I started my career at Boeing where I worked on complex space systems including the mechanisms for deploying upper stages and satellites from the payload bay of the Space Shuttle (IUS ASE) and large-scale qualification and acceptance testing. There I learned the engineering and team approaches needed to succeed when doing something big. While at Boeing, I transitioned into research where I had a leadership role in large-scale, industry-wide, collaborative projects, including the Composites Affordability Initiative.

I left Boeing to pursue a path as an independent consultant, providing research Program Management for the Air Force and NASA. My consulting addressed the details of teamwork, communication, coaching, collaborative decision-making. At the same time, I provided essential evangelism for new structures technology and led multiple Integrated System Health Management workshops and studies. During this period, I began to develop my philosophy about technology as a paradigm-shifting field, the power of which lies not in the "what," but in the "how" and "why" of design. 

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Returning to industry as the Senior Researcher and Head of a nascent R&D organization at a world class aerospace parts manufacturer, I developed the physical research facilities while applying my big-picture philosophy to the manufacture of airplane parts. This approach led to a revolutionary patent (US US10605388B2) and an attitude of transformation that still informs the work I pursue. Heeding the call of space again, I joined Tethers Unlimited as a Business Unit Manager heading government In-Space Assembly and Manufacturing programs including robotic assembly, in-space metal recycling, and in-space assembly efforts.

After Tethers, I joined Altius Space Machines (now part of Voyager) as the Director of Programs leading the preparation for 3x growth required should their HLS commitments be realized. When those failed to materialize due to outside circumstances, I brought needed program management discipline and tools to bear on their existing contracts. This minimized the impact of the contract misses and extended the company's runway. From there I joined ThinkOrbital as their Vice President of Product Development and ultimately serving as Chief Engineering Officer following a stint as CTO. My role entailed developing and implementing the technical vision for the company, reinforcing the strategic vision and leading/coaching the team through successful proposals and execution on existing work. An example of the synergy between technical work and company identity was the successful proposal for the CCSC-2 Space Act Agreement allowing ThinkOrbital to tap into NASA expertise to develop the suite of technologies required to enable large scale welded space structures

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Now I'm back in the consulting business model, and am excited to be an individual contributor and coach once again. In the industry today, many people are trying to stake a claim to the "new space" economy -- but they all face the same issues. I learned long ago that collaboration and sharing are key to progress, rather than many people chasing the same answers independently. I strive to bring that multi-generational, cross-platform, community mentality to space development, because there's still so much to be done -- together.