This document is a resume for James M. Heverin III. It summarizes his experience as an operations executive with over 20 years of experience leading manufacturing operations, process improvement initiatives, program management, and turnaround efforts. He has held executive leadership roles at companies such as Northrop Grumman, Remotec, and StoneCalibre/Data911, where he improved financial performance, increased sales and profitability, and brought organizations out of troubled situations. The resume highlights his accomplishments in strategic planning, process improvement, program development, budget management, and mentoring teams.

1. JAMES M. HEVERI N III
162 Intracoastal Drive Madison, | Alabama 35758
256.617.1492 | Thunder6jmh@gmail.com
Operations Executive
Accomplished, multi-disciplined executive leader with a powerful blend of P&L Management, Manufacturing Operations,
Lean/Six Sigma, Program and Project Management, Quality, Organizational Branding, and Procurement/Sourcing skills.
Achieved noteworthy successes in turn-around situations in Private Equity, Defense and Manufacturing organizations.
Recognized for his ability to create strategic plans and manage processes which meet or exceed business and customer
needs, while creating positive and productive organizational environments. Detailed and persuasive, able to resolve
operational issues quickly and effectively in challenging and unforeseen circumstances. Proven change agent, effectively
gaining buy-in for strategies and creating highly functional teams that increase market-share, and net profit.
 Strategic Planning
 Executive Leadership
 Process Improvement
 Program Development
 P&L and Budget Management
 LifecycleManagement
 ManufacturingOperations
 Team Mentoring & Retention
 Supplier/Vendor Management
 Customer Service & Satisfaction
 Product Development
 Distributor Development
 Cost Reduction/Efficiency
 Inventory Planning/Control
 Performance Management
“Jim is a leader in the truest sense of the word and has consistently delivered in operations, sales, profit & growth. He has
a unique blend of people, operational and financial skills. He knows how to get results and bring out the best in others.”
Phil Coker, Business Unit Director, Northrup Grumman
Secured a 5 year, $25Mcontract after working closely with a “non-responsive”DoD/Army customer, identifyingneeds and
requirements, illustrating in-house capabilities and creatively developing a proposal to justify a new contract.
Recruited to be the President of, and successfully turned-around, a failing robotics manufacturing company, realigning
operations,improvingengineeringservices,creatinga cultureof quality and accountability,and vastly improvingemployee
satisfaction. In 16 months increased sales 50%, increased acquisitions $20M, saved $5M in operating costs.
Secured a multi-year, $30M service and support contract after developing a new system to detect/identify undetonated
munitions. This system is now scheduled to be the lead system for Army demilitarization operations worldwide.
Directed an incredible five year period of growth and profitability for my Business Unit adding three facilities and 500
employees, increasing annual sales from $40M to $300M, increasing acquisitions 300% and margin 200%.
“Jim's abilities were best demonstrated as a critical business leader. On virtually no notice, I asked him to take on an
assignment to turn-around a struggling business---to stabilize the plant, run the operation, make it profitable, and set it on
a course for future growth. In 16 months he accomplished that miracle”
Joe Taylor, Vice President, Northrup Grumman
STONECALIBRE / DATA911 (PRIVATE EQUITY) | ALAMEDA, CA 2016 - PRESENT
President & General Manager – Directly recruited and hired by CEO, BMS, a StoneCalibre company
Recruited to execute a short term turn-around program, increasing productivity and margin while cutting costs, as well as preparing Data911 for
assimilation/integration into the anchor company, Broadcast Microwave Services (BMS)
 After routinely missing sales and revenue targets, led Data911 to become a stronger, more focused company with
greater operational discipline, more predictable sales/margin numbers, while meeting all revenue and margin goals.
 Implemented transformational costreductions in inventory,production & overhead areas saving over $3M annually.
 Reinforced manager and leader roles and responsibilities; changed the culture and mindset of the company.
 Increased weekly and monthly revenue 36.9%; achieved a 31.5% increase in annual EBITDA.
 Focused on creating a disciplined production management team, to guide and oversee the execution of production
workflow, sales and invoicing; developed strong relationships with customers, suppliers and potential partners.
 Executed a 100% review/update of all Engineering BOMs; established specific product development priorities to
refocus company development efforts; currently developing/fielding3 new systems with multi-million dollar potential.
 Planned/executed the physical integration of the production & material areas into BMS, with savings of $5Mannually.
SELECTED CAREER HIGHLIGHTS
PROFESSIONAL EXPERIENCE
AREAS OF EXPERTISE

2. JamesM. Heverin III | 256-617-1492 | Thunder6jmh@gmail.com | page two
THE HEARTSPUR GROUP | HUNTSVILLE, AL 2015 – 2016
Senior Consultant / Director of Operations and Production
Senior Consultantfor asmall, privatelyowned consultancyspecializinginDepartmentofDefense, Homeland Security,State andLocalgovernment,
industry issues and contracts.
 Provided expert analysis and historical background, developed courses of action and decision criteria and made
detailed recommendations for a broad spectrum of agencies, organizations, industries and functions, focusing on
operations and manufacturing related areas ranging from $1M to $100M in annual sales.
NORTHROP GRUMMAN | HUNTSVILLE, AL 2014 – 2015
Executive Leader / Director-Robotics, Production and Development
Senior Executive, directing programs, production efforts and development initiatives for DoD, State, Local and International contract efforts.
 Successfully developed new customers and markets, and creatively incorporated new tasks and requirements to
increase production workflow and business generation; added $15M in new robotics and production contracts.
 Introduced new products, proposed upgrades to existing systems and worked directly with customers to understand
their needs and provide them with satisfactory, affordable solutions .
REMOTEC, NORTHROP GRUMMAN | CLINTON, TN 2013 – 2014
Chief Executive Officer / Director
Selected to assume control and turnaround efforts of a “troubled”, 100-employee robotics manufacturing company, Remotec.
 Completed an exceptionally successful 16 month turn-around (rebuilding / rebranding) of Remotec in many critical
areas including financials, contracts, operational processes/procedures, materials, organizational climate / working
environment, export compliance and market-share growth; reduced annual operating costs by $5M.
 Remotec is now fully solvent,solidly led,workingwith a common vision and well -practiced procedures and meeting or
exceeding all financial and growth milestones; increased annual sales by 50% and acquisitions by $20M.
NORTHROP GRUMMAN | HUNTSVILLE, AL 2008 – 2013
Executive Manager / Director-Systems, Weapons and Development Programs
Full P&L oversight ofmanufacturing operations, engineering, supply chain management, Environmental / Health / Safety (EHS), quality assurance,
testing, acquisitions, sales, and HR, while ensuring customer satisfaction.
 Oversawand directly managed multipleProgram Managers / ProgramTeams in the successful execution of a number
of small, medium and large scale manufacturing programs and development efforts.
 Responsiblefor the overall success of programs and contractefforts, and was designated as a Program Review
Authority for this purpose. Programs included:
Contract Efforts
 Non-Intrusive Threat Detection Sys: ($30M)
 FMS: Egypt ($45M); UAE: ($10M)
 Paladin Howitzer Upgrade: ($22M)
 Kitting Operations-FBCB2 / MRAP: ($120M)
 CANES Production: ($150M)
Development Efforts
 CaMEL: ($800K)
 Unmanned Wingman: ($300K)
 Fuel Cell: ($200K)
 Bio Battery: ($300K)
 SADIE: ($500K)
NORTHROP GRUMMAN | HUNTSVILLE, AL 2005 – 2007
Senior Manager / Business Development / Capture / Operations Manager
Rotated through a number of critical developmental assignments in order to gain experience and be prepared for promotion to positions of
increased authority and responsibility.
 Reworked and improved internal business development procedures, successfully executed the responsibilities of
Capture Manager for a number of opportunities to include MRAP and Mounted Battle Command On-The-Move.
 Secured facilities upgrades and expansion, ultimately gaining approval for the acquisition of an additional $8M
production facility in Madison, AL and responsibility for a $10M robotics plant in Clinton, TN.
TRADOC STSTEM MANAGER, ROCKET AND MISSILE SYSTEMS | FORT SILL, OK 2002 – 2005
Army System Manager, Program Management
 Directed overall operation and management of the US Army’s tactical rocket and missile systems totaling $18.5B,
including requirements development, hardware and software development, training support and implementation,
definition of overall system architectures, development of integrated logistics support plans, operational testing and
fielding of launch platforms, munitions and associated equipment.
 Worked with senior military and political representatives resultingin critical programapprovalsand beneficial funding
decisions; served as the Chairman of an five nation, international military group.
PROFESSIONAL EXPERIENCE - Continued

3. JamesM. Heverin III | 256-617-1492 | Thunder6jmh@gmail.com | page three
ARMY INITIATIVES GROUP, DCSOPS, ARMY STAFF| PENTAGON 2000 – 2001
Operations Officer, Operations Staff
 Principal planner, strategist and staff advisor to the Army’s Operations Executive, preparing detailed concepts,
estimates and plans for a wide variety of Army operational plans and contingencies.
 Conducted analysis and provided recommendations on a number of force structure and budgetary topics that helped
shape Army/Joint Force/DoD perspectives, positions and decisions.
DCSOPS-ARMY STAFF | PENTAGON 1999 – 2000
Field Artillery Cannon System Integrator, Program Management
 Managed the research and development, formal system development, procurement, fielding and life cycle system
management across theArmy for three major new weapon programs and numerous minor programs valued in excess
of $23B.
 Directly responsible for all Army legacy and developmental cannon artillery systems and progra ms.
ARTILLERY BATTALION COMMANDER, 1ST ARMORED DIVISION| BAUMHOLDER, GERMANY 1997 – 1999
Chief Executive Officer
 Oversaw the training,maintenance, morale / welfare, and managed operations of five artillery batteries totalingover
700 personnel, $103M worth of equipment and facilities, and an annual operating budget of $10.5M.
 Integrated a new information technology processingsystem and three major hardware systems into unit operations,
including development and employment of all required training, mai ntenance and logistic products/systems.
Bachelor of Science, Engineering, United States Military Academy,West Point,NY
Master of Science, National Resource Strategy / Manufacturing, Industrial Collegeof the Armed Forces, Washington,DC
Graduate, Six Sigma Certification Program, San Diego, CA
Graduate, Combat Development Executive Course, Fort Belvoir,VA
Graduate, Army Force Management Course, Fort Belvoir,VA
Graduate, US Army Command and General Staff College, Fort Leavenworth, KS
Secret Security Clearance, Current.
Top Secret Security Clearance, Inactive
EDUCATION & CERTIFICATIONS
PROFESSIONAL EXPERIENCE - Continued