance rate 18%—3-year best
 Mentors and evaluates employee performance; develops program schedules/projects requirements, scope
control, and baseline change management processes—boosted performance by 15%
Senior Program Manager | High Altitude Branch, U-2/RQ-4 2010 – 2013
Headquarters Air Combat Command
Primary advisor to CEO; communicated status and provided strategic direction to 4K employees, developed and
maintained modification/test schedules and deliverables—trimmed logistics processes 15%
 Drove $42M cockpit safety modification; led 13 teams/3 engineers, surveyed contract—implemented
cost savings, managed 4 sub-contracts—exceeded financial objectives/recouped $4M corporate funds
 Championed staff/forged relations with 3 operating locations/multi-cultural force; conducted training,
planned logistics for 34 avionics/sensor suite upgrades—boosted mission capability 23%
 Provided oversight with management tools; including statement-of-work and work breakdown structure
with engineers, managers, and stakeholders—effective control/monitoring, projects within scope
 Led 2 LEAN Ops events; standardized RQ-4 mission debrief and reporting processes/ensured
compliance—saved 4K annual man-hours
 Logistics manager; oversaw $125K avionics facility upgrade; scrutinized/clarified requirements,
prepared/completed action plans, cut costs by $30K—provided equipment for technology integrations
 Developed/executed long range strategic plans for 32+ aircraft/$900M facilities and resources; improved
staff productivity, identified/corrected negative trends—100% on no-notice inspection
 Delivered cost-savings; re-engineered depot schedule/collaborated with Chief Engineer, integrated 35
avionics/sensor suite projects exceeding design-to-cost targets—recouped 400 hours/saved $2M
Lead Production Manager | Tactical Aircraft Technician F-15/U-2 1990 – 2010
 Led workforce of 400+ military and civilian personnel; netted 9K+ safe flight hours, chaired daily
production status meetings, effectively trained over 100 pilots worldwide—flight safety priority #1
 Directed asset availability for 3 Presidential missions; secured/executed national objectives of tactical,
reconnaissance,and humanitarian tasks, forecasted requirements—zero tasks missed/missions lost
 Managed annual/monthly/daily schedules of project operations; drove project requirements, scope
control, and baseline change management processes,oversaw contractors—deliverables/timelines met
 Shed wastefulprocesses across multi-cultural force; led annual contract review, steered change/saved
$183K, capitalized on opportunities for future projects—delivered results within annual budgets
 Inspected, repaired, troubleshot, serviced aircraft; adjusted, calibrated systems, F-15, A-10, F-16 aircraft
 Supervised work crews/skilled in structures,engines, hydraulics and electrical systems maintenance
 Established daily work priorities/assigned tasks; disciplined in quality, aerospace standards/compliance
Education and Certificates
 Master of Aeronautical Science Degree, Embry-Riddle Aeronautical University (2017)
o Degree Program upgrade to Master of Science in Engineering Management
 Bachelor of Science Degree,Professional Aeronautics/Business Administration & Aviation Safety
Embry-Riddle Aeronautical University, Magna Cum Laude (2001)
 Associate of Applied Science Degree,Aircraft Maintenance Systems Technology, Community College of
the Air Force (2000)
 Project Management Professional (PMP) Certification, (2016)
 Professional Management Certification, Community College of the Air Force (2013)
Specialized Education/Training
Logistics Management Certification Organizational Project Management Certificate
Greenbelt Continuous Process Improvement Certificate Acquisitions Management Course
FAA, Aviation Safety Certificate Lean Six Sigma Enterprise Course