Ric Brock has over 22 years of project and operations experience. His knowledge has been developed by working with all levels of an organization to re-engineer processes, improve operating performance, and increase customer satisfaction. He has a unique ability to relate to people from the field/factory floor to the boardroom, while thinking and implementing across life-cycle phases of systems and programs.

Relevant Experience

Performed strategic planning, process analysis, and re-engineering consultation for public organizations and private companies. Assisted operating units to accomplish the following: establish performance objectives, identify and mitigate risks, define and map processes, identify best practice benchmarking, identify improvement opportunities, develop improvement plans, and establish performance metrics. Facilitated organizational development, team building, and behavior reinforcement planning to achieve desired performance objectives. Evaluated activities and functions for outsourcing/internal performance decisions.

Performed project management duties for the drug development function of a major pharmaceutical company. Interfaced with Clinical, Manufacturing, Commercial, and Regulatory to establish plans, assess risks, and monitor performance. Effort included preparation and submittal of New Drug Applications, Safety Updates, Life Cycle Management Programs, and Drug Launch Support.

Performed project management duties for the human resources team during a merger of pharmaceutical companies. This effort involved working with the VP of HR and her leadership team to coordinate the planning, scheduling, resourcing, budgeting, and risk assessment for the development and implementation of new compensation, benefits, work environment, and learning/development programs.

Re-engineered the functionally structured engineering group of a stormwater/wastewater utility into customer focused watershed improvement teams. Established a capital improvement/expansion management process that improved planning accuracy, reduced the amount of administrative and redundant effort, improved the quality of MBE/WBE work content, and improved schedule/cost performance. Facilitated the creation of a centralized information management and technology group responsible for Geographic Information System, operations, engineering, and business processes.

Performed systems requirements analysis, design, development, documentation, training, and implementation support to clients for program management and enterprise management systems. Effort included management oversight and hands-on process design and system implementation.

Developed and delivered training courses in program management, scheduling, earned value, estimating, team building, process analysis, quality management, materials management, production management, and inventory control.

I served as operations director of a defense systems management and manufacturing operation with sales in excess of $100M per year. My responsibilities included alignment with the business unit strategic direction, business development, customer/contract management, environmental protection, health and safety assurance, product development and production, quality management, human resources, schedule and financial performance, and daily leadership for the operations.

As director of special projects I served as a member of a team that successfully performed the acquisition of production assets and integration with an existing business unit. Activities included due diligence, risk management, organizational design and development, equipment and people integration/movement, systems integration, and process redesign. Facilitated the transition from a matrix organization to work teams focused on continuous improvement. Re-engineered large volume continuous production process into team based agile manufacturing cells.

As a member of a division’s executive team, I served as director of quality. I lead and developed teams that were responsible for obtaining ISO-9000 quality management system certification at three separate locations within a company.

As director of production control and systems, I lead a staff that reduced procurement lead-time by 75%, inventory levels by 30%, staff by 25%, and increased production throughput by 20% while consistently exceeding objectives.

I lead and served as a member of teams that successfully developed and implemented integrated manufacturing resource planning systems. Areas addressed production planning and control, tool planning and control, shop floor control, configuration management, job tracking/costing, purchasing and inventory control, data collection, maintenance management, and productivity improvements.

Provided proposal management and creation support in the form of requirements analysis, win strategy and theme development, volume management, writer, estimator, and red team reviews. Developed solicitations for the acquisition of systems, services, and materials. Performed make/buy and outsourcing analyses. Managed the performance of major subcontractors and suppliers.

Performed program management, risk management, material management, production planning and control, proposal development and negotiations, contract management, financial analysis, network scheduling, earned value focal point, and systems development functions for multiple operations.

Work History

Ric Brock Consulting, 1996–Present, Independent Program and Operations Consultant
Olin Corporation, 1990–1996, Director Operations, Quality, Program/Production Control, Special Projects
Humphreys & Associates, 1987–1990, Program Management Consultant and Trainer
Avco Aerostructures, 1986–1987, Manufacturing Systems
Harris Corporation, 1981–1986, Program Management and Systems Development

Education

Advanced Management Program, Fugua School of Business, Duke University, 1993
Bachelor of Science, University of Central Florida, 1981