David F. Mitchell is a senior executive with extensive experience leading aerospace and defense companies. He has a proven track record of improving operational efficiency, reducing costs, and increasing profits and growth. Mitchell has expertise in strategic planning, business development, operations improvement, and global market expansion.

1. David F. Mitchell
Senior Executive
Aerospace, Defense & Government Services
Logistics, Sustainment, Manufacturing and MRO

2. Hello, I’m David Mitchell Global Operating and Senior Management Executive with a successful record
improving sales and profit performance. A proven leader with an ability to quickly identify
key problem areas impacting performance and develop winning strategies to eliminate
waste, improve operational efficiency, reduce cost and increase profits. Strong strategic
planning, business development, and organization alignment skills driving growth and
accountability.
Core Competencies Results
Visioning & Strategic/Operational Planning Grew international sales 5x in one year
Reorganization and Turnaround Achieved 120% year over year growth
Operations and Process Improvement Won $1B & $750M long-term contracts
Cost Reduction & Profit Optimization Realized four year CAGRs of 50% and 35%,
Global Market Penetration & Pricing Strategies respectively, in two diverse business segments
Forecasting & Budgeting Translated internal capabilities into a +$100M
Joint Ventures & Strategic Business Partnerships external business
Bidding/Negotiating Large Government Contracts Malcolm Baldrige National Quality Award
M&A & Business Integration
Personal Leadership Attributes
 Lead from the front. Be visible. Communicate. Take responsibility for the success or failure of your team. Never
ask anyone to go where you wouldn’t go. Then give them everything they need to succeed.
 If it ain’t broke – fix it anyway. Someone is always breathing down your neck and technology is changing the way
we do business faster than most of us can keep up. Even if you’re best-in-class, you’d better be improving or you’ll
soon be overtaken.
 Know your customers. Have you ever been told by your management team how much your customers love you
just before you lost a major contract or account? I’ll bet you have.
 Know yourself. Do you really know your competitive advantage and are you leveraging it to grow your business?
 Engage your employees. These folks are much closer to the fire than you will ever be and they possess a great
diversity of opinions, ideas, and capabilities.
 Get lean. Lean manufacturing principles and techniques work in all industries. Apply them to your support
functions and back office activities as well as your production and operations functions.
 Treat EVERYONE with dignity and respect.

3. DRS Technologies Saudi Arabia
Managing Director
Recruited to lead the start-up of an international joint venture company created to
provide program management services, operations, maintenance, training and
technical services related to aviation, communications, and surveillance and security
systems in the Kingdom of Saudi Arabia.
• Qualified a $1.6B new business pipeline from a $4.2B addressable market.
• Developed a five-year Integrated Strategy and Business Plan to achieve a 269%
ROI.
• Introduced the business to key commercial and government customers and
established strategic partnerships within the Kingdom of Saudi Arabia while
serving as primary liaison between the company, key Saudi government agencies
and various business organizations within the KSA.
• Planned, organized and led multi-national board meetings on three continents.

4. McLane Advanced Technologies
Chief Executive Officer
Engaged to turn-around a privately held
government and commercial logistics and
information technology services company
experiencing operational performance
issues and declining sales and profits.
 Created a $300M+ new business pipeline, captured
$60+M new business in first year and eliminated
$9M annualized indirect cost.
 Solidified Microsoft partnership and successfully
rolled-out a new supply chain management solution
embedded within the Microsoft Dynamics AX ERP
suite.
 Installed new leadership, implemented a customer-
focused organization and developed new
processes resulting in ISO 9001-2000 certification.
CMMI Level 3 rating.
Movement Tracking
System (MTS)
Tactically Unlimited Configurability (TUC)
(Click here in Slideshow mode to view TUC video)

5. MTC Technologies, Inc.
Executive VP Modernization & Sustainment Group
 Consolidated and integrated three acquired small businesses – Onboard Software, Inc., Manufacturing Technologies,
Inc., & Aerospace Integration Corporation – with a legacy engineering and technical services business to form a single
integrated modernization and sustainment group providing a full spectrum of sustainment solutions including:
 OFP Development and upgrade
 Obsolescence redesign and F3I
 DMSMS Management & Solutions
 Product design, development and upgrade
 Electronic and Metal Manufacturing
 Systems Integration and Technology Insertion
 Fixed and Rotary Wing Aircraft Modification
 Generated >$5M in annual overhead savings, increased margins 22%,
achieved 17% growth in critical markets, captured $1B sustainment contract.
 Using IR&D resources, developed software and hardware for an F-16 Commercial Fire Control Computer leading to a
follow-on production contract for 300 aircraft plus spares.
F-16 Commercial Fire F-15 Air Navigation F-15 Flat Panel Control Carry-on Situation C-130 Hatch
Control Computer (CFCC) Multiple Indicator (ANMI) Indicator (FPCI) Awareness System (COSAS) Mounted Antenna

6. Lockheed Martin Aircraft & Logistics Centers
VP/GM Aircraft Sustainment, VP/GM Contractor Logistics Support
•C-130 / C-130J
Modifications, PDM,
SMP 515, CLS
•F-22 ICS • USAF, USN, USCG,
•Tyndall AFB Aircraft
Pakistan, Romania,
Maintenance & JEIM France, Portugal, Saudi
Arabia, Philippines
•Certified Parts & Repairs
•Gulfstream – 550
Special Electronic
•C- 9 DLM
Mission Aircraft
(SEMA) for IAF
•P-3 PDM
•P-3 SMIP •C-5 AMP Kitting &
•P-3 AIP Installation
Air Force Integrated •USN, Pakistan, •C-5 Spares & Repairs
Prime Vendor Netherlands
•F-16 CLS/ICS
•L-1011 & Jetstar • Italy, UAE, OMAN
Post Production •F-16 OBOGS
Support •F-16 Spares & Repairs
 120% year over year growth in technical services business, 5x increase in international spares/repairs, 60% year over year
increase in EBIT, and three year CAGR >50% for supply chains services.
 Restructured organization and consolidated resources to eliminate over $9.5 Million in overhead expenses. Installed new
leadership and implemented lean process flows to achieve a 40% reduction in P-3 PDM/SMIP/AIP cycle time and cost.
 Expanded business base to win domestic and international aircraft maintenance, modification and logistics support
contracts yielding over 30% ROS.

7. Defense Support Services, LLC
Founding Chairman
Who We Are
Defense Support Services LLC (DS2) is a Lockheed Martin and Day & Zimmermann
company. It was created to focus the resources of two of the industry's leading
suppliers in equipment and facility maintenance. With over 8,000 professionals
working within DS2 and its associated joint ventures, DS2 supports the Department of
Defense on five continents at over 100 locations.
What We Do
Our support services cover the entire spectrum of DoD's equipment and facilities. We
work on aircraft, ships, and vehicles. We maintain many of the weapon systems in
use today including:
Aircraft Platforms
F-22 F/A-18 F-16 F-15 F-4 C-5
C-130 A-10 AV-8B AH-64 MH-53
OH-58 UH-60 UH-1 CH-47
Ground Equipment Maintenance
Aircraft Ground Equipment (AGE) Military Wheeled Vehicles
Military Tracked Vehicles Commercial Vehicles
Ship Operations & Training DS2 Board & Tyndall Site Mgr
Barge Ferry Operations Off-Shore Petroleum Distribution
Military Sealift Command Missions Small Craft Maintenance
Underway Replenishment
Facility Maintenance
Training Facility Support Warehousing & Transportation
Power, Water, & Heat Motor Pool
Roads & Grounds Building Maintenance
Family Housing
DS2 directly supports a wide variety of combat and support units from the Army,
Navy, Air Force, Marines, and Coast Guard. This mission includes support at the unit,
intermediate and depot levels. Many of our teams are deployed with the unit. We also
directly support high visibility elements of the military such as the Army's Golden
Knights and the Air Force's Thunderbirds.

8. The Boeing Company
Director, KC-135 Life Cycle Customer Support
Director, KC-135 PDM
 P&L responsibility in excess of $300 million
annually.
 Led development and implementation of a
plan to convert KC-135 PDM from
Government Furnished Material (GFM) to
Contractor Furnished Material (CFM) adding
$65 million annually to KC-135 support
programs.
 Captured program to install Global Air
Traffic Management (GATM) modification to KC-135 PDM Line
400 aircraft.
 Increased throughput 300%, slashed
customer reported defects by 85%, and
reduced cycle time and cost by 43% in only
one year.
 Led contract restructuring initiatives that
resulted in $150 million increase in annual
revenue and $50 million improvement to
bottom line.
 Received 2002 Texas State Quality Award
and 2003 Malcolm Baldrige National Quality
Award.
David Mitchell, Center, escorts Boeing
Chairman Phil Condit on tour of KC-135 PDM Line

9. Barnes Aerospace, Barnes Group, Inc
GM Advanced Fabrications Division
 Implemented an ISO 9000 quality system and Enterprise Resource
Planning (ERP) system.
 Organized manufacturing into business units to improve management
accountability.
 Implemented a Lean Manufacturing philosophy using Kaizen, Kanban,
and Six Sigma tools.
 Converted a labor hour standard cost accounting system to a machine
hour system providing better visibility and more equitable distribution of
cost. Results included:
 Vastly improved delivery performance and achieved greater than 99% quality with major
customers.
 Increased order bookings by 24% the first year.
 Reduced net inventory 78%, cut direct labor costs 28% and material costs 16%, slashed
capital costs 40% and operating expenses by 23%. Cut manufacturing cycle time more
than 20%.
 Division performance profit increased 88% over two years.

10. Pemco Aeroplex, Inc
Group VP Government Services, VP Business Development
GM Fighter Aircraft Corrosion Control Facility
•P&L responsibility for the largest of three operating groups in
a $130 million company.
•Operational responsibility for a 1,200-employee, 1.75 million
Largest repair station
in North America square foot manufacturing facility. Largest 3 rd party repair
KC-135 PDM
station in North America
•Captured $33 million in contract claims. Achieved $12 million
in incremental annual revenue and $15 million bottom-line
improvement in one year. Helped secure $20 million
C-130 PDM
revolving credit facility.
•Increased revenue per direct employee by 20%. Turnaround
times and man-hours were reduced 28% and 30%,
respectively. C & D Checks
•Led the establishment of a team that designed and
subsequently converted UPS B-727 freighters to a quick-
change configuration. From design through certification the
Pax to Freighter and
project was completed in nine months. QC Conversions

11. United State Air Force
Worldwide Assignments – Aircraft Maintenance, Fighter Pilot
 Worldwide assignments in aircraft
maintenance, operations and training
 Decorated combat veteran
 Military awards and decorations
 Meritorious Service Medal x 3, Air Medal x 3,
Air Force Commendation Medal x 2, Aerial
Achievement Medal x 3, Combat Readiness
Medal x 2, Kuwait Liberation Medal, Southwest
Asia Campaign Medal x 2
Introducing my son to an old
 Air Force Outstanding Unit Award x 2
friend - F4-D 66-463.  Other awards and recognition
 Best OMS in SAC x 2, Robins AFB Company
Grade Officer of the Quarter, Undergraduate
Pilot Training Military Training Award, 9 th Air
Force Aircrew of Distinction, Tactical Air
Command Superior Achievement in Aircrew
Safety Award, Top Graduate/Distinguished
Graduate Pilot Instructor Training, Torchlight
’88 Team Captain

12. Recommendations
 “I can think of nobody better than David  “David's leadership of the group and
Mitchell to lead an organization through a changes that he directed through this
transition to excellence in lean, whether the restructuring resulted in significant savings
organization needs a turnaround or needs of up to $5M in overhead... engineering
to build a upon a strong foundation to services grew over 12% in 2008... one of
become even more competitive.” Jon Miller, the wholly owned subsidiaries demonstrated
CEO, Gemba Research over 17% growth for 2008.” Bob Shuey,
SVP, MTC Technologies
 “…(David) became immediately effective in
improving the on-time delivery and quality  “David effectively consolidated the business
performance of the program by performing supply support services, made
implementing Lean manufacturing organizational and leadership changes to
processes in a depot maintenance improve performance, and effectively
environment… I strongly recommend David positioned the business to win a new ten
for any role which requires an in-depth year, $750M supply support contract with
knowledge of production, support or DLA defeating a well performing incumbent
business development.” Glenn Hess, CEO, contractor.” Tom Goudreau, Director
Northstar Aerospace International Sustainment, Lockheed Martin
 “David's strategic approach to the Aircraft  “David would be a great asset to any
Sustainment business led to a consolidation company that has a strong desire to
that reduced operating costs while optimize their operations and to develop
leveraging the strengths of each operating future leaders in their organization to their
unit.” Walt Sirmans, VP Programs, GKN full potential.” Mike Hanna, Director
North America Experimental Flight Test, Hawker
Beechcraft