Tucson, Arizona, United States
You're winning aerospace and defense contracts faster than your organization can handle them, and the weight of the expectations are keeping you up at night. It should feel like success, but it feels like chaos. Deadlines slipping and budget overruns with no clear cause. Your best people pulled in five directions at once, putting out fires instead of delivering and somewhere in the middle of all of it, nobody can tell you what to actually focus on to stop the bleeding. This is what growth looks like when your people systems haven't kept pace with your contracts, and in aerospace and defense, it doesn't stay manageable for long. The organizations I work with are technically excellent. They win on capability. But somewhere the informal systems that held everything together stop working. Decisions that used to take an hour now take a week. New hires take months to become productive. Key knowledge lives in one person's head and the leadership team, brilliant engineers and operators every one of them, is spending more time managing chaos than executing contracts. That's the gap I close. If any of this sounds familiar, we should talk: → Projects running over schedule with no clear owner or recovery plan → Spend creeping up with no obvious explanation → People stretched across too many priorities to make real progress on any of them → No clear org structure to support where you're actually going → Training and development that feels like a luxury you can't afford right now What makes this different: Most organizational consultants come from HR. I came from the functions and programs. I managed contracts, ran EAC, led cross-functional teams, and sat in MRL reviews before I ever touched a talent strategy. Then I earned my master's in I/O Psychology and spent 15 years applying behavioral science to the exact pressure aerospace and defense organizations face under contract. I've reduced attrition from 28% to 3.4% at Raytheon, saving an estimated $140M annually. Cut time-to-productivity in half. Increased leadership competency 30% year over year. Built tools validated inside Fortune 500 defense contractors that are now available to the growing organizations that need them most. As both an operator and a psychologist, I see what others miss, the human systems gaps that are silently costing you schedule, budget, and talent. MS I/O Psychology (U of Chicago) | MBA | ICF ACC | Kirkpatrick Level 4 | Six Sigma Expert | Top Latino Leader 2022 📧 [email protected] | 🌐 stratamindtech.com | 📞 520-440-4050
StrataMind Technologies helps leaders in complex, high-stakes STEM environments, especially aerospace and defense. We turn leadership into real measurable results. Grounded in behavioral science and industrial-organizational psychology, we partner with organizations to elevate leadership performance, strengthen decision-making, and optimize team effectiveness where precision and accountability matter most. Our focus is simple: drive real business performance. That means improving how leaders lead, how teams execute, and how organizations deliver. This translates directly into bottom-line impact and measurable ROI. In environments where failure isn’t an option, leadership performance shouldn’t be either.
• Led enterprise learning and performance initiatives aligned to business priorities and workforce capability needs • Conducted performance diagnostics and root cause analysis across functions • Designed competency-based learning pathways and curriculum architecture • Developed blended learning programs (ILT, eLearning, experiential) • Defined performance metrics and used data to improve program outcomes • Managed end-to-end learning projects including scope, timeline, and risk • Led and coached teams of 3–25 learning professionals • Leveraged LMS/LXP platforms and learning analytics
- Leads functional team overseeing talent lifecycle (staffing, onboarding, learning, talent acceleration, knowledge management). - Drives alignment towards common competencies and proficiency understanding. - Serves as cross-business team lead for professional development initiatives. - Fosters collaboration across departments for holistic talent development. - Ensures strategic alignment of talent initiatives with organizational goals. - Facilitates talent movement within the organization.
- Oversaw bankruptcy department (50+ staff) ensuring compliance with state regulations and seamless collaboration with trustees/law firms. - Directed creditor cases within bankruptcy proceedings, maintaining strict adherence to state policies and legal guidelines. - Managed team responsible for navigating complex bankruptcy processes and procedures. - Ensured efficient workflow and effective communication between internal departments and external partners. - Implemented strategies to optimize departmental operations and enhance productivity. - Provided leadership and guidance to staff, fostering a culture of excellence and continuous improvement.