Quick Resume Search

Category

City: Include willing to relocate

Keywords

Search

Statistics

Resumes Online: 2165

Registered Job Seekers: 9197

Registered Employers: 2345

Current Jobs: 736

Registered User Sign In

Resume : 583148 Email to a colleague | Print

Business Development

A self-motivated and hard working individual with a wide range of experience in Aviation from Project Management, Engineering Maintenance Planning, Logistics, Operations Control, Network Planning and Airline Setup with a proven pedigree as shown with the set up of Tiger Airways Australia on time and under budget. Strong and effective planning, organisational and leadership skills, including managing and motivating others to achieve organisational goals and strict deadlines. Innovative problem so

Work Preferences

Desired Salary: 60,000 USD per month

Availability: 4 Weeks

Desired Job Type: Full Time

Can Travel for Work: A Lot

Highest Education Level: High School

Current Location: Singapore, Singapore

Willing to relocate?: Yes

Residency / Visa: I Require Sponsorship

Skills and Experience

Category		Yrs. Exp.	Until
Executive Appointments	General Manager	3	2008
Logistics / Transportation	Aviation	12	2008
	Fleet Management	4	2008
	Management	10	2008
	Operations	12	2008
	Planning	12	2008

Employment History

Job Title: Network Planning Manager

Industry: Transportation

07/2004 to Current

A high quality network decision-making and schedule optimisation is the cornerstone of Tiger Airways business. I was responsible for the commercial planning and scheduling of the route network, optimising network operational efficiency, crewing and crew pairing overview to ensure minimum crews thus reducing costs on the business where possible.

Ensuring commercial saleability, as well as all new route, business development and base commercial evaluations, IT systems used were the Navitaire: Geneva Operations Management Suite.

Accountabilities & responsibilities for the commercial and financial analysis of network performance included all new route and new base commercial evaluations, including face-to-face meetings with airports and Country Civil Aviation Authorities.
Assembled and used a wide range of market data, and building airport and network relationships in order to make the most informed decisions possible
Responsible for the weekly network update and the seasonal planning cycle, ensuring Tiger Airways meets its deadlines and agreeing all network planning parameters in respect of block times, turnarounds and crewing.
Responsible for managing through the production of the commercial schedule and liaison with airline management to relay the necessary schedule information and support to the customer services team.
Knowledge, experience and competencies of a background of scheduled airline network planning including full service airlines and now within the low cost airline environment.
Involved in recommending new routes, additional frequencies, capacity changes and more competitive timings. Also carries out large scale evaluations in partnership with colleagues from other areas of Strategy.
Represent the commercial side of the business when it comes to managing the many smaller adjustments which happen with short lead times. At the same time heavily involved in evaluating and implementing the network component of our relationships with our franchise partners. Which produced an effective communicator and able to develop effective relationships internally and externally.
Due to my background in aviation, I was seconded to Tiger Airways Australia – Melbourne, during part of 2007 to be part of the team in gaining the AOC (Air Operators Certificate) from the Civil Aviation Safety Authority of Australia. Tasked with the setting up of the Operations Department and the roles associated with it.
Seconded to Tiger Airways Logistics Control Centre (Operations and crewing). To bring the function in-house at Tiger Airways as the role was previously controlled by a third party. To ensure the smooth control and highlight any issues and ensure rectification actions. On going dealings with the CAAS Civil Aviation Authority of Singapore to ensure all regulatory requirements where in place.

Job Title: China Project Manager

Industry: Aerospace

01/2006 to 07/2006

The China Project Manager for SPS Aerostructures who steers SPS China’s manufacture of Parts in a way that is best for the business by control and organisation of manufacturing ensuring that SPS China meets and exceeds its sales quota of $1 Million per quarter.
The dedicated single point of contact for SPS China, which will include communication, liaising with the ability of dealing with a variety of user levels, which involved being able to listen to and have an open dialogue with everyone within the organisation, from administrative staff to senior management to the CEO to Customers and suppliers with the added experience and now how of conflict resolution and first class negotiating skills.
To Provide SPS China with purchase order cover, Raw material, and AGS requirements to enable SPS China to manufacture required items to satisfy the quarterly sales targets including allowing sufficient time for manufacture of and the shipment of parts to SPS Aerostructures to meet all customer requirements and deadlines.
The management of risk by continuous evaluation of performance, including the control of the action plans risk register and the evaluation of engineering practices.
To Project mange a formidable record of extensive manufacturing experience ranging from production of precision machined components, sheet metal fabrications to avionics assemblies. These items are for incorporation into all types of aircraft including commercial airliners, military jets, helicopters and satellites as well as the manufacture of components for rolling stock interior systems. Ensuring SPS China fabrication Factory operates to full potential using its latest flow-line manufacturing techniques by providing automation throughout the manufacturing process. Using the latest CNC equipment.
To prepare annual marketing budget, develop a product strategic plan in line with market segmentation and the company strategy and look at continues improvement to the role, department and company and the incorporation of improvements.
The Monitor of progress to programme using work breakdown structures, the Monitoring of man-hours and all costs to budget. The Reporting of progress and any variances to forecast. All other Day to day project administration including co-ordinating of meetings and progress chasing.

Job Title: Project Maintenance Reliability Analysis/Improvement Engineer

Industry: Aerospace

03/2005 to 12/2005

To provide Airbus management and external customers with a performance measurement tool for Aircraft type, Maintenance organisations, Components and suppliers using key performance indicators (KPI) and the presentation to airbus management and customers of relevant information using Microsoft Power Point.
The implementation and analysis of a streamlined Reliability Control Program (RCP) within a maintenance and engineering organisation, using data collection, performance measurements, display data analysis and corrective actions, against Airbus recommendations.
Contributing to the correct functioning of aircraft systems and to schedule integrity. Validating the effectiveness of the maintenance program, reducing maintenance costs (provisioning, reliability improvement).
Detect deficiencies affecting aircraft operations, Detect low-performance (systems, components). Implement necessary improvements concerning, aircraft systems and components, maintenance program, training requirements.
Analysis and event reporting for the controlling and maintaining of aircraft, systems and components within acceptable levels of airworthiness, reliability and economics.
The inspection of Operational Interruptions by daily reports of malfunctions such as PIREPS or PDIS, MAREPS or MDIS and Cabin Complaints which have an impact directly to the schedule integrity. Operational Interruptions is composed of Delays, Cancellations, In-flight turn-backs, diversions and Aircraft substitutions, if a delay occurs,
The Identification of root causes for each main contributor Intrinsic system/component reliability, Quality (shops, maintenance practices, vendors), Organisational changes (staff turnover, route changes), Changes in operation (network, transit times, utilization of aircraft), Spare shortage, Troubleshooting difficulties, training issues, Lack of manpower and Seasonal effect including the highlighting of recurring defects and the categorisation of the technical problem which has affected a certain aircraft (tail number) several times in a short time period.

Job Title: Business Manager

Industry: Aerospace

04/2004 to 02/2005

Business Manager for the Product Division which manufactures a range of ruggedised Flat Screen LCD Monitors for Video and VGA applications for aircraft & ground based systems. The division also provides advice, designs and conversion of aircraft cockpits for Night Vision Goggle (NVG) compatibility.
Able to handling multiple projects simultaneously such as the supply of a £1.2 Million aircraft Modification kits for the Ministry Of Defence, Royal Navy Sea King & a £107.000 supply of Night Vision Compatible monitors for L3 Communications, both were carried out with a disciplined and methodical approach and with the ability to define customer requirements and develop a project delivery definition from customer requirements.
Managed a real commitment to continuous improvement; and set programmes in place to ensure the structured development and progression of all other members within the department.
Evaluate and write up the proposals summarising the qualifications, project schedules and costs, and discuss the approach to the project. The recipient of all these proposals will then evaluate these, select the best candidate and draw up a contract.
Point of contact with the customers and suppliers which involved the on going communication relating to all aspects of the orders and projects, for example L3 Communications, the Ministry of Defence Lynx IPT and Rotary Wing Support. This also involved the building of a strong customer relationship and responsible for identifying opportunities for additional business within existing projects and exploiting these to generate follow-on work.
The management of controllable costs within projects and the building of proposal cost structure at the outset and agreeing the baseline. Then maintain the controllable costs within this baseline by the use of Man-hours and bought out service costs. The Identifying and the exploit of commercial opportunities. Strong program management and risk mitigation skills

Job Title: Project Engineer

Industry: Aerospace

09/2003 to 04/2004

Worked as a Consultant as part of a 7 Month contract, on a Ministry of Defence Modification Contract on 12 Lynx helicopters which is contracted out by AgustaWestland, which involved all aspects of Project management / Logistic control & Production Planning.
Monitor contract funding, Parts ordering / costs including Invoicing and managed the scope of work within a contract. Accountable for subcontract elements of programmes and proposals.
Liaised directly with Engineering over maintenance schedules, obtaining accurate serviceability estimates, documentation control & any possible delays to the programme and communicate them to the relevant areas and the use and issue of plans using Microsoft Project.
The management of risk by continuous evaluation of performance, including the control of the action plans risk register and the evaluation of engineering practices.
Carried out departmental & 3rd Party audits on behalf of the Quality Manager.
Liaised with 3rd party companies that provided parts, to ensure those strict schedules were kept for the delivery of parts.

Job Title: Pre-Operations Control Manager

Industry: Transportation

06/2000 to 09/2003

Managed the forward planning of the operational schedule for the airline’s fleet throughout the world, plus charter flights (planning from 2 to 10 days prior to the day of the flight).
Ensured that all 370 flights could be covered by the airline’s fleet, which included checking maintenance schedules, flight slots, aircraft turnaround times and crew / plane logistics (re-positioning aircraft and personnel world-wide – if necessary).
Co-ordinated all changes to the operational schedule from other departments within the company, including operational, logistical, personnel and maintenance changes.
Liaised with/briefed all departments within the airline, including Reservations, Revenue Management, Crewing, Network Scheduling, Engineering and outstation personnel at the airports (own personnel and 3rd party handling agents).
Recommended acceptance or rejection of the change proposals based upon safety limitations, time constraints and commercial considerations.
Liaised directly with Engineering over maintenance schedules, obtaining accurate serviceability estimates and minimising non-critical operational defect levels.

Job Title: Maintenance Planning Co-ordinator

Industry: Transportation

06/1996 to 06/2000

Working as part of the Maintenance Control Centre, controlled and planned all scheduled line maintenance, logistic requirements and component changes for the airline’s fleet of aircraft.
Ensured that maintenance / airworthiness restrictions for all aircraft components were adhered to (a highly complex task, which ensures that specific safety checks are carried out on all 3000 operational components within set expiry dates).
Identified manpower, tooling and parts / spares requirements at each outstation and liaised with the engineers and Operations to ensure that maintenance schedules could be completed within tight deadlines.
Co-ordinated 3rd party maintenance, produced variance reports, monitored contract funding / costs and managed the scope of work within a contract.
Introduced new ideas that improved maintenance planning and reduced logistics and operations problems / issues during this period of rapid growth for the airline.

Qualifications

Completed	Institution	Degree / Qualification
1988	Comprehnsive School	GCSE

Work Related Training & Certification

Completed	Institution	Training / Certification
2000	Lufthansa Technical Training	Production Planning and Control
1997	Stork	Maintenance Steering Group 3 Introduction, Construction of Maintenance Schedules, Scheduling Syste
2007	Navitaire	Geneva Operations Management Suite
2006	Rolls Royce	Lean Manufacturing, background & introduction into the work place
2001	by UKOMA United Kingdom Operations Managers Association	Operations Officers Course

Shortlist