Useful information.....Copied from the "other" board.
TPAC's Paul Wiggum history...puzzle coming together nicely for TPAC's future:
Experience
Vice President Sales & Marketing
Avcorp Industries
January 2011 – Present (5 years 2 months)
Avcorp designs, manufactures and assembles metallic and composite structures for some of the world's leading commercial and defence aerospace companies including Boeing, Bombardier, and BAE Systems.
WSU Foundation
Board of Trustees
WSU Foundation
September 2005 – October 2012 (7 years 2 months)
Established with creation of the Washington State University Foundation, the Board of Trustees serve a critical fund-raising and advocacy role in support of the Foundation and the University. Trustees serve on Foundation committees and build relationships with perspective donors.
Principal
Wiggum Aviation Services, LLC
September 2009 – December 2010 (1 year 4 months)Greater Seattle Area
Provided tailored solutions based on more than twenty years experience in aircraft sales, modifications and MRO services. .
Regional Sales Director, Asia Pacific & China
Boeing Commercial Aviation Services
January 2002 – August 2009 (7 years 8 months)
Accountable for leading a team of sales professionals providing post delivery, life-cycle support including retrofit, modification, maintenance, spare parts and logistics support to airlines throughout the Asia Pacific and Greater China Regions which has developed skills that would be helpful as an Aviation Sales Executive. Responsible for account development, customer satisfaction, order & revenue forecasting and achieving annual order goals in excess of $1 billion.
Boeing Commercial Airplanes
Sales Director, Aircraft Trading
Boeing Commercial Airplanes
January 1998 – January 2002 (4 years 1 month)
Responsible for sales strategy and disposition of previously owned aircraft in Boeing inventory as a result of trade-ins, repossessions, lease expiration or whitetails which has developed skills that would be helpful as an Aviation Sales Executive.
Director, Asia Trade Development
Boeing Commercial Airplane Group
January 1996 – January 1998 (2 years 1 month)
Co-leader for development and implementation of the Boeing led U.S.-China trade normalization plan. Working with Government Affairs, Communications, Materiel and Boeing suppliers generated nationwide grassroots support critical to the annual vote by the U.S. House of Representatives to renew China's Most Favored Nation trade status.
Sales Director, Asia/Pacific Sales
Boeing Commercial Airplane Group
January 1995 – January 1996 (1 year 1 month)
Responsible for sales strategy and customer negotiations resulting in definitive agreement on six 777-300's, two 747-400's and four 737-400's during assignment which has developed skills that would be helpful as an Aviation Sales Executive.
Project Manager
National Wind Tunnel Complex (NASA)
January 1994 – January 1996 (2 years 1 month)
Led a team of Boeing, McDonnell-Douglas, Lockheed-Martin, Northrop Grumman, GE Aircraft Engines, Pratt & Whitney, NASA and Department of Defense employees in a study contract to design and construct a world-class wind tunnel test facility. Implemented a program management model serving the interest of industry, NASA and the DoD through shared responsibility and partnership in achieving common goals. Team successfully developed national consensus for aerodynamic and acoustic test requirements. Fostered Product Development Teams (PDT’s) focused on system level performance, integration and configuration control to achieve project cost, schedule and performance goals. Provided advocacy with NASA and Congress
General Manager
Boeing Technology Services
January 1989 – January 1994 (5 years 1 month)
Responsible for P & L associated with sales and performance of laboratory testing and technical services. Between 1989 and 1992, increased new order performance 300% from $9M to over $26M with increases in profit contribution while reducing headcount. Established a high performance, continuous improvement based work environment through extensive key business process documentation and routine implementation of process improvements. Achieved consistently high employee satisfaction rankings.
TPAC's Paul Wiggum history...puzzle coming together nicely for TPAC's future:
Experience
Vice President Sales & Marketing
Avcorp Industries
January 2011 – Present (5 years 2 months)
Avcorp designs, manufactures and assembles metallic and composite structures for some of the world's leading commercial and defence aerospace companies including Boeing, Bombardier, and BAE Systems.
WSU Foundation
Board of Trustees
WSU Foundation
September 2005 – October 2012 (7 years 2 months)
Established with creation of the Washington State University Foundation, the Board of Trustees serve a critical fund-raising and advocacy role in support of the Foundation and the University. Trustees serve on Foundation committees and build relationships with perspective donors.
Principal
Wiggum Aviation Services, LLC
September 2009 – December 2010 (1 year 4 months)Greater Seattle Area
Provided tailored solutions based on more than twenty years experience in aircraft sales, modifications and MRO services. .
Regional Sales Director, Asia Pacific & China
Boeing Commercial Aviation Services
January 2002 – August 2009 (7 years 8 months)
Accountable for leading a team of sales professionals providing post delivery, life-cycle support including retrofit, modification, maintenance, spare parts and logistics support to airlines throughout the Asia Pacific and Greater China Regions which has developed skills that would be helpful as an Aviation Sales Executive. Responsible for account development, customer satisfaction, order & revenue forecasting and achieving annual order goals in excess of $1 billion.
Boeing Commercial Airplanes
Sales Director, Aircraft Trading
Boeing Commercial Airplanes
January 1998 – January 2002 (4 years 1 month)
Responsible for sales strategy and disposition of previously owned aircraft in Boeing inventory as a result of trade-ins, repossessions, lease expiration or whitetails which has developed skills that would be helpful as an Aviation Sales Executive.
Director, Asia Trade Development
Boeing Commercial Airplane Group
January 1996 – January 1998 (2 years 1 month)
Co-leader for development and implementation of the Boeing led U.S.-China trade normalization plan. Working with Government Affairs, Communications, Materiel and Boeing suppliers generated nationwide grassroots support critical to the annual vote by the U.S. House of Representatives to renew China's Most Favored Nation trade status.
Sales Director, Asia/Pacific Sales
Boeing Commercial Airplane Group
January 1995 – January 1996 (1 year 1 month)
Responsible for sales strategy and customer negotiations resulting in definitive agreement on six 777-300's, two 747-400's and four 737-400's during assignment which has developed skills that would be helpful as an Aviation Sales Executive.
Project Manager
National Wind Tunnel Complex (NASA)
January 1994 – January 1996 (2 years 1 month)
Led a team of Boeing, McDonnell-Douglas, Lockheed-Martin, Northrop Grumman, GE Aircraft Engines, Pratt & Whitney, NASA and Department of Defense employees in a study contract to design and construct a world-class wind tunnel test facility. Implemented a program management model serving the interest of industry, NASA and the DoD through shared responsibility and partnership in achieving common goals. Team successfully developed national consensus for aerodynamic and acoustic test requirements. Fostered Product Development Teams (PDT’s) focused on system level performance, integration and configuration control to achieve project cost, schedule and performance goals. Provided advocacy with NASA and Congress
General Manager
Boeing Technology Services
January 1989 – January 1994 (5 years 1 month)
Responsible for P & L associated with sales and performance of laboratory testing and technical services. Between 1989 and 1992, increased new order performance 300% from $9M to over $26M with increases in profit contribution while reducing headcount. Established a high performance, continuous improvement based work environment through extensive key business process documentation and routine implementation of process improvements. Achieved consistently high employee satisfaction rankings.
2
