Carl R.

Millican
5 Cressida San Antonio, Texas
78248
210.479.0923 cm4a89f6@westpost.n
et

Progressive technical operations professional with expertise managing highly com

plex transportation equipment operations in high demand, safety-sensitive enviro
nments. Adept at leading diverse groups of technical staff during periods of int
ense change and rapid growth.
Skilled at building relationships and communicating effectively with vendors, go
vernment regulators, and executive level decision makers from small and midsized
companies. Extensive experience in the development and training of complex poli
cies and procedures used in the certification of government regulated industries
.

PROFESSIONAL STRENGTHS
Operations Management
Quality Management
Technical Leadership
Change Management
Contract Negotiation
Engineering Management
Reliability Improvement
Process Development and Training
Regulatory Compliance and Relations
Team Building and Development
Equipment Maintenance Programs
Policy and Procedure Development
Customer Relationships
Safety Management
Vendor Relationship Management

SELECTED ACHIEVEMENTS
Established a team of technical specialists to collaborate with diverse equipmen
t manufacturers on a critical equipment preventative maintenance program. Reorga
nized, simplified, and reduced the number and frequency of maintenance tasks req
uired.
RESULTS: Increased technician efficiency and reduced unnecessary equipment down
time with no decrease in safety or reliability.
Cut maintenance costs by $2.93 million.
Facilitated assimilation of maintenance and engineering departments of two forme
rly competing companies after a merger in a highly regulated industry. Analyzed
existing operations in each company. Developed best practice policies and proce
dures for combined operations.
Secured government approval of all operating standards during a period of height
ened oversight and public scrutiny. Coordinated and conducted training for mana
gers and technical teams on new practices and standards. Managed implementation
of all new policies and procedures.
RESULTS: Operations were merged three months ahead of schedule, driving revenue
generation opportunities ahead of projections.
Recruited to lead the maintenance and engineering division of a low cost airline
after a period of senior management change, poor product reliability and increa
sed government surveillance. Recruited and assembled a team of professionals to
identify and resolve organizational, regulatory, and reliability issues. Super
vised four directors and an operations staff of 100. Developed and implemented a
comprehensive plan for improvement.
RESULTS: Increased product reliability from 79.5% to 98.5% in the first nine mo
nths while meeting or exceeding regulatory requirements.
Improvements led to development of a trust-based relationship with federal regul
ators.
Established a technical services department at a rapidly expanding company to pr
ovide liaison engineering, technical support,
and maintenance program management in support of the maintenance department.
RESULTS: Improved efficiency of maintenance personnel by focusing their efforts
in the production of maintenance.
Increased accuracy and clarity of maintenance documents, improved regulatory com
pliance, and decreased costs by 5%.
Program managed overhaul and maintenance services of turbine engines and accesso
ries at vendor locations worldwide. Supervised service planning, leasing of spar
e engines, building of technical work-scopes, and approval of vendor expenditure
s.
RESULTS: Increased availability of serviceable spare engines by 29% in two year
s. Decreased overhaul costs by 11%.
Provided technical support to senior management during the acquisition and withd
rawal of fleet equipment. Collaborated with equipment lessors. Developed techni
cal specifications required before fleet entry into service. Negotiated equipmen
t return provisions at lease termination. Developed delivery specifications for
new equipment with manufacturers.
Determined procedures for acceptance of new equipment upon manufacture.
RESULTS: Ability to acquire and return leased equipment to owners in the least a
mount of time with the lowest company costs
allowed a rapid change in fleet equipment with the least interruption to the exi
sting operation.

PROFESSIONAL EXPERIENCE
Educational Sabbatical, San Antonio, Texas
2004 - 2009
Full Time Student, UTSA College of Business
Fairchild Dornier Corporation, Appleton, Wisconsin and San Antonio, Texas
2001 - 2003
Customer Support Manager
PSA Airlines (US AIRWAYS EXPRESS), Dayton, Ohio 2000
Director, Aircraft Maintenance
AIRTRAN AIRWAYS, Orlando, Florida 1996 - 2000
Director, Engineering 1999 - 2000
FAA Liaison (concurrent with below) 1998 - 1999
Director, Quality (post merger) 1998
Vice President, Maintenance 1996 - 1997
Mesaba Airlines, Minneapolis, Minnesota 1986 - 1996
Director, Quality Control / Chief Inspector 1995 - 1996
Director, Technical Services 1988 -1995
Director, Maintenance 1988
Assistant Director, Maintenance 1986 - 1988
PILGRIM AIRLINES, New Hampshire and Connecticut
1979 - 1986
Supervisor, Large Aircraft 1984 - 1986
Manager, Maintenance Base 1981 - 1984
Maintenance Technician 1979 - 1981

EDUCATION
Bachelor of Business Administration, cum laude, Management Science, University o
f Texas at San Antonio, 2009
In Progress of Certified Associate in Project Management (CAPM) certification, P
roject Management Institute (PMI)
In Progress of Lean Six Sigma Green Belt certification, American Society for Qua
lity (ASQ)
Airframe and Powerplant License, with honors, East Coast Aero Technical School,
Lexington, Massachusetts
Private Pilot's License, Executive Flyers Aviation, Bedford, Massachusetts
COMMUNITY LEADERSHIP
President, The Forests at Inwood Homeowners Association, San Antonio, Texas