Kevin Hoffman
President and CEO Janus Aerospace
PROFILE – SENIOR BUSINESS AVIATION EXECUTIVE
- Directed all Sales and Marketing efforts with extensive, multi-national, C-level strategic and long-term business development experience in high – value products and services that meet customer needs on an enterprise scale. Proficient in providing client-centric, integrated solutions based on value recognition and relationship sales.
- Adept at Program Management initiatives that require extensive detailed oversight of “mega – projects”. Developed program management procedures and managed over 135 aircraft completion projects to ensure projects were on time and on budget while maintaining the highest levels of quality. Developed detailed program management procedures and techniques to include online reports to track issues and provide visibility as well as maintain real time reporting to improve schedule efficiency. Developed a best practices procedures manual and negotiated with the OEM to assist in the smooth delivery of aircraft.
- Adept at engineering initiatives that promote profitable sales, market share, and cash flow growth in the aviation industry. Skilled in delivering successful major account value-add, premium sales while instilling and directing change management as well as maintaining quality, cost and schedule.
- Practiced in product life cycle of business aircraft, risk, market, and competitor analysis. Highly knowledgeable in running “Mega-Projects” and product development that underpins and drives product and service contract sales. Proven success in expanding sales in difficult and declining markets.
- Demonstrated achievement in improving sales and profitability by applying effective financial management controls on both the client and company side to mitigate risk (Cost Benefit Analysis), accelerate the collection of receivables, and negotiating sales / purchasing potential.
- Developed high quality business strategies and plans ensuring their alignment with short-term and long-term objectives for ACL, AG and Project Phoenix and JANUS. Developed a 5 year long term plan and a 1 year short term tactical plan for all business entities.
- Responsible for all sales, marketing activities and business operations to ensure the quality of our products are consistent and exceed our customer’s expectations.
- Lead and motivated subordinates to advance employee engagement develop a high performing managerial team.
- Oversaw all operations and business activities to ensure they produce the desired results and are consistent with the overall strategy and mission.
- Enforce adherence to legal guidelines and in-house policies to maintain the company’s legality, business ethics and the company culture.
- Review financial and non-financial reports to devise solutions or improvements while maintaining quality, cost and schedules and maintaining competitive.
- Built trust relations with key partners and stakeholders and act as a point of contact for important shareholders and the direct point of contact for our clients.
- Analyze problematic situations and occurrences and provide solutions for our clients.
- Maintain a deep knowledge of the markets and industry of the company as well as the competition.
EXPERIENCE
Aloft AeroArchitects (2018 – 2019)
Vice President – Program Management Office
Directed and oversaw the Program Management Office (PMO) to ensure programs and products met organizational goals and requirements. Developed and implemented PMO processes and policies, directed project management staff, and worked with other department leaders to define, prioritize and develop projects and programs. Maintained oversight and direct authority/accountability for successful project execution meeting customer demands within time and budgetary constraints. A member of the Leadership team and central to the strategic business planning and execution to enhance profitability, productivity and efficiency throughout the company’s operations.
Duties and Responsibilities
- Developed and managed to ensure execution of strategic goals, continually and actively seek opportunities to drive business excellence.
- Cultivated positive working relationships with customers, vendors and interdepartmental teams.
- Determine, communication and satisfy customer needs, lead projects by driving team expectations and culture.
- Provide input and guidance during the sales and proposal stage including scheduling, specifications and financial conditions of the contracts.
- Administrative functions including training and performance reviews for direct reports.
- Negotiate contracts, Contract changes and change orders, deliverables, SOW modifications, arrange and enforce payment terms and collections.
- Manage project execution to ensure adherence to budget, schedule and scope. Manage the scheduling, pricing, technical and financial performance of projects.
- Coordinate and prioritize production/engineering/logistics tasks to meet the following program goals; Scheduling/schedule adherence, Cost and budget control (enforcing budget), SOW compliance, additions and revisions to the SOW.
- Develop Program performance metric; closely monitor and communicate program performance.
- Establish internal and external reporting system to measure key performance indicators and critical path items and critical actions and risks
- Actively assess and manage program risks; use all available information to anticipate and prevent potential problems.
- Creatively provide reasonable, safe and appropriate solutions to complex problems that may arise.
- Establish and maintain positive on-going client relationships; anticipate client needs and seek opportunities to increase the Scope of Work; constantly evaluate client relationships.
- Evaluate the financial aspects of new programs and services including budgets, expenditures, R&D, ROI’s and Profit – Loss projections.
- Prepare for, provide data and present sales presentations that demonstrate quality and value propositions, negotiate contract details; close new business deals.
- Screen potential contracts and business deals by analyzing contractual requirements, internal capabilities and capacity, potential and risks, make data based recommendations.
- Collaborate with functional teams (IPTs) communicating clear, detailed expectations for the project including requirements, timelines, resource requirements and potential risks.
- Lead, manage, coach, train and directly supervise assigned team members.
- Be accountable for the activities, work flow, work schedules, attendance and compliance with safety standards and policies of assigned staff.
- Oversee day to day operations, policies and procedures, budgets and capital, compliance and scheduling for assigned departments.
Achievements
- Directed and Implemented IPTs (Integrated Product Teams) and Action Based Program Management techniques to successfully design, engineer, certify (STC) and deliver the Auxiliary Fuel System for the Boeing NG, MAX 8, MAX 9 aircraft.
- Redirected and Delivered the MAX 8, 1C002 aircraft on time and budget to Boeing.
- Delivered Boeing NG, YD423 and YD424 ahead of schedule (8 and 12 days respectively) and budget while increasing the Gross Margins.
- Directed, Created and Implemented the PMO manual and templates. Developed the BBJ Completion Timeline as well as the Program Management roles, responsibilities and Deliverables.
- Directed multiple diverse Program lines, AFS (Auxiliary Fuel systems) for the MAX 8, 9 and BBJ NG aircraft. Responsible for the Budgets, Schedules and Delivery for the BBJ Aux Fuel Systems, BBJ Completions, BBJ MRO and Manufacturing.
- Directed and oversaw the PMO for BBJ Completions and BBJ MRO activities (BBJ Authorized Service Center)
- Directed and Oversaw companywide Continuous Improvement Projects.
- Re-introduced the White paper “The Effects of Quality – Schedule – Cost on Corporate Aircraft Interiors”
- Developed the BBJ Completion Timeline and implemented into the PMO Manual.
- Developed and implemented Invoicing protocol and processes to improve the time to receive and process PO’s, Invoices and Accounts Receivables.
- Directed and established the PMO based on the fundamentals of managing complex programs. Created and implemented the processes of the PMO to include a six step program management process.
- Created and successfully implemented the PMO Processes and Procedures to bring all Programs (AFS, Completions, MRO and Manufacturing) back on schedule and within budget and improve Gross Margins.
- Created processes and procedures to dramatically improve the communication and team chemistry between the company departments (PMO, Engineering, Manufacturing, Quality, Production).
- Dramatically reduced costs and improved company profits to produce and manufacture AFS Tanks (15%) by implementing more efficient PMO processes (Six Step PMO Process, Schedules, IPT, Metrics) and Procedures as well as Product Improvements, production and manufacturing methods improvements.
- Created a Continuous Improvement plan that aligns with the Company Mission and Vision as well as the 2019 Tactical Goals. Established a CI IPT and serves as a reliable map to maximize resources and budget, define and communicate roles and responsibilities.
- Earned the trust and confidence of the PMO team and established high performance standards to achieve outstanding results. Coached, developed and provided guidance.
Aerospace Concepts, LLC (1998 – 2018)
President and CEO
Aerospace Concepts (ACL) was established in 1998 by a former Bombardier Business Aircraft executive who saw the need for shortening the completion cycle and improving the quality of the Global Express. To date, ACL has provided completion management services for over 135 business jets, including:
- More than 80 Global Express, XRS (6000) and 5000 aircraft
- Challenger 605, 604 and 300
- Challenger RJ/850
- Gulfstream IV-SP, V, 450, and 550
- Dassault Falcon 2000EX, 900EX, and 7X
- Boeing Business Jets – B747
ACL offers the industry’s most experienced completion management team who work together to protect your investment in a new airplane. Extensive technical experience in business aircraft complement the talent and resources of your Aviation Department and saves both time and money while ensuring that the highest standards of professionalism are adhered to.
ACL’s system for achieving unmatched results is focused on eliminating the hidden surprises that frequently arise during the completion process. Particular attention is given to high costs, schedule delays, unacceptable quality, and rework. This is accomplished by applying the fundamentals of project management and bringing a unique perspective to the completion process through the following:
- Your advocate from design concept to operational readiness
- Team-based method to meet the needs of your Aviation Department
- Multiple disciplines represented to fully cover all phases of the completion process
- Critical attention to detail at every step
- Comprehensive reporting system to give unmatched visibility to your Aviation Department and executive management
- Positive interface with the Completion Center and its management
- System for minimizing Work Change Requests and Open Delivery Items
- Comparable costs to monitoring the project yourself with the same high-level of detail
Achievements
- Provided completion management services for over 135 business jets,
- White paper “The Effects of Quality – Schedule – Cost on Corporate Aircraft Interiors”
- ACL Specification
- ACL Best Design practices and Procedures manual – result of numerous completions to provide a standard of quality and acceptance procedures.
- Proven Program Management Processes and Procedures
- ACL Web Based Reporting System
- Numerous Sales and Acquisitions of Large aircraft
JANUS (2013 – Present)
JANUS™ is a Global Express aircraft upgrade and modernization program designed and offered exclusively by Aerospace Concepts, LLC (ACL), one of the world’s most experienced aircraft completion management companies.
ACL launched the JANUS™ Program in 2013 for aircraft owners wishing to upgrade their Global Express aircraft with the latest available cabin and flight deck options, as well as, Service Bulletins, that were unavailable when the aircraft was manufactured. Utilizing a well-established network of vendors, and pre-negotiated program contracts, ACL offered a unique aircraft modernization solution. Global Express operators would upgrade to a current aircraft production standard, fully customize their aircraft interior, and benefit from increased cost savings and added value, without having to spend substantially more money to acquire a new Global 6000.
Achievements
- Managed the upgrade and modernization of a B747 at the operator’s location. 14 specialists were located at the operator’s hanger to complete the project. The aircraft was completed and received foreign certification. It was a very exciting and challenging international program to manage.
Aerospace Group – CEO and Partner (2005 – 2009)
Aerospace Group was formed in January 2005 to address the sales and acquisitions as well as remarketing of large cabin business aircraft. We represented Global Express owners in the acquisition of a new XRS and remarketed their Global Express. Our business plan was to concentrate on the large aircraft market, similar to our business strategy with respect to Aerospace Concepts.
Project Phoenix – Chairman and Partner (2007 – 2011)
Project Phoenix sold high-end, luxury VIP and corporate aircraft with maximum
customization. This was achieved by undertaking an extensive modernization, refurbishment
and conversion program with pre-owned aircraft. The Company was primarily established to meet two challenges facing the business aircraft industry; rapidly escalating prices and long lead times for new aircraft.
Mr. Kevin Hoffman is the Chairman of Project Phoenix Ltd. and a 50% shareholder. He is the
major shareholder in Aerospace Concepts Ltd. (ACL); a company that specializes in the
project management of aircraft completions. ACL have project-managed the completion of
over 80 Global Express aircraft (similar in size to the Phoenix) as well as numerous other
aircraft completions. ACL are world renowned in this field with a formidable track record
including many satisfied Fortune 500 companies. Mr. Hoffman is an aeronautical engineer
and was responsible for the initial design concepts for the Bombardier Global Express.
Achievements
- Developed the Project Phoenix specification and put out for bid with completion centers
- Negotiated the detailed specification with completion centers
- Managed the entire program with onsite technical and completion specialists, Assisted in obtaining the STC for the aft fuel tank installation on the CRJ.
Bombardier Aerospace (1990 – 1999)
Product Director – Global Express (1997 – 1999)
Developed and Maintained the Global Express Product Plan and the Strategic Product plan. Provided detailed business case analysis to include things like production rates and pricing. In conjunction with marketing, developed surveys, press releases, and marketing collateral. Functional manager for the Global Express aircraft line for Bombardier Aerospace. Single point contact to the President of the Aerospace Division. Successfully supported the Global Express as the primary technical sales member on the marketing and sales team. Work directly with customers on all issues related to the program and any issues to expedite the sales process.
Achievements
- Global Express Certification
- First Flight – Global Express
- First customer Flight – Global Express
Technical Sales Director – Global Express (1994-1997)
Execute account development, retention and new sales activities for the worldwide sales effort of the Global Express. Focus on relationship establishment, sales growth and customer satisfaction. Responsible for worldwide technical sales efforts for the Global Express Aircraft, which included providing sales presentations, seminars and presentations at major Venues (NBAA, EBACE, etc).
Responsible for developing technical presentations and answering clients technical queries on the Global Express aircraft. Created and maintained all competitive materials and presentations. Performed Competitive analysis and approved marketing collateral (brochures, mockup build, etc). Formed and managed the first Global Express Advisory Council with 25 international and domestic operators to provide updates on the design, production and testing of the product.
Achievements
- Launch of the Global Express program – Dec 1993
- Integral Part of the team that obtained 40 LOI’s to get the aircraft launched
- Discovery channel production “The Making of a Business Jet” – 1997
Aircraft Design and Configuration – Group Leader – Advanced Design (1990-1994)
Developed Aircraft Design and Sizing Tools – ACSYNT (NASA) and GASP. Interfaced the programs to perform aircraft sizing (weight, wing area, thrust, fuel capacity, wing sweep, etc) and aircraft performance for the Global Express. Utilized multi-optimization programs as well as numerous trade-off studies to determine the optimal aircraft configuration.
Created the first GX model on CATIA, had it built by a model designer and presented Project Global Express to the Chairman of Bombardier.
Conceptual Design phase Team Leader (Configuration)
Managed the aircraft configuration development, Wind Tunnel Testing, Performance and Marketing brochures, worked with marketing on aircraft performance guarantees, weights for interior and airframe. Developed an extensive weight reduction program. Removed 20% of the floor beams from the Challenger design (FEDEX cargo floor).
Program Management – Conceptual Design Phase
Integrate partner meetings and project timelines, utilized Project Management software. Timelines included WT Testing, Engine Selection, wing risk sharing partners, Aircraft Sizing, Materials, Avionics selection, design.
Achievements
- Engine Selection – provided technical analysis document recommending the BMW/RR Engine
- Created and designed the Global Express utilizing an MRO (Market Requirements and Objectives) document. The first of its kind in designing aircraft.
- Developed Aircraft Design Programs to size future aircraft models
- Critical part of the team that selected risk sharing partnerships
- 1993 AIAA paper – Designing the Global Express
- Created first 3D model of the Global Express
- Presented seminars on aircraft design at Stanford, U of Kansas, U of Alabama and Ecole Polytechnique (course on Aircraft Design)
- December 20th, 1993, launch of the Global Express
Gulfstream Aerospace (1986 – 1990)
Stability and Control, Performance GIV Flight Test / Test Evaluation Engineer, (1986-1990)
GIV Flight Test – Created flight test plans, test cards and data analysis and report writing in the areas of Stability and Control and performance on the GIV airframe. Wrote Flight Test reports, submitted to the FAA and defended test results.
Product Development – developed an interface between CATIA and CFD programs. Developed CATIA models of a Supersonic Business Jet.
Achievements
- GIV Certification – part of the Flight Test team to certify the Gulfstream IV.
ACADEMIC STUDIES
1979-1981 University of Alberta – Bachelor of Science Studies
1982-1983 Southern Alberta Institute of Technology
Mechanical Engineering – 1982
Aeronautical Engineering – 1983
1983-1986 University of Alabama
Aerospace Engineering – 1986
1995 University of Virginia
Darden School of Business Management Course
2001 Harvard University
Seminars on Negotiation for Senior Management
WORK EXPERIENCE
1986 – 1990 Gulfstream Aerospace Corporation
Flight Test Engineering – Stability and Control and Performance Engineer
Worked on the certification of the GIV
Product Development at Gulfstream
1990-1999 Bombardier Aerospace
Advanced Design – Principal Design engineer on the Global Express
Team leader – Configuration and Aircraft Design
Lead the Conceptual and Preliminary design of the Global Express
1992-1993 Ecole Poly Technique – Montreal, Canada
Guest Instructor in Aircraft Design course at the Department of Engineering
1993 Lecture in Aircraft Design at Stanford University – Prof Ilan Kroo
Lecture in Aircraft Design at University of Kansas – Dr Jan Roskam
1994 Director of Technical Sales – North American Sales Group – Bombardier
1997 Product Director – Global Express
1999 Founded Aerospace Concepts – President and CEO
2005 Founded the Aerospace Group – CEO
2007 Founded Project Phoenix – Chairman
2013 Founded JANUS
ADDITIONAL ACTIVITES
2005 Founding member of the Lila Sigal Marathon Hockey Tournament
Charity for Nutrition and Cancer Research at the Montreal Jewish Hospital
2010 Founding member of the Lilly Hoffman Heart Foundation
Children with a CHD undergoing surgery at the Boston Children’s Hospital.
Chairman of the Board
2010 Founding SMG – Sports Management Group
President and Chairman of the Advisory Group
2009 Level 5 Hockey Coach with USA Hockey and Competitive Level II with Hockey Canada
2010 Minority owner of the Montreal Juniors Major Junior Hockey team
2004-2007 Played with Team Canada at the President’s Cup in Belarus – Senior Hockey tournament sponsored by the President of Belarus
2011 In 2011 Kevin was nominated and awarded the prestigious Aerospace Engineer and Mechanics Distinguished Fellow status from the University of Alabama.
PRESS RELEASES
1993 – Aviation Week and Space Technology – The Global Express
1994 – “The Global Express” – Business and Commercial Aviation – Fred George
2001 – “Buying a Plane? – Montreal Gazette – Francois Shalom
2001 – Global Business Jet – March 1, 2001
2004 – Press Release “Aerospace Concepts developing Interior Specs and Definition for Bombardier Global 5000 and Global Express XRS”
2004 – Press Release “Aerospace Concepts Manages completion of its 22nd Global Express”
2004 – Press Release “Aerospace Concepts adds Three Key Executives; Additions Enhance the World’s most Experienced Completion Management Company”
2004 – Press Release “Aerospace Concepts Develops Double Door System for Cockpit Security”
2005 – The Robb Report
2005 – ACL Interior Completion Management – November 5, 2005
2005 – Industry’s First Interactive Website – November 5, 2005
2005 – First Installation of a Wireless Office-In-The-Sky – November 5, 2005
2005 – Four Additional Professionals Join ACL – November 5, 2005
2005 – November 2005 AIN – November 1, 2005
2005 – July 2005 AIN – July 1, 2005
2005 – Flight Daily News – June 14, 2005
2005 – Aerospace Group Launch – June 12, 2005
2005 – ACL European Market – June 12, 2005
2005 – Entry into Service Release – June 12, 2005
2005 – First Global Jet Wi-Fi – June 12, 2005
2005 – ACL Manages one-third of the Global Fleet – June 7, 2005
2005 – Le Bourget, Paris – June 12, 2005
2005 – Montreal Gazette Article – March 1, 2005
2005 – Business Jet Traveler – February 1, 2005
2006 – August/September 2006 Business Jet Traveler – August 30, 2006
2007 – December 2007/January 2008 Business Jet Traveler – November 27, 2007
2007 – Announcing Project Phoenix – November 22, 2007
2007 – Project Phoenix in the News – November 22, 2007
2007 – World Aircraft Sales – October – October 19, 2007
2007 – Fall/Winter GE capital Skyward Solutions – July 24, 2007
2007 – ACL Manages and Delivers the 200th Global Express – June 15, 2007
2008 – Press Release “A Jet Owners Guide to Aircraft Completions” – July 18, 2008
2008 – “Take a Look Inside” – July 7, 2008
2008 – Attitudes Magazine – April/May/June 2008 Issue – May 29, 2008
2008 – Business Jet Interiors International – May 28, 2008
2010 – Aviation International News
2010 – Business JET Traveler
ARTICLES and TELEVISION PRODUCTIONS
1993 – AIAA paper “Designing the Global Express”
1997 – Discovery Channel production “The Making of a Business Jet”
2011 – White Paper – The Effects of Quality-Cost-Schedule
2015 – Oct 2014 – World Aircraft Sales – Modernizing your aircraft – Part 1: What should you consider?
2015 – Nov 2014 – World Aircraft Sales – Modernizing your aircraft – Part 2: Quality – Schedule – Cost
2015 – Dec 2014 – World Aircraft Sales – Modernizing your aircraft – Part 3: Schedule