1. JAMES M. HEVERIN III
162 Intracoastal Drive | Madison, AL 35758
(c) 256-617-1492 | (h) 256-325-1978
Senior-level Operations Leader
President | CEO | COO | VP Operations | VP Manufacturing | General Manager
Highly accomplished, hands-on West Point grad with 25+ years of military service and ten years as
a C-level Operations Leader with full P&L responsibility. Known by others for being an
exceptional, though non-traditional leader, and a person of honor, integrity and distinction.
Possessing expert-level planning, innovation and execution in organizational management,
operations and performance. Rigorously applies lean methodology, as well as technical and
analytical processes, to achieve sustainable changes in speed, cost and quality. Provides oversight,
training and mentoring in support of continuous improvement with emphasis on prioritization of
initiatives, efficiencies and/or revenue opportunities, while simultaneously monitoring and
evaluating quality management programs and initiatives. A culture change and turnaround agent
known for accelerating faster adoption, greater ultimate utilization and higher proficiency on the
changes impacting stakeholders. Open to a variety of industry sectors.
Executive Leadership • Training & Development • Strategic Vision • P&L Management
Process Engineering • Process Improvement • Lean Manufacturing • Six Sigma • TQM
Long-term Planning • Material Requirements • Benchmarking/Strategic Goal Setting
Cost Savings Initiatives • Revenue Generation • Programming and Budgeting • 3PL
General Logistics • Resource Management • Collaboration/Teaming • Negotiation
Complex Production • Electrical/Mechanical Systems Design and Production
Process Excellence • Multi-site Operations • Service/After-Market Program
Communications • Program/Project Management • Turn-arounds
• Exceptional communicator who achieves organizational strength and pride through vision,
inspiration, inclusion and personal contact.
• Possessing impressive skills in team-building, decision-making, employee and staff
education/professional development, establishing goals/objectives, prioritization and
creating a healthy workplace environment based on professionalism, dignity and respect.
• Focuses on the people side of change - including changes to business processes, systems and
technology, job roles and organization structures.
• Creates and implements change management strategies/plans that minimize stakeholder
resistance and maximize stakeholder engagement.
• Works to drive faster adoption, greater ultimate utilization and higher proficiency on the
changes impacting stakeholders in the organization.
• Provides an integrated approach to organization performance management that results in:
the delivery of ever improving value to customers and stakeholders contributing to
organizational sustainability; improvement of overall organization effectiveness and
capabilities; and organization and personal learning.
• Helps to improve the organization’s ability to think and act strategically, align processes and
resources, engage the workforce and customers, and emphasize key results.
2. Page 2 | James M. Heverin III
• Creates strategic plans that balance revenue growth with cost reduction to maximize
• Decreases operating expenses through organizing resources and streamlining operating
processes and systems.
• Utilizes operational knowledge to succeed in problem solving, creating “out of the box”
solutions to ensure proper execution, according to established standards and directives.
• Identifies and organizes resources required to achieve successful implementation in
accordance with detailed project plans.
• Reviews metrics to drive changes to improve the effectiveness and efficiency of processes.
• Ensures proper project scope, financial measures, project planning, communications,
resources, results, and overall project quality for improvement initiatives.
• Helps prepare people to anticipate and manage change and takes a leadership role
supporting major change initiatives.
• Leverages process improvement/project management concepts and tools to design, develop,
document and assist in implementing standard processes.
• Possessing a world-class manufacturing pedigree supervising multiple contracts, efforts and
• Known for creating a design-build production environment, cradle-to-grave organic
capabilities and services, and a product centric mindset.
• Provides overall production leadership, problem solving, and strategic direction during
normal production, variations in production volume and during new product launches by
driving new thoughts in approach, process and methodology while respecting the work and
processes of the past.
• Directs manufacturing leaders via thought leadership to achieve corporate initiatives and
strategies, ensuring high quality output, and continue a culture of accountability and
• Enhances quality standards to exceed customer expectations. Oversees, identifies and
manages customer quality issues and collaborates with internal teams on root cause analysis.
Maintains quality, safety and regulatory compliance relating to the production facility.
• Establishes annual budget and resource plan for the manufacturing operations. Monitors
and performs within forecasted plan. Identifies, communicates and drives implementation of
capital investments and improvement projects.
• Tracks key performance indicators that drive change and provide visibility to the
manufacturing and leadership teams. Monitors, routinely, with active data analysis to target
and drive results.
• Leads strategic sourcing of global transportation services to ensure safe, compliant, and
sustainable shipment of goods across transport modes including ground, rail, ocean, and air.
• Oversees strategy and execution in the key areas of materials shipment, sourcing oversight,
freight and warehouse operations.
• Works within corporate strategies, broad principles, policy frameworks, and designs to
propose and implement transportation strategies, guidelines and procedures to meet
requirements supporting short and long-term business needs.
• Designs and manages the transportation network to ensure it remains capable to meet the
needs of customers while maintaining an optimal cost and service balance.
• Ensures compliance with safety, security and regulatory requirements including, but not
3. limited to, global transport, trade compliance, customs regulations and duties.
Page 3 | James M. Heverin III
THE HEARTSPUR GROUP, Huntsville, AL 2015 – Present
A consultancy specializing in Department of Defense, Homeland Security, State and Local
government and Industry issues and contracts.
Senior Consultant / Director of Operations & Production
Provides expert analysis, develops courses of action and decision criteria, makes
recommendations and provides guidance, as requested, for a broad spectrum of agencies,
organizations, industries and functions, focusing on operations and manufacturing.
REMOTEC | A DIV. OF NORTHROP GRUMMAN, Clinton, TN 2013 – 2014
A leader in mobile robot systems for hazardous-duty operations.
Chief Executive Officer
Selected to turnaround a “troubled” plant. Within 16 months, completed an exceptionally
successful turnaround, rebuilding and rebranding company in numerous critical areas
including financials, contracts, materials, organizational climate/working environment, export
compliance and market-share growth. Company is now fully solvent, solidly led, working with
a common vision and well-practiced procedures, and is meeting or exceeding all financial and
NORTHROP GRUMMAN, Huntsville, AL 2005 – 2013
A leading global aerospace/defense company.
Executive Manager | Systems, Weapons and Development Programs (2008 – 2013)
Led Program Managers/Program Teams in the successful execution of a number of small,
medium and large scale manufacturing programs and development efforts. Responsible for the
overall success of programs and contract efforts, and was designated as a Program Review
Authority for this purpose. Programs included:
Programs Development Efforts
Non-Intrusive Threat detection System: ($5M) CaMEL: ($600K)
FMS UAE: ($8M) Unmanned Wingman: ($200K)
Paladin Howitzer Upgrade: ($22M) Fuel Cell: ($100K)
FMS Egypt: ($45M) Bio Battery: ($200K)
Kitting Operations-FBCB2/MRAP: ($120M) SADIE: ($400K)
CANES Production: ($150M)
Managed the following functions and critical business areas: manufacturing operations, full
P&L, engineering, supply chain management, Environmental/Health/Safety (EHS), quality
assurance, testing, budgeting, acquisitions, sales, margin, human resources, and customer
Senior Manager, Business Development/Capture/Operations (2005 – 2007)
Rotated through a number of developmental positions in order to gain experience and be
prepared for positions of increased authority and responsibility. Reworked and improved
internal business development procedures, successfully executed the responsibilities of Capture
Manager for a number of opportunities to include MRAP and Mounted Battle Command On-
The-Move, and dedicated efforts to facilities upgrades and expansion, ultimately gaining
approval for the acquisition of an additional production facility in Madison, AL and
responsibility for a robotics plant in Clinton, TN.
4. Page 4 | James M. Heverin III
TRADOC, Fort Sill, OK 2002 – 2005
Develops, educates and trains soldiers, civilians, and leaders; supports unit training; and
designs, builds and integrates a versatile mix of capabilities, formations, and equipment to
strengthen the U.S. Army as America's Force of Decisive Action.
Served as a System Manager for Rocket and Missile Systems. Responsible for the overall
operation and management of the US Army’s tactical rocket and missile systems totaling
$18.5B, including requirements development, hardware and software development, training
support and implementation, definition of overall system architectures, development of
integrated logistics support plans, operational testing, and fielding of launch platforms,
munitions and associated equipment. Routinely briefed senior military and political
representatives resulting in critical program approvals and beneficial funding decisions, and
served as the lead of an international military group.
U.S. ARMY, Fort Sill, OK 1997 – 2001
Operations Officer, Initiatives Group, DCSOPS Staff, Pentagon (2000 – 2001)
Field Artillery Cannon System Integrator, DCSOPS Staff, Pentagon (1999 – 2000)
Artillery Battalion Commander, 1st
Armored Division (1997 – 1999)
UNITED STATES MILITARY ACADEMY
Bachelor of Science, Engineering
INDUSTRIAL COLLEGE OF THE ARMED FORCES
Master of Science, National Resource Strategy/Manufacturing
ADDITITIONAL TRAINING / CERTIFICATIONS
Graduate, Six-Sigma Certification Program (2006)
Graduate, Combat Development Executive Course (2002)
Graduate, Army Force Management Course (1999)
Graduate, US Army Command and General Staff College (1991)
Current SECRET security clearance, updated 2013. Previously held TOP SECRET security
clearance with Special Access (SCI), based on Special Background Investigation.