Bruce Bennett has over 30 years of experience in technical management, product development, data analytics, and process improvement. He has held leadership roles at Honeywell International, CorTech, GMAC RFC, and other organizations. Bennett is skilled in project management, statistical modeling, process assessments, organizational change management, and software engineering.

1. Bruce Bennett (602) 559-6306
Bruce Bennett, Cell (602) 559-6306; email: bibennett@cox.net Page 1 of 3
Profile
Technical Management / Product Development
o Comprehensive experience in R&D projects and new product development
processes from conceptualization through validation and verification with
responsibilities for requirements development and management, architectural &
detailed design, implementation, and various levels of testing.
o Skilled in the management of programs, projects, global cross-functional teams,
risk, and ambiguity.
o Proven abilities in both analysis and synthesis.
Data Analytics
o Proficient in developing predictive statistical process performance models using
both normal and non-normal data.
o Knowledgeable in extracting and analyzing reliable and useful information from
diverse data sets.
Product Development and Services Process Improvement
o Well-versed in the CMMI-DEV and CMMI-SVC models not just from an appraisal
standpoint, but from the standpoint of using the models as a basis to coach
projects, organizations, and services groups on ways to materially improve their
respective time-to-market, quality, and cost performances in practical ways.
Honeywell International (2015 - 2017)
Technical Lead: Statistical Models and Metrics
• Re-engineered a statistical process performance model using non-parametric
statistics to process data which turned out to be mostly non-normal. Introduced
the concept of uncertainty propagation into the analysis and interpretation of the
model's output.
• Developed a predictive statistical process performance model that minimizes
peer review cost while maintaining the desired quality.
• Wrote seven technical white papers providing guidance to the engineering
organization on how to gather, manage, and analyze process performance data.
• Developed strategic and some associated tactical plans for organizational
process improvement.
• Established product development metrics definitions & oversaw data collection.
• Coached and ultimately certified 4 engineers in Design For Six Sigma (DFSS).
• Participated as an appraiser in SCAMPIs (Standard CMMI Appraisal Method for
Process Improvement)
• Performed a CMMI-SVC assessment of a collection of related services groups
Experis - Manpower / CorTech (2011 - 2015)
Consultant to Honeywell
• Note: The Aero Process Maturity (APM) model is a process improvement model
for product development which is a subset of the CMMI-DEV. The subset was
chosen to retain the intent of the CMMI, but to reduce the effort to access
compliance. "-DEV" and "-SVC" indicate product development and services
models, respectively.
• Assessed 70+ product development projects using APM-DEV for Maturity Level 3
(ML3). Projects included development of mechanical, electrical, systems,
software, and electronic hardware products. Also performed org. assessments.
• Led the effort to develop a cost effective assessment methodology (APM-SVC)
and to execute the assessments. (APM-SVC is a derivative of the CMMI-SVC v
1.3 model, i.e. the CMMI model for Services.) Trained middle management on
the CMMI-SVC model. Trained services groups on the details of the CMMI-SVC.
• Coached 4 Centers of Excellence (COEs) to help them achieve APM-DEV, ML4.
• Evaluated tactical and strategic process improvement plans spanning a diverse
Areas of Expertise
• Data Analytics
• Product Development Using Global
Teams
• Program & Project Portfolio Mgt.
• Line Mgt. of Engineering Groups
• Mgt. of Product Development
Process Improvement
• Project Capability Assessment /
Project Rescue
• Mgt. of Organizational Change
• Real-time Systems &
Software Engineering
Industry
• Aerospace
• Defense: Air Force, Army, Navy
• Government: NASA
• Financial Services
Employers
• Honeywell International
(2015 - 2017)
• CorTech (2013 - 2015)
• Experis / Manpower
(2011 - 2013)
• Honeywell International, HTSI
(2005 - 2009)
• GMAC RFC (2004 - 2005)
• Manpower Professional
Services ( 2002 - 2003)
• Pareo, Inc. (2000 - 2001)
• Honeywell (1988 - 2000)
• Link Flight Simulation
(1986 - 1988)
Education
• M.B.A., Graduated with
distinction. Double major –
International Bus. Mgt. / Marketing
Mgt. - 4.0/4.0, Keller Graduate
School of Management, AZ
• Graduate Certificate in
Entrepreneurship, Keller Graduate
School of Management, AZ -
4.0/4.0
• Masters, Physics - 3.5/4.0
Kent State University, OH
• B.S., Physics
Kent State University, OH

2. Bruce Bennett (602) 559-6306
Bruce Bennett, Cell (602) 559-6306; email: bibennett@cox.net Page 2 of 3
engineering organization comprised of thousands of engineers and managers.
Consulted to ensure effective implementations of the plans.
• Performed lean baseline analysis on avionics product line development groups.
Recommendations were funded by Sr. management.
Honeywell International (2005 – 10/2009)
(Honeywell Technology Solutions, Inc.)
Engineering Manager II
• Managed 5 programs in which Field Service Engineers (FSEs) were dispersed
for long-term support at various locations in the US, Canada, & Middle East.
Recruited, screened, hired, trained, incentivized, and supported expatriate FSEs.
• Served as Business Capture Manager for 8 business opportunities. Won 5 of 6
programs that have been awarded (to date) and won the contracts’ renewals.
• Performed business analysis of 4 potential lines of business for the Technical
Services Group. Recommendations prevented entry into 2 unprofitable
ventures.
• Managed 5 line managers under the Test Evaluation and Maintenance (TEAM)
contract at the NASA, White Sands Test Facility (WSTF). Achieved highest
incentive fee score over the history of the 8-year contract.
• Performed research or wrote proposal sections for various proposals: NASA
Crew Exploration Vehicle (technical vol.), Crew Launch Vehicle (mgt. vol.),
Facility Operating Service Contract (mgt. vol.), and numerous field service
engineering proposals.
GMAC Residential Funding Corporation (2004 – 2005)
Sr. Project Manager for the Executive Business Office
• Developed practical process and tool set to initiate IT project portfolio
management activities. Scope encompassed management of 500 IT projects
having annual budget of $250 million. Enabled senior management to maximize
return on IT investment by optimizing project portfolio composition based on
trade-offs of:
 Multi-year budget and resource constraints;
 Appropriate mix of strategic, compliance, and cost of doing business
investments; Appropriate investment diversification by market;
 near term vs. long term benefits; Risk
Manpower Professional Services (2002 – 2003)
Technical Manager - Honeywell: Business, Regional, and General Aviation.
• Managed 70 software engineers in India and Russia and in-house staff of 5.
• Developed processes, tools, training, plans, and SOWs. Negotiated favorable
contracts. Successfully transferred required technologies to overseas partners.
• Established procedures, tools, and training to protect company intellectual
property transferred to overseas partners and to assure compliance with export
control laws.
• Met or exceeded quality, cost, and aggressive schedule objectives.
• Saved $7 million in labor costs as compared to performing the work in-house
(CONUS). Saved additional $1.5 million by developing innovative laborsaving
software verification tool.
• Saved an additional $2 million/yr with $95,000 investment by solving the
qualification issues of a key software tool.
• Created framework for establishing an effective Software Engineering Process
Group (SEPG) for 500-engineer organization.
Sr. IT Consultant – Pareo, Inc. (2000 – 2001)
Project Portfolio Mgr., Security / Privacy - Financial Services Company
Training
• Six Sigma Black Belt, Honeywell
• Lean, Honeywell
• CMMI-DEV v 1.3, CMMI Inst.
• CMMI-SVC v 1.3, CMMI Inst.
• Others
Certifications
• Project Management Professional
(PMP) 2006 – present
• Six Sigma Greenbelt Certification -
2006
• Six Sigma Black Belt Certification -
75% 2017
Software Tools
• Crystal Ball, Minitab
• ACT!, MS Project, Excel
• Word, MS PowerPoint, Access
• Win XP/Win 7/Win 10, others
• Visio Pro, X-Mind, others
• Acrobat Professional
• Adobe Photoshop CS4
• Programming Languages: C,
Intel Assembly, FORTRAN, Ada,
Python, Java
Awards
• Technical Award, Honeywell
International
• Superior Performance Award,
American Express
• Process Achievement Award,
Honeywell
• Meritorious Performance Award,
Boeing
• Cost Savings Awards, GE
Honors Societies
• Alpha Chi Honors Society
(business student honors)
• Sigma Pi Sigma Honors Society
(physics student honors)
Affiliations
• Project Management Institute
• CMMI Institute
• Institute of Electrical and
Electronics Engineers ( IEEE )
• International Who’s Who
Historical Society
Publications & References
• Available upon request

3. Bruce Bennett (602) 559-6306
Bruce Bennett, Cell (602) 559-6306; email: bibennett@cox.net Page 3 of 3
Public Key Infrastructure for Financial Applications. Managed teams of internal and
external experts addressing:
• Assessment of enterprise-wide security issues associated with the use of
cryptographic keys.
• Developed policies, procedures, and standards establishing security measures
for managing symmetric and asymmetric (X.509 and EMV) cryptographic keys
for use on Smart Cards.
• Established limits to legal liability in the use of said keys.
Consultant, Product Development – Medical Device Manufacturer
Won a consulting contract by analyzing client's end-to-end product development
processes to resolve product release issues.
Sr. Technical Staff – Honeywell International (1988 – 2000)
Technical Mgr., Avionics Development, Boeing 777 Airplane
800 engineers developed next-generation avionics hardware and software for this
commercial avionics program, writing well over 500,000 SLOC. Managed the
development of 3 subsystems and program-wide enabling technologies:
• 3 project teams developing avionics software. Teams exceeded quality and
schedule expectations and met budgetary target of $16 million.
• 8 cross-functional teams establishing requirements for the program’s world-class
system & software development and test environment.
• Established a COE for object-oriented methods applicable to real-time software.
• Training development & delivery: Best practices software engineering using Ada.
Sponsored and oversaw 3 mo. of training to the program's software engineers -
repeated 3 times by popular demand.
As a member of a small management team, developed, reviewed, & approved the
program’s software and hardware development processes. Received formal
commendation from Boeing.
Technical Project Mgr., Process for Product Development
Process improvement for development of safety-critical systems, software, and
hardware. This watershed effort continued to govern the work performed by 2200+
engineers and managers for a decade.
• Received Process Achievement Award for far-reaching results. Accomplished
with budget of $2 million what had been attempted over several years by others
without measurable success with expenditures exceeding $12 million.
• Moved the participating organizations to SEI CMM level 3 in 30 months. All
improvements were institutionalized. Exceeded all expectations.
• Responsible for 7 cross-functional teams of Sr. Engineers. Developed and
deployed management and technical processes to develop systems, software,
and hardware products and tools. Reduced the risk of projects failing to meet
their cost, quality, and schedule objectives. Increased projects' efficiencies.
• Established the division’s process architecture and process improvement
strategic plan. Identified leverage points and eliminated redundant efforts.
• Developed & performed formal software architecture assessment across the
division that identified weaknesses in approach to developing SW architectures.
Singer Link (1986 – 1988)
Technical Manager, Flight Simulation
Under contract to the Air Force, managed the development of a simulator software
subsystem, reducing the 24 man-year development effort by 30%, by creating a more
cost-effective software architecture. Managed 10 professionals.