SHAINA KRENZIS 240 Columbus Avenue | Dallas, TX 76203 | shaina.krenzis@gmail.com | 817.822.2736 AERONAUTICAL ENGINEERING EXECUTIVE • EXCEPTIONAL FINANCIAL ACUMEN EFFECTIVE BUSINESS & PROCESS TRANSFORMATION • HIGHLY ANALYTICAL • NATURAL LEADER E XECUTIVE P ROFILE Accomplished, dynamic and results-­‐oriented engineering and business professional with a proven track record of achievement within the aeronautical sector. Areas of strength include maximizing operational excellence at all levels, increasing productivity through innovative solutions and mobilizing change via corporate culture enhancements. Currently looking to transition prior experience and proficiencies into a General Manager role for an aerospace organization within the Dallas-­‐Fort Worth metro area. C ORE C OMPETENCIES Project & Operations Management • Strategic Planning & Execution • Leading Solid Teams • Client Relationship Cultivation • Providing Key Technical Direction • Driving Complex Problems & Solutions • Business & Technical Analysis • Lean Manufacturing Processes • Facilities & Operations Improvements • Executive & Cross-­‐Functional Collaboration • Budgeting & Cost-­‐Control Strategies • Safety Standards • Risk Mitigation • Metrics • Mentoring & Motivating Talent • Root Cause Analysis • Compliance S TANDARDS , M ETHODOLOGIES & A IRCRAFT E XPERIENCE : ISO 9001 • Kaizen • Manufacturing • Lean Six Sigma: Green & Yellow Belt • 5S Boeing: B717, B727, B737, B747, B757, B767, B777, MD-­‐80 • Airbus: 330, 320, 319, 310 P ROFESSIONAL E XPERIENCE Venetian Aerospace Solutions–Phoenix, AZ 2010–Present Arizona-­‐based leader in executing top-­‐line maintenance, repairs and overhauls to a wide range of aircraft for the aeronautics industry. Additional services include heavy maintenance work, engineering by FAA-­‐designated representatives, interior/exterior care, craft end-­‐of-­‐life solutions as well as storage and parking. DIRECTOR OF MAINTENANCE Accountable to the company president for overall business management of the Maintenance Department and development of plan to transform organization into a world-­‐class MRO. Supervise and ensure maintenance operations are fully compliant with the Air Center's FAA-­‐accepted Inspection Procedures Manual and Regulatory Affairs guidelines for which the center is rated. Provide comprehensive business development, direction and coordination of aircraft maintenance to ensure airworthiness of aircraft upon maintenance completion. Acted as VP of Operations for three months during this time. Additional Key Responsibilities & Selected Major Accomplishments • Recognized by senior management as possessing rare combination of both a necessary business prowess as well as extensive aeronautical engineering knowledge o Brought in to utilize both areas of expertise in improving company processes, achieving higher level of company efficiency and facilitating generation of additional revenue o Also employ essential Lean Six Sigma and Kaizen methodologies to identify challenges and determine effective solutions • Conducted thorough initial evaluation to determine source of low efficiency rate (63%); also discovered challenges within company culture that were impacting bottom-­‐line revenue o Enacted series of impactful business changes resulting in an increase of productivity from 87% to 98.4% billable hours, thereby directly and significantly impacting company's overall profit; raised efficiency to 94% • Implemented work management tools, including an updated "Red-­‐Line Process" to quantify uncertainty about projects/work that could affect service delivery as well as a Work Stoppage List to facilitate project prioritization • Fully revamped culture to promote individual ownership, emphasize professionalism in the workplace and promote ongoing career development; instituted post-­‐doc analysis for employees to study and learn from for future work o Continuously underscoring importance of asking "What can we do better?" and sharing information company-­‐wide
o Established leadership training program to begin re-­‐investing in people; initiative has gained significant popularity American Airlines (fka TWA)–Dallas, TX / Queens, NY 1992–2010 Headquartered at the Dallas/Forth Worth, Texas, airport, American Airlines offers domestic and international flights throughout North & South America, the Caribbean, Europe and the Asia/Pacific region. In 2001, American Airlines purchased Trans World Airlines (TWA); the parent company for all of American Airlines is AMR Corp. S HAINA K RENZIS • R ÉSUMÉ , P AGE 2 PRODUCTION MANAGER–Dallas, TX (DFW) 2007–2010 Responsible for an operating budget of $80M and management/development of 278 personnel. Enforced policy and procedures to protect company property and staff Additional Key Responsibilities & Selected Major Accomplishments • Supervised maintenance work (including heavy maintenance) performed on entire fleet of both Boeing and Airbus aircraft o Promoted to role in recognition of excellent work and prior successes at AA (and TWA) • Specially selected to participate in an executive-­‐level group comprised of upper management and head union representatives; team tasked with development of a strategic business plan regarding third-­‐party maintenance work (MRO) o Personally addressed VP of Maintenance/Engineering regarding business plan results and team suggestions, including a cost-­‐efficient need to be 100% billable • Identified and instituted plans to make use of available hard assets not in use; demonstrated to COO that a former Delta hangar was instrumental in facilitating execution of complex maintenance work requiring additional parts and labor PRODUCTION SUPERVISOR–Dallas, TX (DFW) 2002–2007 In charge of analyzing on-­‐time departure performance and seeing potential opportunities for improvement as well as monitoring fleet airworthiness and safety. Monitored employees' time and attendance as well as trained team members in accordance with company regulations. Additional Key Responsibilities & Selected Major Accomplishments • Assessed all daily delays; extracted data to identify options for preventing future delays; also concentrated efforts on critical flights (first flight of the day) to ensure top-­‐spot among competitors as having fewest delays in the early morning o Led a root-­‐cause study on delays and determined options for rectifying them...result & changes? o Collaborated daily with Maintenance Operations Control (MOC) to coordinate and direct maintenance needs fleet-­‐wide; resulted in increase of aircraft reliability to 93% as well as an 8% decrease in customer complaints (reduced to 28%) • Served on several high-­‐level committees charged with simplifying operations as well as suggesting effective and necessary solutions for the various conditions o Committees included Continuous Improvement Policy (CIP?), Six Sigma and the Root-­‐Cause Failure Analysis P RIOR R ELEVANT E XPERIENCE American Airlines/TWA–Dallas, TX (DFW) • General Manager 1998–2002 TWA–Dallas, TX (DFW) • Ground Operations Supervisor 1998 TWA–Queens, NY (JFK) • Supervisor of Aircraft Maintenance & Engineering 1992–1998 Selected Major Accomplishments • Enacted significant changes as General Manager in charge of Ramp, Ticket Agents, Maintenance and Cargo departments o Identified need to first remove silos between groups before unifying all related crew members, running station as a business unit and promoting culture of ownership o Implemented changes played major role in airline being awarded 2001 Station of the Year in recognition of budgetary success and reducing expenses while also increasing productivity by 11.8% and staying accident-­‐free o Personally appointed by American Airlines' VP of Operations to lead TWA/AA integrations at DFW o Also crafted performance metrics to measure critical flights and make necessary changes; YTD performance stood at 98.4% • As Ground Operations Supervisor/General Manager, built and implemented an Operations Performance System monitoring TWA/DFW processes, lost baggage, aircraft damages, customer complaints, employee loss control, parts usage and freight o Studied data, made significant changes and increased aircraft reliability/dependability from 78% to 92%; passengers complaints dropped at one point to 29% (from 41%); plan rolled out to additional maintenance stations E DUCATION University of Texas–Austin, TX • MBA; Minor in Accounting • CPA exam pending In Progress Vaughn College of Aeronautics & Technology–Flushing, NY • BS in Aeronautical Science 1991 • Finished Bachelor Degree in only two years A DDITIONAL R ELEVANT P ROFICIENCIES Develop & Implement Financial Procedures • Extensive Training on Complex Equipment • Conduct Incident Reviews & Recommend Improvements • Directs M&A Audits / Present Findings • Overhaul Organizational Structures • Conflict & Safety Management • Promote Culture of Creativity & Innovation • Mentor & Develop Staff • Self-­‐Directed Training & Development