1. BRAD E. MAGRO, PMP
Cranberry Township, PA bemagro01@gmail.com
717-725-4756 linkedin.com/in/brad-magro-3742299
Accomplished Global Business Leader
A Director and Program Management Professional who has integrated his entire career experience to
become expert at delivering complex programs on time, on spec, and on cost. A leader with a proven
track record of success in directing contracts, subcontracts, procurement and program management,
process excellence and business development for large scale, complex DoD and commercial efforts. A
superb strategist, negotiator and facilitator, who builds compelling value propositions, wins new business
and manages risk, cost and schedule effectively. An expert at creating and leading virtual, multicultural
and international teams, who also demonstrates a natural ability to build and sustain valuable, successful
and lasting customer relationships. An inspirational teacher, coach, mentor and counselor.
Professional Experience
JOY Global, Incorporated, Underground: 2014 – 2016
Global Director, Project Management. Direct all critical projects; over $10M, international customers,
complex customer requirements, and schedule challenges. Successfully lead, mentor and manage the
Global Project Management Organization (PMO) and all other organizations assigned to project teams, to
accomplish technically and contractually compliant fulfillment of customer orders. Total portfolio valued at
over $330M. Manage virtual international teams. Deliver on time, on spec, on cost from receipt of order
through commissioning.
• Directed a full refresh and modernization of the Corporation Project Management Process,
consistent with PMI “PMBOK” Fifth Edition standards and guidance.
• Exceeded all contract requirements and Revenue challenges for the Compass Minerals, Canada
Project ($70M), establishing excellent customer relationships that influenced the customer to
purchase other JOY built ancillary equipment. Recorded the first ever on time equipment
deliveries in JOY Global history for the HM36 product line, exceeding customer timelines.
• Met all of the major delivery requirements and revenue goals for the G1 Longwall Project,
Australia ($208M) for FY 2014, and 2015, developed excellent customer relationships.
• Delivered the SNSG, Norway Longwall on time to a high risk negotiated schedule, in a record 9
months turn around, meeting all FY 2014 revenue objectives for this project ($50M)
Lockheed Martin, Corporate- Operating Excellence & Program Management: 2009 –2013
Director, Program Management – Lead Operating Excellence Subject Matter Expert (SME). Team
leader for the Electronics Systems (ES) business SME team. Provide leadership and engage in all
aspects of business strategy, develop Performance Excellence Plans. Plan and Conduct Lean Six Sigma
events and projects. Engage as a facilitator, SME and/or a consultant. Mentor Green Belts, Black Belts
and Program Managers. Serve the corporation as a major change agent and advocate.
• Strategized, planned and facilitated Lean Six Sigma efforts resulting in $16.846M in combined
cost savings, cost avoidances and givebacks from budgeted work to management reserve
• Conducted events to improve/solve problems for transactional, program management, supply
chain and manufacturing processes, utilizing VSM, Kaizen, PDK, TKO, and Rapid Prototyping
2. • Successfully introduced and integrated Operating Excellence and corporation desired change
initiatives into programs and manufacturing operations
• Supported major strategy shifts or inflection points on programs and performed deep dives and
surveillance reviews to assure that these shifts were executable.
• Formally recognized by Corporate as a leadership coach for demonstrated leadership qualities.
Led over 50 successful engagements.
BRAD E MAGRO 717-725-4756 page 2
Lockheed Martin, Integrated Systems and Global Solutions: 2004 –2009
Director - Program Management. Upgrade/deliver the 18 month Program Management Development
Program (PMDP) to 140 students at six locations across the United States. Develop, institute and deliver
the Program Management Talent Assessment Process across the business. Run the Program
Management Council for the business. Serve as the principle interface and representative from the
business to corporate for all aspects of program and subcontract program management. Process Owner.
• PMDP became very selective, due to increased interest, and trained several future VPs and
Directors for Lockheed Martin and other businesses
• Successfully developed Program Management training modules and assessment tools
subsequently adopted by the entire corporation.
• Created and deployed significant upgrades to Program Management Development Programs and
Talent Assessment Tools, modernizing and transforming the Program Management talent
assessment and development training programs.
• As Process Owner, successfully developed and sustained Program Management and
Subcontract Management related processes to CMMI level 5 standards.
Director – Subcontract Program Management. Total oversight of Subcontractor performance and
Subcontract Program Management (SPM). Develop and ensure adherence to SPM policies and process.
Develop and implement enterprise goals and strategies to improve subcontractor performance and
corporate SPM capabilities. Senior subject matter expert, principal instructor in effective subcontract
management, and mentor for all SPM’s.
• Introduced a package of metrics, tools, systems and discipline that established a capability to
assess the true status of subcontractor performance across all product lines.
• Successfully established the Subcontract Program Manager as a formally-recognized Program
Management Position.
Lockheed Martin, Management & Data Systems: 2001 – 2004
Subcontracts Senior Program Manager. Lead evaluator and manager of phase 1 (requirement
development) and phase 2 (development and production) for all tier 1 and 2 subcontractors to achieve all
program performance, schedule and cost targets. Programs consisted of 80% subcontract content.
• Led successful early integration and risk reduction program, engaging program engineering, five
major subcontractors and several key vendors, leading to positive assurances that multiple
Consolidated Dispatch operations centers for the State and Local Police incident management
program could be successfully deployed with minimal risk.
• Saved over $30M in program costs by restructuring and eliminating non value-add subcontractor
team members to avoid an impending failure on contract execution and delivery. Completely de-
layered three first tier subcontractors, successfully reallocating work scope to enable the program
to proceed to development and production within the budget.
• Successfully led engineering project management for the design, test and integration of the
communications interface between the mobile police computers, radio network, and the data
recording, storage, analysis and mining function.
Lockheed Martin, Naval Electronics and Sensor Systems: 1996 – 2001
3. Program Manager, Electronic Warfare Programs. Manage Program Operations/Program Control and
Procurement activities for all Electronic Warfare Programs in the product line. Definitize subcontracts and
assure performance to requirements. Lead program customer negotiations, business operations, finance,
contracts, proposal management, supply chain and compliance oversight.
• Directed successful realignments to work scope, including de-scoping of major teammate
subcontractors when the work was de-scoped by the customer, deemed non-supportable in our
cost base, or when their technical performance became unacceptable.
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• Accomplished several successful technical cost and risk reduction projects contributing to the
success and ongoing viability of EW programs. Successfully managed complex early integration
efforts across several engineering disciplines along with major and second tier subcontractors.
• Developed and implemented state of the art upgrades, advancing the technology boundaries for
Electronic Warfare signal processing Delay Line technology, and survivable COTS electronics
cabinet design and power distribution.
General Electric Company/Lockheed Martin, Naval Electronics and Sensor Systems: 1981 –1996
Subcontract Program Manager, AN/BSY-2 and SQQ-89 Programs. Achieved positions of increasing
responsibility from subcontract management team member, to Display and Weapons Subsystems
Program Manager for the Seawolf class submarine combat system, for development and in support of all
ongoing Integration and production activities. Definitized and managed major subcontracted efforts for
these programs, over $300M in work scope. Developed and implemented strategies to resolve conflicts
and optimize subcontractor performance. Program Managed subcontract performance of major ECPs.
Accomplished successful delivery of AN/BSY-2 Display and Weapons HW Subsystems; managed several
product improvement programs to this equipment post-delivery.
• Accomplished a major, significant technical performance risk reduction related to the AN/BSY-2
Combat System Display Subsystem response time, valued at approximately $4.5M in cost
avoidance, at no increase to our cost base.
• Major contributor to the nuclear weapon separation architecture for the Weapons Subsystem
• Successfully accomplished all customer sales targets for the display and weapons subsystems,
achieving sell off at subcontractor locations prior to shipment.
• Successfully accomplished major de scope/rebaseline negotiations with subcontractors and
effectively managed work when efforts were reassigned from subcontracted effort to internal
Lockheed Martin work. Directly supported BD (reporting to the BD VP) for opportunity ID, on
contract growth and related domestic and international opportunities.
Capture Manager, RAS TANURA Vessel Traffic Management Program. Managed all aspects of this
winning, successful 27M direct foreign (SAUDI ARAMCO), non-core business capture effort. Customer
point of contact. Leader for proposal/program management, interpreting customer RFQ requirements,
establishing proposal strategy, discriminators and ground rules, developing the winning technical solution
and forming vendor teams to meet the requirements. This WIN enabled Lockheed Martin to establish a
new product line, Vessel Traffic Management.
• Developed and implemented a successful, innovative, counter to “common wisdom” sourcing
strategy for the lowest cost compliant system from multiple worldwide vendor sources.
• Established excellent customer intimacy, which was cited by the customer as a significant
contributing factor to the WIN.
Manager, Program Control, AN-SQQ-89 HW Upgrade Program. Managed a $57M proposal effort to
establish this program. Program Manager for day-to-day operations and customer negotiations, and for
contracts, subcontracts, schedule management, data management, earned value implementation,
management and reporting. Established and maintained program WBS, budgets and program reserve.
4. BRAD E MAGRO 717-725-4756 page 4
Contract Administrator/Senior Contract Administrator, Solid State Radar Programs. Managed
contracts with USMC, USAF and Egypt, Saudi Arabia, Belgium, UK, Taiwan, Korea and Argentina
programs and proposals.
• Negotiated multiple US DOD and foreign government radar contracts, including cost and
schedule, follow on orders and major product improvements. Administered programs for
compliance with contract requirements. Established excellent customer intimacy with on-site,
agency and end user customers.
• Program Manager for Award Fee Program, all ECP efforts, Logistics and Provisioning, Repair
and Return Services and Government Furnished Property Management. Achieved 95 – 100%
Award fees
• Turned around Government Property Management on Radar System Programs from “unfunded,
unmanaged, major contractual risk” into a profit generator of $1.15M/yr. by developing from
scratch all flow charts, process maps, processes and program instructions for a GFP
management “business” and selling this concept to our customers.
• Directly supported BD and successfully identified and captured several “on contract” growth
opportunities, worked directly with BD to support new business generation, successfully
negotiating new business with potential customers.
Education
Bachelor of Science, Electrical Engineering (BSEE), West Virginia University
Juris Doctorate, Law (JD), West Virginia University
Master of Business Administration (MBA), Syracuse University
Certifications and Licenses
Project Management Professional (PMP), Project Management Institute
Qualified Program Manager, Lockheed Martin
Certified Lean Six Sigma Black Belt
Member, West Virginia State and Federal Bar Associations
Other relevant Training
Carnegie Mellon Software Engineering Institute
Introduction to Capability Maturity Model Integration (CMMI) Staged and Continuous
Lockheed Martin Center for Leadership Excellence
Program Management Institute
Quality Management Institute
Financial Strategies Program
