Operations/Management Executive, Ready to Produce Results in your Manufacturing Environment Aerospace/Medical/Industrial.

1. www.linkedin.com/in/blainekriebel
Blaine G. Kriebel - Executive Profile
Operations Excellence
Strategically Driven
Team/Mentor/Coach
Customer Experience Focused
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2. ❑ 25 Years experience in Electronic Manufacturing in Aerospace
(Commercial/Military), Medical, and Industrial Markets
✓ Electronics/Complex Cable Assemblies
✓ ISO 9001:2015
✓ AS9001D
✓ ISO13485
✓ Nadcap
❑ General Manager/Sr. Vice-President responsibility for operational
success including the company’s development and growth.
❑ Program Management, Business Development, Contract Negotiations,
Quality (ISO9001/AS9100D/ISO13485), Operations/Logistics including
Inventory Management and Engineering
❑ Entrepreneurial and creative approaches to all aspects of the business
cycle. High initiative and goal driven. Technical Aptitude
❑ Certified Associate Program Manager (CAPM) Compliant – Drove
customer engagement at decision maker level.
❑ Distribution/Reseller and Services Experience
• A
Blaine Kriebel

3. ❑ Strategically focused related to continuous improvement and
implementation of results-driven processes.
✓ Certified Green Belt
✓ Continous Improvement
✓ Value Stream Mapping
✓ Sales, Inventory, and Operations Planning (SIOP)
❑ Successful at nurturing, developing, and mentoring people at all levels
of the organization
❑ Honest, high integrity and work ethic (Roll-up-the-sleeves), teamwork,
and detailed oriented
❑ Strong organizational skills, detail oriented, and the ability to multitask
❑ Demonstrable aptitude in effective negotiating
❑ Displays strong mentoring, coaching, and people management skills
✓ Team/Mentor/Coach
✓ Customer Experience Focused
Blaine Kriebel
Page 3

4. High
Emotional
IQ People
Customer
Business
Growth
Operational
Acumen
Process Driven
Business
Acumen
Financial
Acumen
Page 4

5. Page 5
Career Timeline
Program Mgr.
Medical Devices
Black Box Network Services
Oct
1995
May
199
7
May
2000
May
2002
Apr
2005
Aug
2012
Program Mgr.
Aerospace
Program Mgr.
Industrial
Market
Business
Development
Mgr.
Sr. Product Mgr.
Marketing
Mgr.
Technical Engineer
Oct 1995 – Nov 2004
May
2014
Recruited by
- Ducommun
Nov
2004
Sr. Program
Mgr.
Jan
2013
MRO Part 145
Mgr.
Corporate
Leadership
Chair Vistage
Member
Ducommun, Inc
Nov 2004 - Nov 2016
May
2004
Nov
2004
Director
Program
Mgmt.
Feb
2015
Reseller
Channel
Manager
Jan
2015
Phoenix Logistics
Nov
2016
VP Aerospace
Program Dev.
May
2018
SVP Aerospace
Operations
Nov 2016 - 2019
Certifications:
Certified Associate Program Manager (CAPM)
Six Sigma Green Belt
IS9001:2015/AS9100D/ISO13485 Internal Auditor
General Manager
FilConn
Sept
2019

6. Page 6
Professional Experience
Electronic Manufacturing Services/Technology Industry (25 years)
General Manager/SVP of Aerospace Operations - Aerospace
❑ Responsible for the strategic direction and execution of the
Aerospace Operations unit
❑ Led and developed the strategic direction of the Aerospace
Program Management, Quality Assurance Team (AS9100D,
Business Development, Operations/Logistics including Inventory
Management and Engineering
Director of Program Management
$120M Aerospace Division – 3 facilities
❑ Managed 13 Program Management Professionals
Senior Program Manager
❑ Aerospace (Commercial/Military) including Medical and Industrial
❑ Six Sigma Green Belt Certified/Lean Experience
Business Development/National Accounts Manager
❑ Services
❑ Reseller Channel/Defense Industry
❑ Managed 8 sales professionals

7. Page 7
Professional Experience
Senior Marketing Manager – Networking Category
(Products/Services)
❑ $25M Product Line
❑ Technical Support/Product Development
✓Connectors
✓Cable Assemblies
✓Testers/Tools
✓Server Cabinets
❑ Network Installation Services
Financial Industry – Network Operations (9 years)
❑ Help Desk Manager – Team of 23 Technical Analysts (3 shifts)
❑ Technical Network Analyst

8. Page 8
Strategic Initiatives
Role: General Manager/SVP of Aerospace Operations
Strategic Initiative:
❑ Implemented a Program Management and Quality Organization – Best
Practices
Results:
❑ Developed, staffed, and implemented a Program Management
organization driven by AS9100D requirements to support the
Aerospace Industry – Commercial/Military
❑ Led and developed the strategic direction of the Aerospace Program
Management, Quality Assurance Team (AS9100D, Business
Development, Operations/Logistics including Inventory Management
and Engineering
❑ Developed, staffed, and implemented best practices regarding
inventory management and operational excellence related to product
and workflow.
❖ Improve inventory accuracy by 15% and Inventory Turns by 6%
❑ Implemented a Sales, Inventory, and Operations Planning (SIOP) best
practices across the organization.

9. Page 9
Strategic Initiatives
Role: SVP of Aerospace Operations/Vice-President of Aerospace
Programs
Strategic Initiative:
❑ Engaged new/existing customers
Results:
❑ 30% growth year over year (Revenue/Profit)
❑ Captured 4 new Multi-Year Agreements Valued at $18M
Role: Director of Program Management - $120M Aerospace Division
Strategic Initiative - Developed, championed, and implemented a New
Product Introduction (NPI) Phase Gate process
Results:
❑ Trained, Internalized, and Implemented NPI process across 3
Aerospace Facilities
❖ Decreased Lead-Times of new products by 20%
❖ Increased First Pass-Yields (FPY) by 10% due to gate process

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10
Strategic Initiatives
Role: Director of Program Management
Strategic Initiative – Consolidate ERP/MRP business systems across 3
facilities – Integrate into 1 system
Results:
❑ Identified best practices and implemented a ERP/MRP system across
the Enterprise.
❑ Championed the implementation team and tracked the conversion
process including trouble-shooting, training and post-implementation.
Strategic Initiative – Identify and implement an RFQ/Bid Process across
3 Aerospace facilities
Results:
❑ Worked with the Bid & Proposal Team to implement a home grown
system to enable analysts to price the Bill of Material and standard
labor rates to support RFQ Process.
❑ Reduced turn-around time on RFQ’s by 15%

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11
Strategic Initiatives
Role: Senior Program Manager - Aerospace (Commercial/Military)
including MRO, Medical, Industrial
Strategic Initiative – Process improvement related to RMA-Turnaround
Time
Results:
❑ Implemented and Champion a process improvement program driven
by 6 Sigma Green Belt methodology.
❑ Reduced Turn-Around Time from 21 Days to < 3 Days
Strategic Initiative – Drove the implementation and achievement of
ISO13485 certification.
Results:
❑ Won and executed 2 contracts with major medical equipment
providers
✓ Bausch & Lomb – Cataract Surgery Equipment - $8M First Year
✓ Welch Allyn – Medical Diagnostic Equipment - $1.5M First Year

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12
Professional Experience
Unique combination of Executive Level Operations, General
Management, Business Development/Financial, Quality
Management System (ISO9001/AS9100D/ISO13485), Program
Management, Marketing, and Technical Skills
❑ Manufacturing Environments – Aerospace
(Commercial/Military) including MRO, Medical, and Industrial
Markets - OEM and Contract Manufacturing –– Complex
Wiring Harnesses (WHAs), Printed Circuit Boards/Higher Level
Assemblies/Cabinets/Test Benches/Ground Support
Equipment
❑ Technology Provider – Product Management (B2B/Defense
Contractor Markets), (Reseller Channel – SMB, Public Sector)

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13
Professional Experience
Develop and implement strategies resulting in exceeding
revenue, profitability, OTD, quality, and inventory management
goals.
Developed business processes to improve new product
introductions and program kick off within the facility
❑ Developed and Implemented operational processes resulting
in 30%+ operational efficiencies
❑ Championed the Sales, Inventory, and Operations Planning
(SIOP) process, resulting in a composite On-Time Delivery
metrics of 99%+.
❑ SME for Medical Segment – ISO 13485
Provided technical direction to writers and graphic designers
regarding product presentation
❑ Website and Catalog presentations/Marketing
collateral/whitepapers/product specifications

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14
Business Philosophy
Financial Responsibility
❑ What are the cost drivers
❑ How is the organization impacted
❑ How is the customer/company impacted
❑ Good news – fast…. Bad news – faster
❑ Responsible to our organization, team members, and customers
Challenges
❑ Identify the constraints and then discuss how they can be
overcome
❑ Involve the “experts” and utilize the team’s skills
❑ Identify the short-term and long-term solutions
❑ Before making a decision, think of the impact
❑ Implement the solution
Honesty, integrity, hard work, and teamwork
❑ Dependable
❑ Exceptional communication and people skills – Influencer
❑ Solutions Focused
❑ Project Closer

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15
Management/Operations/Objectives Philosophy
Management
❑ Create realistic and achievable goals and then communicate to
the team – Empower the Team!
❑ Anticipate the customer’s needs
❑ Educate the team on the customer’s business, so they
understand the impact of their decisions
❑ Listen….Respect….Mentor….Grow….
Operations Excellence
❑ Create the vision
❑ What are the opportunities
❑ What are the challenges
❑ Establish a communication plan
Objectives
❑State a clear objective
❑Must be measurable
❑Involve the team
❑Add value to the process