Thomas L. Holmes

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Biography

Professor Holmes has FORTY-ONE YEARS of combined experience both as a military leader and corporate business executive. He is a former Vice President of Three Aviation Maintenance and Repair Overhaul (MRO) companies with documented success and achievements in leading, managing, and training diverse multi-million dollar businesses both overseas and in the United States. He has proven success in enabling organizations to achieve their operational and productivity initiatives. His breadth of experience encompasses project methodology development, core business practices, and process improvements, achieving performance targets, strategic planning, and execution, problem-solving, streamlining operational procedures, unique ability to define an organization’s critical to quality needs and analyze data to establish and deliver value-added solutions that impact gains to the bottom-line. Mr. Holmes is adept at coaching, motivating, team building, facilitation workout, and mentoring others to win support for ambitious program goals that create and drive high productivity. He is also a retired U.S. Marine who faithfully and honorably served his country for 22 years.

Professor Holmes is an independent and impartial change agent for aviation quality management systems under EASA Part 145/FAA 14 CFR Part 135/145 organizations. A certified Lean Master & Six Sigma Executive Master Black Belt while working for GE Aviation. He is a graduate of Leading Change and Organizational Renewal from Harvard Business School,  he has attended several FAA Courses to include: Aircraft Alterations & Repair, Procedures for Air Operators Certification (Airworthiness), Safety Management System (SMS) Theory & Application, Certification & Surveillance of Part 145 Repair Station, SOFEMA Aviation Services Managing Competence in an EASA Part 145 Environment; Kaplan & North Balanced Scorecard Workshop, GE Aviation Developing Business Leaders, and he is a licensed FAA Part 65 Airmen Certification (Airframes & Powerplants Technician).

Education

• D.B.A. - Doctor of Business Administration in Strategy and Innovation, Capella University
• M.A.S. - Master of Aeronautical Science in Aviation Aerospace Operations and Aviation Aerospace Safety Systems, Embry-Riddle Aeronautical University
• M.B.A. - Master of Business Administration in Management of Engineering and Technology, Northcentral University
• B.S. - Bachelor of Science in Professional Aeronautics: Aviation Business Administration, Embry-Riddle Aeronautical University
• A.S. - Associate of Science in Professional Aeronautics, Embry-Riddle Aeronautical University

Ratings and Certificates

• Mechanic - Federal Aviation Administration
• Student Pilot - Federal Aviation Administration

Currently Teaching

• AMNT 260: Aircraft Electrical Sys Theory
• AVM 2100: Aircraft Maintenance Mgmt
• BSAS 320: Human Factors in Avia Safety
• BSAS 320: Human Factors in Aviation Safe

Courses Taught

Professional Experience

LEORON Professional Development Institute, Head of Business – Leadership & Quality Expert Trainer/Consultant

Apr 2017 – Present

Responsible for the delivery of professional business consulting and training in Europe/Middle East and North Africa region based on client industry needs. Specific areas of expertise: Aviation Business/Aviation Quality Management Systems -Safety Management Systems/Lean Six Sigma & Continuous Improvement Initiatives/Project Management/RCA/Strategy and Innovation Implementation/Culture Paradigms to influence high-performance teams.

Vice President, Aviation Quality & Safety Standards, Advanced Military Maintenance Repair & Overhaul (AMMROC), United Arab Emirates, Abu Dhabi

2015 – Mar 2017

Executive Leadership member with decision-making authority, lead the effective achievement of the Quality, Safety, ACE, EHSMS, and SMS departmental objectives. Lead the effective oversight of the Quality Management System (QMS) while developing adequate safety performance measures and systems to ensure compliance with AS 9110 and all relevant industry standards; to include oversight of our CAR 145 Operation according to the local regulatory governing body (GCAA).

• Deployment champion of the department’s strategic quality plan in line with the business functional strategy to ensure vertical alignment and horizontal integration with interfacing departments across the enterprise while supporting the vision and mission of AMMROC.
• Responsible for the consolidation and recommend departmental budget and monitored financial performance versus the budget.
• Developed and enforce the implementation of business policies/procedures and control governing areas of Quality, Safety, EHS, SMS activities so that all relevant procedural/legislative requirements were fulfilled and in compliance.
• Resolved matters pertaining to the QMS as necessary and when site Aviation Safety Managers reported significant events/findings pertinent to quality and safety issues to ensure compliance with AS 9110.
• Obtained and maintained any required QMS approvals and other relevant regulatory approvals, certificates, ratings, licenses/permits in order to ensure local state authority requirements.
• Lead and directed the management of change through continuous improvement of the departmental systems, processes and practices taking into account international best practices, changes in international standards and changes in the business environment that demanded proactive action plans.

Vice President, Business Development and Continuous Improvement, Etihad Airways Engineering, United Arab Emirates, Abu Dhabi

2014 - 2015

Leveraged OEM and Supplier Partnership across the network and other efficiencies in scale, improved Etihad and Network Partner Airline schedule performance, provided cost advantage in base maintenance facilities and investments, customized quick smart lean operational maintenance; supported Etihad & Equity Partner network operations and integration in order to maximize efficiencies and reliability in maintenance, repair, and overhaul of network aircraft (cross-utilization of network maintenance assets).  

• Defined network principles and established a network leadership team to communicate the way forward.
• Collaborated with the senior leadership to analyze, monitor, and assessed critical aviation maintenance activities/processes affecting safety, quality, and cost in order to streamline and drive regulatory compliance across business units.
• Developed recommendations that supported attainment of mission and organizational objectives which created a business platform for sustainment and growth of the business.
• Led the data analysis, conclusions, and presentation related to project completion and findings of both aviation regulatory and/or business lean projects.
• Provided training and coaching to executive leadership and other designated personnel on the use of Lean Six Sigma tools and methodology; coached project sponsors on project execution.
• Standardized key aviation base maintenance processes and procedures across Etihad’s Equity Partner network to improve overall aircraft scheduling and availability.

Director, Project Management Office (PMO), Abu Dhabi Aircraft Technologies, United Arab Emirates, Abu Dhabi 2013 - 2014

Managed enterprise strategic project portfolio to meet business revenue targets of $120 million; maximized the value of the portfolio by careful examination of constituent program, projects, and other related workstreams; delegated authority to act as an integral stakeholder and key decision-maker of each project, made recommendations, and/or terminated projects, or took other actions as required to keep business objectives consistent.

• Managed major program scope changes, which may have been seen as potential opportunities to better achieve business objectives while managing methodologies, standards, overall risk/opportunity and interdependencies among projects at the enterprise level.
• Defined strategic project objectives and scope throughout the project life cycle and elaborated high-level information into detail plans, work breakdown structure, and developed templates to audit progress success. 
• Monitored and implemented processes to manage and control change while leading project teams to meet strategic project objectives; coordinated communication across project teams and the business.
• Optimized the use of shared resources across all projects administered under the PMO while coaching, mentoring, and training project managers on stated deliverables.

Vice President Business Performance & Continuous Improvement, Abu Dhabi  2008 – 2012

 Aircraft Technologies, United Arab Emirates, Abu Dhabi                                                   

Provided leadership across the enterprise for continuous performance improvement, responsible for effective measurement of performance and implementation of corrective action; drove workforce engagement and

Employee involvement for Lean Six Sigma. Assured enterprise reporting of metrics to management and consideration of corrective actions as appropriate. Controlled processes to ensure repeatable performance between business units in the organization that was focused on the customer while using quality management systems to sustain gains.

• Developed performance dashboards for the organization and educated management and employees on the significance of performance dashboards that increased profits.  
• Deployed Six Sigma and Lean practice effectively; was the role model for new ways of working and created consistency and alignment in enterprise performance metrics.
• Deployed processes and methods to engage the workforce in adopting and deploying tools for continuous improvement that assured quality of workmanship and health and safety of department workforce.
• Promoted success of Lean Six Sigma across the industry to enhance Abu Dhabi Aircraft Technologies’ market image and stayed current with industry best practices and development in the field of performance improvement.
• Provided educational materials through venues to institute skills and mindset necessary to foster a culture of continuous process improvement to drive non-value-added activity out of the way we worked.
• Appointed by The President as the lead to deliver a clear picture of the status of the safety, airworthiness, and regulatory compliance as related to aircraft and component maintenance standards under EASA Part 145 & 14 CFR Part 145.
• Appointed by The President to identify potential gaps in the Quality Management System and associated root causes to communicate a clear pathway that assures safe and sustainable operations while driving practical quality management principles and regulatory intent within operations.
• Appointed by The President to build and enable enduring compliance management by building the foundations for a safe learning organization in collaboration with the Quality & Safety Department.

Lean Six Sigma Black Belt, General Electric, Military Systems Operations, United Arab Emirates Air Force, Government Headquarters, Abu Dhabi

2005- 2007

GE Lean Six Sigma Consultant; apply statistical tools to solve real business problems and processes for the UAE Air Force and GAMCO that directly affect organizational growth and operational readiness; trained over 130 personnel in Six Sigma Green Belt Training for the UAE AF and GAMCO combined.  

• Transformed GE’s overall business strategies and operational capabilities for the UAE from vision to reality through the execution of appropriate business projects by collecting and analyzing non-manufacturing process data via Lean Six Sigma statistical tools.
• Daily use of leadership, management, and technical skills applied to accomplish various business projects, both large and small, including streamlining several improvement projects for GAMCO and the UAE Air Force while working with Six Sigma Green Belts. 
• Created an environment of Six Sigma project success by leading several projects at the same time (multi-tasking), of which each business project is expected to produce hard financial gains and sustain improvement, as well as operational readiness.
• Provided communication (up and down), and kept the unit leaders informed of Six Sigma team progress, and ensure that “best practices” are shared throughout the organization.
• Provided mentorship, management, and evaluate team dynamics and strengths/weaknesses of 7 to 35 UAE Air Force and GAMCO Six Sigma Black Belts and Green Belts teams.

Military Field Service Manager, Foreign Military Service, General Electric Aircraft Engines, Ahmed Al Jaber Air Base, Kuwait City, Kuwait

2003 – 2004

Managed eight personnel (direct reports) in eight different countries (Japan, Korea, Singapore, Malaysia, Canada, Spain, Australia, and India) for GE’s F404 Foreign Military Service Programs with stellar success; team generated over $83 million in Six Sigma/Cost avoidance savings.

• Managed communication channels with all levels of Kuwait Air Force personnel to ensure effective support of GE’s engine product line, and enhanced GE’s image with the Kuwait Ministry of Defense.
• Coordinated and provided technical training to Kuwait Air Force personnel to accomplish technical competency in operation and maintenance of production aircraft engines.
• Monitored/participated in operational and maintenance activities on assigned projects to ensure adherence to procedures and limits. Investigate unusual engineering hardware and items as required.  
• Managed the field product support activities of assigned GE aircraft engine product lines by coordinating, integrating, and implementing plans generated by factory product organizations and the Kuwait Air Force.
• Provided leadership, direction, and guidance to assigned GE representatives in the field at remote locations in the Middle East, India, and Asia regions.

• Provided technical liaison functions. Responsible for the efficient support of all aspects of engine maintenance, operations, engineering, and logistics for the Kuwait Air Force.
• Provided personnel administration consistent with policies and practices -- performance review, salary administration, career counseling, manpower planning, and problem solving.

Military Field Service Rep., General Electric Aircraft Engines, Marine Corps Air Station, Beaufort, SC & Naval Air Station, Oceana Virginia

2001 - 2002

Provided technical assistance through on-site leadership, guidance, and training in the proper operation, maintenance, and troubleshooting of engines and ground support equipment, including the use and proper interpretation of data and technical instructions; completed Six Sigma Green Belt projects worth well over $20 million in saving and cost avoidance.

• Provided communication to Product Support & Field Service Headquarters regarding all military aircraft engine activities and problems through regular, timely, and accurate reports. Reporting also includes significant marketing intelligence and sales opportunities for both GE engines and applicable products.
• Assisted the customer in scheduling maintenance and workload. Assure that equipment and spare parts were available to meet military operational schedules.
• Reviewed reported engine malfunctions and analyzed any undesirable trends. Made recommendations on findings.
• Maintained awareness of program and project changes. Provided customer insight and training as necessary for future support of aircraft engine engineering modifications and proposals.
• Interfaced with all levels of the Marine Aviation Logistics Squadron 31 and adjacent organizations.

Adjunct Assistant Professor, Embry-Riddle Aeronautical University - Extended Campuses: Tampa, Florida; Beaufort, South Carolina; Charleston South Carolina

2001 to Present

Mentored and taught college-level freshmen to graduates in aviation and aeronautical sciences.  Subjects taught: General Aeronautics and Applications, Aircraft Electrical Systems and Theory, Airframe Structures and Applications, Powerplant Theory and Applications, Aircraft Propulsion Systems and Applications, Aircraft Accident Investigation, Industrial Hygiene and Toxicology, Human Factors in Aviation Safety, Corporate Aviation Management, Aircraft Accident Structure Failures, and Aviation/Aerospace R&D Innovation.

Senior Enlisted Advisor, Quality & Safety Assurance Chief, Aircrew, Powerplant/Flight-Line Mechanic, Detachment Commander-American Embassies, United States Marine Corps

1979 - 2001

Served in various leadership positions in the Marine Corps during my twenty-two years of honorable service, both aviation and tactical operations. The last position was the primary advisor, personnel administrator, planner, coordinator, and senior enlisted non-commissioned officer for the commander of a military organization consisting of 500 plus combat-trained Marines and an operational staff of 20 people. 

• Developed and implemented training programs and rehearsals that resulted in achieving over 95% of the unit’s mission essential tasks.
• Orchestrated standardization plan across the unit resulting in standardized procedures for tactical operations and training, which required the planning of equipment and resources to accomplish goals and objectives in a high stress, high tempo environments.
• Communicated lessons learned throughout to improve unit readiness. Prepared after-action reviews of each tactical operation to facilitate future training strategies.
• Provided leadership for the operation and maintenance of a multi-million dollar facility and equipment valued in excess of $10 million.
• Coached and mentored junior officers and non-commissioned officers on leadership, training, and mission accomplishment; oversaw the care and professional development of over 350 assigned military personnel and their families.
• Detachment Commander, American Embassy Accra Ghana and Kuala Lumpur, Malaysia.

Memberships and Credentials

Memberships: NCOA, NABS

Credentials: Lean Master/Executive Six Sigma Master Black Belt/NEBOSH ISO 9001 Lead Auditor

Awards, Honors and Recognitions

Delta Mu Delta, National Society of Leadership Success