jared sullivan

Conducted Program reviews across all three sectors (NGAS, NGMS, and NGTS) to assess the systems, processes, and activities employed in managing the program to ensure predictable, accurate, and timely EACs, revenue recognition, risk and opportunity management, and clear definition of technical completion criteria.

Led a Supply Chain spend efficiency work stream with an external consulting firm resulting in the identification and implementation of $200M savings in direct material spend. Savings were realized by establishing material spend category targets based on price curves achieved by the top-quartile performers within each category. The process was institutionalized with new buyer processes, training, and category spend reduction targets written into each buyer’s performance goals

Conducted facility operational efficiency assessment which identified $5M in annual cost reductions; implemented high-priority and low-risk / low-cost opportunities to maximize ROI

Developed financial models and business cases with supporting presentation material on priority-win proposals for Sector and Corporate level bid decision gate reviews. Evaluated a $16B aircraft program proposal which informed critical business decision to no-bid Evaluated a $1B directed energy program which resulted in a successful proposal submittal Supported business area Director with all aspects of program business management including preparation and presentation of financial data to internal and external customers, risk management, contract administration, and compliance.

* Supported F-35 Program management in the execution of affordability, and Lean Sigma Transformation across program IPTs to advance process capability while ensuring quality, compliance, and affordability. * Facilitated Value Stream Mapping of key processes to target inefficiencies and prioritize improvement initiatives. * Developed product release metrics providing a baseline for improvement initiatives and improved cost estimation. * Streamlined the product release process by implementing a product rejection tracking system to identify and mitigate drivers of rejections resulting in reduced process churn and cycle time. * Developed transition-to-production roadmap detailing initiatives enabling transition from EMD to Production.

* As a Project Engineer for the F-35 program Jared integrated programmatic and design changes across Northrop Grumman IPTs, partners, suppliers, and customers to ensure successful implementation. * Collaborate across all stakeholders to asses the impact of proposed changes. * Develop a fully integrated statement of work with the associated cost and implementation plan. * Present proposed changes to Change Boards and senior management for technical and budgetary approval.

* As the acting manager of Affordability for a $2B program pursuit, Jared led the Affordability strategy optimizing capabilities and competitive positioning within the customers available budget. He is also responsible for program Affordability stand-up including implementation of the processes and tools required to ensure successful execution upon contract award. * Establish Affordability strategy, ConOps, and processes, and integrate them into the program management rhythm. * Support management reviews and program communications at multiple levels. * Develop decomposition of top level Price-to-Win down to Design-to-Cost target allocations for each IPT by WBS. * Work with IPTs to establish and track progress against targets. * Facilitate integration of Functional Homerooms Affordability initiatives applicable to program. * Establish cost collection schema to support cost visibility.

* Performed system design and integration of subsystems and substructure aerospace products. Developed and matured components through product lifecycle from initial conceptual layouts, to detailed design, to product release, and through manufacturing and assembly * Lead integrator of propulsion components between international partner companies (Fokker Elmo and GKN Aero) * Focal point for subsystems aft mate interface with prime contractor Lockheed Martin * Engineering Liaison for manufacturing team developing rapid solutions to production line stopping engineering issues * Initial system layouts, routing paths, and component supports (Fuel, Hydraulic, ECS, Electrical) * Weapons bay door drive system and mechanism design and installation * Interfaced with suppliers to ensure producibility * Worked with manufacturing build team to ensure parts were produced and installed to design specifications and customer requirements.

Currently working to identify and implement strategies to improve the competitive position and probability of win (P_win) on an $80B+ Corporate Priority Win (CPW) program including evaluation and optimization of all cost levers that feed in to the overall business case.

Internal Consultant / Project Manager at Northrop Grumman Corporation

Operations Management / Project Management / Production Planning / Scheduling / Optimization / Lean / 6 Sigma

Activities and Societies: ASME, SAE, Formula SAE, CU BBQ Club

Activities and Societies: Marshall Management Consulting Club, Operations Management Club, Dean's List, Beta Gamma Sigma