Greater New Orleans Region
As an experienced flight department executive leader and international captain typed on the Bombardier Global 7500 and Gulfstream G650ER, I bring deep Part 91 and Part 135 expertise supporting ultra-high-net-worth principals and global enterprises in complex international operations. Whether flying or leading, my focus is on disciplined decision-making, accountability, and consistent performance across safety, service, and fiscal responsibility. Through a values-driven leadership approach, I have transformed teams, modernized flight departments, and positioned aviation as a disciplined business unit aligned with broader organizational priorities. I am known for elevating safety culture, strengthening standards, and bringing structure and clarity to complex environments. My leadership style is grounded in integrity, respect, and emotional intelligence. I believe strong teams are built through clarity, accountability, and trust, and that meaningful change happens when people are supported, challenged, and empowered to perform at their best. ๐๐๐๐๐๐ ๐๐๐๐๐๐๐๐๐พ๐ ๐ง๐๐ฝ๐ฒ ๐ฅ๐ฎ๐๐ถ๐ป๐ด๐: BBD7500: Recurrent 9/25 | G-650: Recurrent 8/24 | G-550 | G-V | G-450 | G-IV | G-280 | IA-Jet | HS-125 | G-1159 | CE-500 ๐๐น๐ถ๐ด๐ต๐ ๐๐ผ๐๐ฟ๐: Total Time: 9,950 | PIC: 6,450 | Turbine Jet: 8,700 | BBD 7500 Total: 300 | G650 Total: 750 ๐๐ฒ๐ฟ๐๐ถ๐ณ๐ถ๐ฐ๐ฎ๐๐ฒ๐: ATP-AMEL | CPL-ASEL | PPL-Rotorcraft | CFI | CFII | AGI | FAA First Class Medical | FCCROP | U.S. Passport ๐๐๐ ๐ผ๐พ๐พ๐๐๐๐๐๐๐๐๐๐๐๐ โข ๐๐ช๐ณ๐ฆ๐ค๐ต๐ฆ๐ฅ the post-acquisition integration of the Dow Corning Corporation flight department into Dow, partnering with Dow Chemical aviation leadership to unify two independent operations while supporting teams through change and maintaining continuity. โข ๐๐ฆ๐ญ๐ช๐ท๐ฆ๐ณ๐ฆ๐ฅ $1M in cost reduction at Dow Corning through acute evaluation of the corporate shuttle, reallocating resources to business priorities, and increasing aircraft availability for the executive team. โข ๐๐ฉ๐ข๐ฑ๐ฆ๐ฅ the National Business Aviation Association (NBAA) Leadership Conference into a lasting annual event, setting direction, navigating volunteer dynamics, and enabling strong attendance and financial performance through the Business Aviation Management Committee (BAMC). โข ๐๐ฆ๐ด๐ต๐ช๐ง๐ช๐ฆ๐ฅ before the Michigan House Transportation Committee on behalf of the Michigan Business Aviation Association (MBAA) in support of HB 4025, helping advance legislation redirecting aviation fuel sales tax revenue to Michiganโs State Aeronautics Fund benefiting general and business aviation.
๐๐ฐ๐ฎ๐ฃ๐ข๐ณ๐ฅ๐ช๐ฆ๐ณ ๐๐ญ๐ฐ๐ฃ๐ข๐ญ 7500 ๐ฃ๐ฎ๐ฟ๐ ๐ต๐ญ ๐ข๐ฝ๐ฒ๐ฟ๐ฎ๐๐ถ๐ผ๐ป๐ | ๐จ๐๐ก๐ช ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐ฎ๐น | ๐ฆ๐ฎ๐ณ๐ฒ๐๐ ๐ข๐๐ฒ๐ฟ๐๐ถ๐ด๐ต๐ โข Operates Bombardier Global 7500 aircraft in Part 91 domestic and international operations for a high-profile principal, delivering safe, discreet, and reliable service within a highly dynamic schedule. โข Leads the flight department safety function as safety manager, overseeing IS-BAO and BASC compliance, hazard reporting, flight risk assessment mitigation, and safety documentation to maintain disciplined, audit-ready operations.
๐๐ถ๐ญ๐ง๐ด๐ต๐ณ๐ฆ๐ข๐ฎ ๐650๐๐/๐550/๐450/๐280 & ๐๐ฐ๐ฎ๐ฃ๐ข๐ณ๐ฅ๐ช๐ฆ๐ณ ๐๐ญ๐ฐ๐ฃ๐ข๐ญ 7500 ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐๐ถ๐ฎ๐๐ถ๐ผ๐ป ๐๐ผ๐ป๐๐๐น๐๐ถ๐ป๐ด | ๐๐ป๐๐ฒ๐ฟ๐ป๐ฎ๐๐ถ๐ผ๐ป๐ฎ๐น ๐๐ฎ๐ฝ๐๐ฎ๐ถ๐ป | ๐๐ ๐ฒ๐ฐ๐๐๐ถ๐๐ฒ ๐๐ฑ๐๐ถ๐๐ผ๐ฟ๐ โข Provides business aviation consulting and pilot services to aircraft owners and flight departments, supporting private and large organizations with high expectations for safety, discretion, and performance. โข Advises on flight department effectiveness across leadership development, industry best-practices, fiscal oversight, KPIs and executive reporting, operational efficiency, and process improvement. โข Leads safety program governance, including IS-BAO and BASC implementation, risk mitigation, and audit readiness; previously served as Client Aviation Manager liaison with Solairus Aviation for a private client reinforcing safety culture. โข Supports long-range fleet planning, aircraft acquisition and completion projects, facilities planning, and pilot services, contributing practical operational insight to strategic decisions.
๐๐ถ๐ญ๐ง๐ด๐ต๐ณ๐ฆ๐ข๐ฎ ๐650๐๐/๐280 ๐ข๐ฟ๐ด๐ฎ๐ป๐ถ๐๐ฎ๐๐ถ๐ผ๐ป๐ฎ๐น ๐ฆ๐๐ฟ๐ฎ๐๐ฒ๐ด๐ & ๐ ๐ผ๐ฑ๐ฒ๐ฟ๐ป๐ถ๐๐ฎ๐๐ถ๐ผ๐ป โข Led a six-aircraft Part 91 flight department and actively flew as an international captain (Gulfstream G650ER, four G280s, and a Pilatus PC-24) supporting a UHNW family and family-owned enterprise, with responsibility for all corporate aviation functions. โข Transitioned a flight department without a formalized structure into a disciplined, performance-driven operation by establishing role clarity, trust, and accountability across a 40-person aviation team. โข Implemented core business processes and financial discipline to manage a $21M operating budget and support a $160M capital plan. โข Drove strategic aviation initiatives including long-range fleet planning aligned with tax and capital objectives and advancement from IS-BAO Stage II to Stage III. โข Evaluated scheduling platforms and led the transition from PFM to flightplanning.biz, improving operational efficiency. ๐ฃ๐ฒ๐ฟ๐ณ๐ผ๐ฟ๐บ๐ฎ๐ป๐ฐ๐ฒ & ๐๐ป๐๐ฒ๐ด๐ฟ๐ฎ๐๐ถ๐ผ๐ป โข Achieved a Net Promoter Score (NPS) of 92 and 94% employee engagement, reflecting strong trust, clarity, and team alignment while outperforming most operating units. โข Partnered with FP&A and IT to deliver executive Business Intelligence (BI) dashboards and performance metrics, improving cost visibility and operational transparency. โข Executed a full Aviation Emergency Response Plan (ERP) exercise with communications, legal, family office, and HR partners, reinforcing preparedness and organizational confidence. โข Oversaw sustainability efforts resulting in a 100% carbon-neutral aviation operation. โข Strengthened cross-functional relationships across tax, finance, legal, IT, HR, and the family office, supporting charter and fractional program oversight.
๐๐ถ๐ญ๐ง๐ด๐ต๐ณ๐ฆ๐ข๐ฎ ๐550 ๐๐ป๐๐ฒ๐ด๐ฟ๐ฎ๐๐ถ๐ผ๐ป & ๐ง๐ฟ๐ฎ๐ป๐๐ถ๐๐ถ๐ผ๐ป ๐๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ โข Directed and actively flew within a Part 91 flight department supporting a global business, leading a 36-person aviation team and overseeing four aircraft (two Gulfstream G550 and two Dassault Falcon 900EASy). โข Managed a $31M operating budget while maintaining operational continuity, safety, and service standards during a period of enterprise-level change. โข Completed construction and commissioning of a new Gulfstream hangar facility and delivered a new G550 on schedule through coordination with corporate legal, finance, engineering, airport authorities, and the manufacturer. โข Facilitated aviation integration planning in preparation for Monsantoโs merger with Bayer; the flight department was subsequently closed as part of post-merger consolidation.
๐๐ถ๐ญ๐ง๐ด๐ต๐ณ๐ฆ๐ข๐ฎ ๐450 ๐ฃ๐ฒ๐ผ๐ฝ๐น๐ฒ, ๐ง๐ฒ๐ฎ๐บ, & ๐๐๐น๐๐๐ฟ๐ฒ โข Directed and actively flew within a Part 91 flight department operating two Gulfstream G450 aircraft in extensive international operations, supporting global business needs while overseeing all aviation functions. โข Built and led a high-performing aviation team of 15 direct reports by intentionally aligning roles to individual strengths, fostering trust, accountability, and professional ownership. โข Established a people-centered culture through structured performance management, goal setting, and regular feedback aligned with corporate objectives and HR standards. โข Developed talent through targeted internal and external training programs, strengthening engagement, retention, and succession readiness. ๐ฆ๐ฎ๐ณ๐ฒ๐๐, ๐๐ถ๐ป๐ฎ๐ป๐ฐ๐ถ๐ฎ๐น & ๐ข๐ฝ๐ฒ๐ฟ๐ฎ๐๐ถ๐ผ๐ป๐ฎ๐น ๐๐ถ๐๐ฐ๐ถ๐ฝ๐น๐ถ๐ป๐ฒ โข Led the organization through IS-BAO Stage I, II, and III certifications, embedding disciplined safety practices and operational consistency across the department. โข Oversaw a $9M+ annual operating budget, implementing reporting metrics and vendor strategies that delivered $1M+ in cost reductions. โข Executed a long-range fleet strategy aligned with corporate growth objectives, partnering closely with the CEO and CFO to ensure financial and operational alignment. โข Guided aviation integration planning following Dow Chemicalโs acquisition of Dow Corning, maintaining operational stability and team engagement through post-acquisition consolidation and eventual flight department closure.