K URT L H ANSEN (513) 240-5783  KurtHansen789@msn.com linkedin.

com/in/kurtLhansen789

SVP/VP/GM – Engineering/Technology/Quality/CI
Business Strategist  Engineering Leader  Technology Developer  Organization Revitalizer  Problem
Solver  Process Improvement Champion  Cost Out Expert  Change Agent  MSME/PE/Six Sigma MBB

Engineering Executive known for building, rejuvenating and energizing quality-driven organizations that delivered
new products and processes, competitive advantage, and hundreds of millions of dollars in productivity.

Excel in developing and executing business plans and technology roadmaps; managing global engineering teams of up to
900 and budgets of up to $110M; and steering global business units that meet cost, quality and customer delivery
commitments. Comfortable stepping into new roles, influencing/presenting to C-level executives, and leading across
divisions in large complex organizations. Broad knowledge of product design and manufacturing processes.

____________ SKILLSET & KEY RESULTS ____________

 EXECUTIVE LEADERSHIP: Built or turned around 5 technical organizations – established and led global engineering
organization that supported 5 new aviation engine programs, including the largest in GE Aviation history (LEAP),
while keeping massive installed base in service.
 ENGINEERING/TECHNOLOGY/R&D: Solid mechanical engineering foundation in design and development of highly
engineered components and manufacturing processes. Co-inventor on 6 U.S. patents. Defined technology roadmap
and developed nacelle innovations that gave GE a competitive advantage.
 QUALITY/CONTINUOUS IMPROVEMENT: Process thinker with proven results in applying Six Sigma strategies/Lean thinking
and driving CI initiatives to add value and eliminate waste. Delivered $50M+ in cost-out results (best in Engineering
Division history) and record reductions in manufacturing quality defects across the global Supply Chain.

____________ PROFESSIONAL EXPERIENCE ____________

BELCAN ENGINEERING GROUP, LLC, Blue Ash, OH
One of the world’s largest engineering and technical staffing companies
General Manager, Cincinnati Delivery Center  Sept. 2017 – Present
$110M engineering services operation serving aerospace, industrial and medical customers
Recruited based on reputation for dramatically improving organizational performance to reverse a 5-year revenue
decline while increasing profitability and morale at a $110M operation. P&L accountability for company’s largest center
with 900 employees in 8 states; 20 direct reports. Lead proposal development (3,000+ proposals/year) and project
delivery of customer solutions around product design, software/systems engineering, manufacturing and supply chain.
Identify and pursue opportunities to diversify customer and industry base. Key customers include GE, P&G, L-3
Communications, Rockwell Collins and Rolls Royce. Results…

 Initiated turnaround in just 5 months after 3 prior incumbents had failed. Led leadership strategy session, SWOT
analysis, action planning and implementation with the following results to date:
 Reversed revenues losses to post an increase for the first time in 5 years with a strong enough project pipeline to
hire another 75+ employees. Led team to identify an additional $20M in opportunity.
 Sparked steady operating margin improvement; analyzed cost structure and lowered costs $3M/year to date.
 Orchestrated seamless integration of 165 employees, customer base, projects and processes of an acquired
company in just 120 days with no adverse effects. Boosted morale organization-wide and stemmed attrition.

GENERAL ELECTRIC COMPANY – AVIATION BUSINESS (GE-A), Cincinnati, OH

Rapid progression and CEO recognition in 10 different engineering and quality roles based on technical skillset
coupled with the courage to drive change throughout the organization – always starting with the customer in mind.
Engineering Executive, Engine Commodity Design Team  2012 – 2017
Supporting all commercial, military, marine and industrial engine programs and an $11B Supply Chain; $40M budget
Promoted to stem turnover, increase morale and improve productivity of a vital design engineering team during a
period of significant volume growth. Continued….
 K U RT L H A N S E N  P A G E 2

Charged with revitalizing team, driving technology, reducing costs, standardizing design methodology, and improving
processes across the Aviation business. Based on voice-of-customer input from key internal stakeholders, developed a
clear Purpose, Vision, Mission and Strategy for team of 140 engineers at 45+ global sites. Results…

 Orchestrated rapid engineering organization turnaround – built a results-oriented global team relied upon by
senior leaders for solutions to the toughest business challenges.
 Reduced engineer attrition from 32% to <4%. Grew team from 55 to 140 in 30 months and continually developed
this globally dispersed group in critical skill areas to keep pace with ever-expanding scope and charter.
 Established a vibrant Engineer-in-the-Shop program, readied a bench of Design Engineering resources, and aligned
resources with top engine program and site priorities, ahead of massive NPI volume ramp.
 Took ownership of Engineering Division cost out strategy and achieved best-ever engineering-led variable cost
productivity of $53M on legacy programs in 2015. Identified incremental $115K cost out ideas for LEAP NPI
engines, worth over $200M/year in margin at peak production rates and billions of dollars over program lifecycle.
 Significantly reduced number of “crises” elevated to GM level by fostering a strong partnership between 8,000
engineers in Engineering Division and 30,000+ employees in Supply Chain and empowering front-line teams.

Module Leader, Low Pressure Turbine and Mechanical Systems Modules  2009 – 2012
Two newly created modules (design engineering organizations) post reorganization from CoE to module-based model
Quickly and effectively launched a new team around business priorities and delivered results on critical programs. Led
400 people globally with 270 direct reports on design of new products for massive multimillion-dollar programs. Defined
organization structure, filled leadership roles, mapped engineers to new structure, and created new design teams to take
next-generation engines for commercial and military use from concept to detail design and certification. Results…
 Led startup of a complex organization and launched NPI programs while continuing to keep immense installed
base of 55,000 commercial and military engines operational for customers.
 Established the new organization comprising 400 Engineers in the U.S., Poland, India, Turkey and Mexico.
Effectively managed a $95M program budget and met all major commitments for NPI and legacy programs.
 Built teams for 5 new engine programs, including LEAP, the largest aircraft engine program in GE history.
 Led LEAP and P20 teams through concept design review (CDR), preliminary design review (PDR) and detailed
design review (DDR) phases, meeting all major program commitments and fastest-ever development cycle
timelines. Efforts laid groundwork for successful Certification and Entry-into-Service for each program.
 Cut non-recurring engineering costs by leveraging in-country talent at new and emerging global engineering sites –
grew international teams in Mexico, India, Poland and Turkey to 250+ over 3 years while holding U.S. team flat.

Section Manager, Mechanical Systems Engineering  2007 – 2009

Global engineering team engaged in design & support of components for all Aviation engine programs; $250M buy
Recruited to resolve supply chain crisis caused by shortage of critical engine parts used by military and commercial
customers. Led 200-member global mechanical systems design team on 3 major new engine programs. Managed $50M
program budget. Results…
 Nominated for Chairman’s award for resolving a critical capacity problem impacting engine delivery. Achieved
100% delivery of technology development milestones on mechanical systems hardware.
 Modernized design processes, instilled discipline, and recruited strong talent to rebuild this critical area of expertise.
 Cut bearing delivery delinquencies 88% within 9 months, reducing penalties and transportation costs while
restoring customer confidence in GE Aviation’s ability to deliver engines.
 Designed first GE gearbox in over 30 years for the GE38 turbo-shaft program. Team was awarded for this
innovative and bold accomplishment at GE-A Engineering Recognition Day.
 Supported planning, construction and startup of a greenfield production facility in Charleston, SC in 18 months.

Center of Excellence (CoE) Leader, Commercial Nacelle Systems & Design Integration  2004 – 2007
Global engineering team designing and integrating commercial jet engine nacelle systems; $60M program budget
Challenged to rebuild and mainstream a team of 65 systems and design engineers, as well as 50 contractors,
supporting commercial engine programs.
 K U RT L H A N S E N  P A G E 3

Provided development, design, production, sourcing, and field support to a $390M product line working closely with
Airbus, Boeing, Bombardier, Embraer, Honda, and other companies. Results…
 Strengthened GE-A’s competitive advantage by taking design team to the next level and meeting all major NPI
and fielded nacelle system program goals.
 Established a Nacelles Technology Board, set technology roadmap, secured $7.7M in R&D annual funding, and
developed innovations such as pylon-down installation concept—adopted as part of Aviation’s 7 key technologies.
 Grew team 25%, strengthened technical talent in key design areas, and raised scores on employee opinion survey.
 Exceeded Six Sigma savings goal by 27%, delivering $1.35M cost reduction through process improvements.

Section Manager, Special Process Technology Center  1998 – 2004

Elite team developing or improving manufacturing processes across 30 shops and 800 suppliers worldwide
Promoted to Section Manager to revitalize group of 25 manufacturing technology experts and 300 Certifying Agents.
Charged with increasing quality by developing more robust manufacturing processes, leveraging GE’s Global Research
Center and using Six Sigma tools. Developed engineering process for performing Design-For-Six-Sigma (DFSS) across all
components. Results…
 Assembled and led 25 technology cluster teams in a matrix organization to improve product quality, cycle time
and cost, making GE more competitive. Contributed $14M+ in productivity annually.
 Established team as the Certifying Agency for special processes across 30 shops, 8 partners and 800+ suppliers.
 Outperformed 2003 savings goal by 180% and exceeded $10M productivity improvement stretch goal by 45%.
 Member of senior team that established GE Aviation’s first global Engineering site in Turkey in 14 months.
 As Team Leader, GE-Honeywell Integration Team, received CEO Award for top performance.

Six Sigma Master Black Belt, Supply Chain Division  1995 – 1998
A complex, $4B global supply chain spanning over 30 countries
Member of inaugural team of GE leaders charged with launching Six Sigma company-wide. Co-developed GE Aviation
Six Sigma strategy. Led 25 Black Belts across 10 sites. Held P&L accountability for assigned initiatives. Results…
 Improved quality, cost and delivery in Aviation supply chain using Six Sigma strategy with significant GE financial
impact. Contributed $21M in productivity over first year and reduced working capital by $8M.

Prior rapid promotions at GE in hands-on technical roles: Process Leader, Design Leader, Lead Engineer, Design
Engineer. Frequently assigned to tackle the most complex technical problems where others had fallen short.

____________ PAYING IT FORWARD ____________

Steering Committee Member and Facilitator – Next Generation Institute (NGI), The Goering Center
University of Cincinnati Carl H. Linder College of Business
Volunteer and business coach during interactive 8-month forums; assist family-owned business leaders in preparing to
gradually transition roles and ownership of their companies to future generations.

____________ EDUCATION, LICENSE & MEMBERSHIPS ____________

 MSME: Rensselaer Polytechnic Institute, Troy, NY BSME: South Dakota State University, Brookings, SD
 Professional Engineer (PE): Registered in Ohio Six Sigma Master Black Belt
 Extensive GE professional development and leadership training
Boards of Directors:
 Corporate Advisory Council, American Indian Science & Engineering Society, 2005 to 2017
 GE Community Service Fund, 2007 to 2017
 Dean’s Advisory Council, College of Engineering, South Dakota State University, 2005 to 2016
 Founding Member, Engineering Diversity Council, GE Aviation

Member: American Society of Mechanical Engineers (ASME); American Institute of Aeronautics & Astronautics (AIAA)