Ariel Espinoza

● Enabled unified effort launching new product line for Independent Research and Development (IRAD) program; Coordinated requirements for the valve program to ensure scheduled alignment and program execution by start of CY 2026. ● Secured over $628K in capital for new valve production line with at least $26K in cost savings; Managed indirect procurement efforts in less than three months, facilitated team drive to stand up a new common core valve line; Actioned supply chain issues to help ensure strategic gain of space unit to capture commercial market. ● Developed innovative methods and process to measure thickness and machine rubber composite material, crucial to entire common core valve assembly and manufacturing efforts between Canoga Park and Redmond sites.

● On-boarded and recertified suppliers enabled production setup and expansion at Advanced Manufacturing Facility – South; Ensured compliance with FAR/DFAR and internal requirements for 27 REQ, 17 RFQ, 16 POs, and 8 NDAs totaling over $125K. ● Negotiated with over 16 suppliers for machined parts, product support material, and capital assets procurements valued up to $10K delegation per transaction, resulting in delivering over $5K in cost savings. ● Fostered strong relationships with key suppliers to ensure timely delivery for critical material and services, resulted in improved supplier performance and accountability; Reinforced five MEs on Critical Process Task Force w/ procurement actions to advance frustrated orders.

● Conducted data analysis and aided in aligning operations to identify and address top drivers, achieving in 24% total NCR reduction in RS-25 program (CY24) on Q3-Q4 and 27% internal operations NCR reduction for 18-Engine contract. ● Provided input and revisions to improve manufacturing efficiently and schedule performance published to NASA customer for SLS RS-25 Engine Program / Performance Summary (April 1, 2023 – September 30, 2024). ● On-boarded special program (LE-9 UMCC Liner) encompassing seven SCNs, 70 touch hours in 21 day timeframe, and yielded 40% Return on Cost (ROC); Successful completion enriched the sites capability and provided quick win benefiting other aerospace programs.

● Operated in a cross-functional team to reduce of 2,275 aging Non-Conformance Reports (NCRs) by 51% in six months—including Title III NCR reductions (48%) in ATACMS / TOW programs; Addressed $719 in Cost of Poor Quality (CoPQ) to recover reliability concerns. ● Implemented facility modifications resulting in 45% reduction in touch labor, resolved $20K in recurrent CARs, and decreased CoPQ for eleven Solid Rocket Motor (SRM) programs; Enabled return to green plans to recovery of production and customer on time delivery. ● Collaborated across COEs to address risks to mission / personnel and recommended enhanced safety training programs to increase PPE compliance, nurture behavioral initiatives, and decrease recurrent incidents and near-misses for 1,300 site personnel.

(Delta Company, 405th Civil Affairs Battalion, 364th Civil Affairs Brigade)

(HHC, 364th Civil Affairs Brigade)

  (HHC, 3rd Brigade Combat Team, 101st Airborne Division (Air Assault)) ● Prepared and managed key operations and defense coordination of over 36K personnel and 4.8K assets across seven global deployment and missions with zero major incidents; Implementation of new initiatives recognized by highest tier site executive leadership. ● Advised 30 leaders, identified critical shortfalls, and rapidly integrated operations for over ten programs—law enforcement, operational / physical security, antiterrorism, rapid response, movement control, drug testing, legal actions, safety, and crime prevention. ● Performed as lead operations officer for over 30 high-visibility enterprise events and mended strategic missions after addressing operational security violations; Performance evaluation ranked top 8% among peers; Accountable for three direct reports.

(HHC, 89th Military Police Brigade) ● Led a cross-functional team of 300 employees, nine direct reports, capable of rapid deployment, accountable for $12M in equipment, and sole responsibility of training, morale, and discipline; Mentored 15 junior leaders who progressed seamlessly in future career pursuits. ● Improved overall readiness by over 60%, weapons readiness to 90%, overdue services to 0%; During the completion of three field problems, integrated new equipment and navigated recurrent personnel turnover; Performance evaluation ranked in top 15% among peers. ● Effectuated practices and regulations resulting in zero loss of the equipment and turn-in of $2M excess company property; Conducted thorough investigations, implemented policies and procedures that yielded substantial organizational revisions and adherence to standards.

(Phantom Warrior Academy, HHBN, III Corps) ● Directed the Fort Hood Air Assault / Rappel Master School, consisting of two rigorous eleven-day training cycles per month, 64 cadre and support staff, six direct reports, eight training facilities, and over $2.5M in equipment.; Produced over 8K graduates (including. foreign nationals), collaborated services with NATO allies, and concluded over 134-high risk events without serious injury or incident. ● Led highly esteem programs to earn full-accreditation by U.S. Training & Doctrine Command and streamlined processes to improve pass rates from less than 45% to 65% over period of eight months; Changed processes, resource aircraft, and enforced environmental, health, and safety protocols recognized as a “gold” standard from installation executives. ● Cultivated positive community relationships through over 20 unique capability demonstrations and integration with public affairs office, including nationally televised 115ft rappel operations exercise from the Alamodome.

(U.S. Army Military Police Captain's Career Course) + Graduated top 3 out of 31 students, earned commandant’s list, and ranked top physical scores. Selected as team lead for Military Decision Making Process (MDMP) during course capstone event.

(C Company, 787th Military Police Battalion, 14th Military Police Brigade) ● Developed and implemented administrative, logistical and training requirements for 19-week cycles with 18 cadre team, 220 trainees, and $1.5M in equipment; Managed three direct reports and seized initiatives for cadet mentorship and installation community projects. ● Synchronized daily activities, company programs, and detailed course flow, resulting in three commendable ratings (98%+); Recongnized with awards from Sergeant Major of the Army—SGM Daniel Daily & Post Commanding General—Major General Randy Taylor.

(519th Military Police Battalion, 1st Manuever Enhancement Brigade) ● Led and resources a 43-personnel team with $6M in equipment; Instilled high-performance, fit, and resilient group with zero failures in ten months; Managed six direct reports and supervised 35 of personnel in a platoon dedicated to protect maneuver defense forces. ● Mobilized and deployed in less than 48 hours as defense response force and notably interdicted violent criminal activity within a 47K population; Adapted patrol models, including special reaction teams, and served federal witness for two high-profile court marital cases.

Performed constitute services, provided legislative support, drafted correspondence, and prepared public press release statements for the Honorable (fmr.) Xavier Becerra, (CA – 34th District) in his Washington D.C. Office