2017 Model of Excellence Awards Ceremony Program

AWARDS CEREMONY NEWPORT NEWS, VIRGINIA SEPTEMBER 21, 2017

SEQUENCE OF EVENTS Welcome Ms. Jennifer Boykin President, Newport News Shipbuilding Invocation Ms. Susan Goss Manager Product Training Dinner Remarks and Special Video Presentation Ms. Jennifer Boykin

Logistics Forklift Training Program Team Introduced by Mr. Rob Hogan Electronic Workflow and eVaulting in Procurement Process Team Introduced by Mr. Rob Hogan X33 Drill Tool Innovative Team Introduced by Mr. Matt Needy Vice President, Virginia-Class Submarine Program and Fleet Support

Recognition of Honorees

CMAF Safety Record and Approach Team Introduced by Mr. Matt Needy

Teacher Internship Program Introduced by Ms. Susan Jacobs Vice President, Human Resources and Administration

USS John Warner (SSN 785) PSA Introduced by Mr. Matt Needy

Enterprise (CVN 65) Fuel Removal and Transfer Team Introduced by Ms. Mary Cullen Vice President, Nuclear Propulsion Nationally Recognized Technical Leadership Introduced by Mr. Charles Southall Vice President, Engineering and Design Integrated Concepts Future Submarine Design Project Introduced by Mr. Charles Southall Onboard Repair Parts Load Out Process Introduced by Mr. Brian Fields Vice President, Integrated Planning and Production Control

WSQ-9 Structural Install Team Introduced by Mr. Matt Needy Superior Fabrication Performance, Ford-Class Doors Team Introduced by Mr. Ray Bagley Vice President, Trades Operations Enterprise (CVN 65) Reactor Vessel Pump Down Team Introduced by Mr. Ray Bagley USS Abraham Lincoln (CVN 72) Construction Leadership Introduced by Mr. Chris Miner Vice President, In-Service Aircraft Carrier Programs

Safety Man Movement Introduced by Mr. Rob Hogan Vice President, Manufacturing and Material Distribution 1

2017

AWARD CATEGORIES The annual Model of Excellence Awards Ceremony recognizes individuals and teams who have made extraordinary contributions to the achievement of Newport News Shipbuilding’s strategic objectives through their performance and accomplishments in the following award categories: Courage to Make a Difference Recognizes an individual or team that demonstrates courage with regard to ethics, inclusiveness, engagement and other behaviors that positively change the company culture or make a difference in the company or community.

Customer Satisfaction Recognizes exceptional quality, products or services supplied by an individual or team that exceeds customer expectations.

Leadership Recognizes an individual or team that exhibits exemplary work performance and ethical leadership behaviors that are aligned with the company’s core values to include integrity, safety, honesty, engagement, responsibility, inclusion and diversity.

Innovative Excellence Recognizes innovative thinking, ideas and solutions that successfully achieve or significantly improve some or all of the company’s core pillars, growth, profitability and/or competitive advantage.

Operational Excellence Recognizes significant improvements in business operations, cost, cycle time, efficiency, processes, quality, safety and/or quality of life.

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MODEL OF EXCELLENCE

Tugboat Huntington escorts Washington (SSN 787) out of the James River for sea trials. Photo by Matt Hildreth

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Product trainer Josh Horner (O26) gives an overview of work instructions to a group of teacher interns.

Photo by Ashley Major

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TEACHER INTERNSHIP PROGRAM

Marcia Downing O36

Shauntel Foster K18

Susan Goss O26

David Green O26

Jessicah Hegeman O20

Jeffrica Key K18

Anne Lewis O20

William McGlone Jr. O26

Gordon Sproat K01

Sherri Thompson O20

Newport News Shipbuilding has long partnered with schools throughout the region to build a strong talent pipeline by focusing on initiatives related to career awareness, STEM (science, technology engineering and math) promotion, and job readiness.

While many of these initiatives directly target students, this team recognized that reaching teachers could also influence hundreds of students each year. With that in mind, NNS launched the Teacher Internship Program in 2012. This innovative program, run by Trades Training, Career Pathways and Talent Acquisition, brings 24 educators to the shipyard each summer for a paid, two-week internship.

During their time at NNS, these educators are exposed to all aspects of the shipyard including engineering,

apprenticeships, trades and professional careers. Through hands-on experiences, the teachers gain insight as to how shipbuilders utilize academic skills every day.

When the educators return to their schools, they are able to better incorporate real-life applications into their lesson plans, advocate for science, technology engineering and math, promote NNS as a regional employer of choice, and guide students toward skilled trades and career opportunities at NNS. Since this internship began, 150 educators have “graduated” from the program. This team’s efforts have and will continue to impact thousands of students who benefit from the knowledge and enthusiasm their teachers gained, thanks to the Teacher Internship Program.

COURAGE TO MAKE A DIFFERENCE

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ELECTRONIC WORKFLOW AND eVAULTING IN PROCUREMENT PROCESS TEAM

Jessica Burton O51

John Chilbert O41

Chris Goush O55

Lauren Kraus O51

Julie Menna O51

Sima Vaysman T55

Michele Walker O45

Brenda Williams T55

Newport News Shipbuilding processes approximately 200,000 purchase orders (POs) each year. These documents are contracts with suppliers to provide material and services vital to company operations.

The legacy procedure for processing these documents involved printing a hard copy of the PO, tracking down the appropriate person for signatures, and filing the PO and supporting documents with a vault clerk.

This process also required that hardcopies be stored in the vault for a specified length of time. POs in the vault stretched more than a mile and contained more than one million documents.

This cross-functional team, made up of procurement specialists, facilities representatives, and IT experts, came together and engaged with customers to understand

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William McGlothlin T55

their needs. The team was then able to design a new electronic workflow and eVaulting system in less than two years.

The new system allows for electronic approvals and signature verifications. There is also a new electronic filing system, eliminating the need to retain hard copies in a vault. After vigorous testing and training, the new system seamlessly replaced the legacy process in May 2016. This transition is the largest process change that the procurement organization has experienced in 18 years.

Thanks to this team’s innovation, POs are processed quicker and provide greater support to the shipbuilders across the enterprise.

INNOVATIVE EXCELLENCE

Michele Walker (O45), William McGlothlin (T55) and John Chilbert (O41) review files in preparation for the electronic workflow and eVaulting conversion. Photo by Ashely Major

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USS John Warner (SSN 785) departs Newport News Shipbuilding for Post Shakedown Availibility sea trails. Photo by John Whalen

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INTEGRATED CONCEPTS FUTURE SUBMARINE DESIGN PROJECT

Warren Berry E86

Kevin Bowe E42

Matt Davis E46

Dar Deerfield Mook

E30

Alex Erving E30

Janine Jones E16

Evan Neblett E30

Shawn Paden E30

Andy Poole E30

Nicholas Stowe E30

Newport News Shipbuilding’s prominent role in U.S. Navy nuclear-powered warship design is a key source of company pride and a core attribute of the company’s business. NNS is continuing this design role on the Navy’s newest nuclear-powered warships – the Ford and Columbia classes.

As the Navy explores future designs to meet warfighting challenges, NNS intends to continue the tradition of excellence in design. To be successful in the future, NNS has dedicated significant resources to support critical submarine design work. As part of this effort, and after several years of independent research and development, a team was established to refine these skills and develop current technology-enabled design tools.

This team worked together to develop and combine several computer tools into an integrated suite, allowing the development, analysis, and optimization of a full ship concept design. The proprietary software used by this tool enables a more efficient and detailed design that offers less expensive and better options for the Navy.

This innovative technology, exclusively developed by this team, continues NNS’ tradition of design innovation.

Because of this team’s efforts, NNS has the ability to perform complex analysis work very early in the design process, enabling the company to help balance potential capabilities and cost for future U.S. submarines.

Thanks to this team’s innovation, NNS is a recognized leader in submarine concept design for future programs.

INNOVATIVE EXCELLENCE

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X33 DRILL TOOL INNOVATION TEAM

Ronny Davis Jr. X33

Warren Doyle X36

Heinz Trulley X82

David Watkins X33

William Halverson X51

Every day in Newport News, shipbuilders drill through thick steel beams and structures to build the finest ships in the world. Over time, this work, if not performed correctly, can cause shoulder, neck and back injuries.

In 2016, drilling work in a submarine facility was stopped due to a sudden increase in these types of injuries. At that time, a cross-functional team in the shop asked, “How can we help?”

The group immediately began engaging with shipbuilders performing drill operations and identified improvements that could be made. Through open dialogue and witnessing the drilling process, team members determined that a new fixture was needed to reduce drill time and muscle strain.

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Daniel Shaw X36

Joseph Traynham X82

The team built a prototype and began piloting the new fixture. The group quickly discovered that the fixture was the solution – it reduced drill time from six minutes to six seconds, and was also ergonomically appealing as it required little physical exertion to operate.

In addition to improving drill work in their shop, the team designed modified versions of the fixture for other trades across the shipyard. This team’s determination to think outside-the-box has not only improved the morale and safety of shipbuilders, but it has also increased productivity and reduced costs.

INNOVATIVE EXCELLENCE

David Watkins (X33) uses the specialized drill developed by the team. Photo by Ashley Major

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Enterprise (CVN 65) sits at Pier 2.

Photo by Matt Hildreth

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ENTERPRISE (CVN 65) FUEL REMOVAL AND TRANSFER TEAM

Matt Butler X73

Frank Dillard X73

Ron Ferguson E82

Chris Garringer

E82

Larry Gibson X73

Paul Laroche E82

Dennis Morgan X73

Joey Piland X73

Joe Preli X73

Jeff Shafer E82

Monte Walden X73

In 2013, shipbuilders welcomed USS Enterprise (CVN 65) back to Newport News to begin her inactivation. Also known as “Big E,” the ship is the first nuclear-powered aircraft carrier to undergo an inactivation, a complex process that includes defueling the ship’s reactors and preparing the ship for final dismantlement.

Because the inactivation process had never been performed before, the refueling team tasked with removing fuel from Enterprise’s eight nuclear reactors knew the work would be filled with challenges – and they were right.

In 2015, NNS began the defueling process. The team spent 24 hours a day, seven days a week facilitating defueling operations—a job that took 15 consecutive months to complete.

During operations, the team used the oldest spent fuel removal system, while simultaneously using a new spent fuel shipping

container system. Challenged with work on both systems, the team came up with innovative ways to overcome technical challenges, equipment malfunctions and design issues.

The team was able to overcome these issues and successfully remove “Big E’s” fuel 25 days ahead of schedule, which allowed Ship’s Force personnel to be released from the ship early. The Navy was able to reassign these individuals to other critical missions ahead of time, and other NAVSEA and NNS resources were able to support other work.

Adm. Frank Caldwell, director of Naval Nuclear Propulsion, recognized this team’s expertise as the longest sustained duration of high-sensitivity reactor servicing operations ever completed on any project.

CUSTOMER SATISFACTION

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USS JOHN WARNER (SSN 785) PSA

Keith Bailey O64

Justin Byrum O62

Michael Griffith X82

Donald Horley O93

Nick Mann X82

Bobby Peck Jr X82

Don Richardson II X82

Joe Tester X82

Jim Weber X82

Catherine Weisskopf X36

After ships are delivered to the Navy, they go through a process to correct any deficiencies found during their first deployments at sea – it’s called a post-shakedown availability or PSA. In 2016, Newport News Shipbuilding began this work on John Warner (SSN 785) to prepare it for joining the Navy’s fleet. The PSA contract has typically been completed by our competitor, Electric Boat, and has averaged 23 months from delivery to completion.

Challenged with costs, the Navy decided to give NNS a chance to complete the work.

In 2016, this team proved to the customer that they could redeliver the ship in 14 months, with no

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dry docking requirements – a 40 percent schedule improvement. To accomplish this, the team worked diligently and proved to be true leaders who overcame many obstacles.

This team planned and executed the availability ahead of schedule and under budget, while overcoming challenges never faced before with extensive underwater work. This team continued to think outside of the box to find new ways to get the work done, with zero injuries, and ahead of schedule.

After Warner’s successful availability, NNS has been awarded the opportunity to perform additional PSA work for both NNS and EB delivered hulls.

CUSTOMER SATISFACTION

USS John Warner (SSN 785) departs Newport News Shipbuilding for Post Shakedown Availability. Photo by John Whalen

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USS Hawaii (SSN 776) arrives in Hawaii.

Photo by U.S. Navy

It’s called a WSQ-9 ShipAlt and it’s a critical sonar system, providing 360 degrees of coverage for high threat targets.

Initially, this highly-advanced system was successfully installed by Newport News Shipbuilding on all nine of the Los Angeles-class submarines.

The sonar system work for Virginia-class submarines, however, was awarded to a competitor until, due to significant cost overruns and schedule delays, NNS got the contract back for the third Virginia-class submarine, USS Hawaii. This award was a big win for our Submarine Fleet Support Division, but also a big challenge.

The work was to be performed off-site at the Pearl Harbor Naval Shipyard, so the team started early by evaluating 16

lessons learned from the Los Angeles-class and by diligently studying the submarines’ structural differences.

They also developed a detailed plan for the work and ensured that all necessary tools, equipment and materials were available offsite.

It was this team’s dedication to quality and teamwork that led them to complete USS Hawaii’s sonar system in November of 2016 – on schedule and under budget. This exceptional performance did not go unnoticed by the Navy.

As a result, NNS has been awarded three additional sonar system installations for the Virginia-class; a combined contract valued at $18 million.

WSQ-9 STRUCTURAL INSTALL TEAM

Joshua Adams X11

Billy Black Jr. O64

Kevin Butts X11

Josh Cantrell X11

Charles Cook X18

Willie Daughtrey Jr. X18

Delano Francisco X11

Robert Hill O64

Milton Jones X11

Rudy Leming III X11

Eli Loiselle X18

Garland Moore X18

Jerald Saunders X18

Robert Skeps X11

Jason Walker O64

Eddie Washburn Jr. X11 Not pictured: Michael Stephenson, O64

CUSTOMER SATISFACTION

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CMAF SAFETY RECORD AND APPROACH TEAM

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Terence Bell X11

Joseph Cole X31

Derek Conley X82

Tanya Downing-Austin

X31

Marshall Edmunds X82

Lee Gilliam X82

Karla Hamrick X67

James Little X32

Duon Martin X82

Barbara Richardson X33

Joe Stinson X82

Shamar Strothers X42

Heinz Trulley X82

Don Wynn X18

OPERATIONAL EXCELLENCE

Members of the CMAF Safety Team stand on step stools created to increase safety in the workplace environment. Photo by Ashley Major

From 2013 to 2015, while the rest of the company was significantly reducing recordable injuries, there was little to no improvement by the Virginia-class submarine assembly trades in the Covered Modular Outfitting Facility (CMAF). In 2013, this area alone recorded 28 injuries and unfavorable trends continued through 2015.

In an effort to make improvements, the CMAF established a cross-functional team to brainstorm ideas about what could be done. Team members met with company leadership, engaged with various trades, and spent time inspecting work areas and identifying safety risks.

Within eight months, the team identified and implemented more than 100 safety initiatives. As improvements were implemented, the team ensured adoption of initiatives by holding discussions in meetings and by hanging safety displays in work areas throughout the facility.

Many of these initiatives have since been adopted by other divisions or rolled out yard-wide.

Today, the CMAF is celebrating its safest years ever and recordable injuries are continuing to decline. This team proved that when you care about employee safety and listen to their ideas – you can achieve or exceed challenging goals.

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Enterprise (CVN 65) basks in the glow of the afternoon sunlight at Pier 2. Photo by Matt Hildreth

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ENTERPRISE (CVN 65) REACTOR VESSEL PUMP DOWN TEAM

Seth Bazemore X42

Rashamel Benton X42

Larry Brickous X42

Keith Britt X42

Jordon Brown X42

John Dickson X42

Brendan Kelly X79

Randall McCrary X42

B.R. Smith X79

In June 2013, Newport News Shipbuilding began it’s first-ever inactivation of a nuclear-powered aircraft carrier with the inactivation of Enterprise (CVN 65).

In 2015, the process of removing the hull’s spent nuclear fuel began. This was the first time that Newport News Shipbuilding performed a removal process without using the hull’s own internal systems. As water was pumped to a facility nearly a quarter mile away, there was potential for contaminated water to be left behind in the reactor vessels.

Having a significant learning curve ahead of them, each member of the team spent countless hours familiarizing themselves with technical requirements, tools and equipment necessary to perform the job.

Within nine months, they successfully transferred nearly 24,000 gallons of contaminated water off the hull and into the facility with zero spills or accidents – and they did it under budget and ahead of schedule.

OPERATIONAL EXCELLENCE

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SUPERIOR FABRICATION PERFORMANCE, FORD-CLASS DOORS

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Hassan Ahmed X32

Eric Becraft X32

Hayden Champigny X32

Jeffrey Chason X32

Kenny Edwards X47

Richard Etter Jr. M40

Chris Harris X22

Paul Hudson X32

Mark Hurst X32

Mark Mortman X32

Scott Phillips X32

Jason Roach M40

Richard Scott X32

John Simone Jr X32

Ryan Soult X32

Steve Torres M40

Nikki White X32

OPERATIONAL EXCELLENCE

Gerald R. Ford’s (CVN 78) island house during Builders Sea Trials.

Photo by Ashley Major

Newport News Shipbuilding’s Sheet Metal Department plays a vital role in the construction of nuclear-powered aircraft carriers. In 2013, the department’s manufacturing shops began construction of 247 bulkhead doors for John F. Kennedy (CVN 79).

The construction of these aircraft carrier doors is the single largest product of the sheet metal manufacturing shops. Since there was a 15-month contract delay on Kennedy, the shops started construction on the doors with significant schedule and cost pressures.

This team, made up of sheet metal workers, welders, machinists, and planners was challenged to find ways to

reduce cycle-time while maintaining safety and quality, ultimately making up for a 15 month delay.

In order to successfully build all of the doors on time, this team came up with innovative techniques and fixtures that were game-changing ideas for this ship and future Ford-class carriers. They completed the work for 40 percent below cost and with a 95 percent first-time quality pass rate. It was this team’s dedication to craftsmanship, teamwork and commitment to excellence that drove them to success.

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General Foreman Josh Baker (O22) is a natural leader, a dedicated teacher and a passionate shipbuilder. Photo by Ashley Major

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USS ABRAHAM LINCOLN (CVN 72) CONSTRUCTION LEADERSHIP The last segment of work performed on any project is often considered, “critical path work,” meaning a small obstacle or delay could impact delivery of the entire project.

During USS Abraham Lincoln’s (CVN 72) last year of refueling and complex overhaul (RCOH), the In-Service Aircraft Carrier Division reassigned several leaders to offsite projects and planning efforts in support of USS George Washington’s (CVN 73) RCOH. The division had to quickly backfill these leadership positions, while maintaining progress during Lincoln’s most crucial phase of RCOH. Josh Baker was selected to lead the X43 propulsion team.

At the time, Josh was serving as an apprentice craft instructor in the carrier’s propulsion plant. Josh willingly accepted the general foreman role while also maintaining accountability for the apprentices under his command.

As X43 general foreman, Josh successfully led his team through the execution of both propulsion plants, and maintained his role as an apprentice craft instructor simultaneously. Josh’s technical expertise, calming influence and professionalism created a climate of success for his crew, apprentices, division and the customer.

Josh is a natural leader, a dedicated teacher and a passionate shipbuilder who upholds a high standard for himself and his team. His coworkers and students attest to him being one of the most influential people in their lives – both professionally and personally.

Josh Baker O22

LEADERSHIP

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LOGISTICS FORKLIFT TRAINING PROGRAM TEAM

Michael Fitchett O53

Floyd Foster O53

Curtis Mayfield O53

Paul Mikszewski O53

Calvin Smith Jr. O53

Tom Surles Jr. O53

Rodney Thornton Jr. O53

Mary Yarborough O53

Forklift operators are essential to daily operations at Newport News Shipbuilding. Their responsibilities include loading, unloading and safely transporting materials and components throughout the yard.

This job comes with a lot of responsibility and can often be dangerous if the operator isn’t following proper safety precautions.

In the United States, about 15 percent of forklift accidents result in injury or death; at NNS, approximately 40 forklift accidents are reported each year.

This team took operator safety a step further by developing an on-the-job training program, separate from the company’s required forklift operator classroom training.

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LEADERSHIP

Shawn Potter O53

Trainers of this program work directly with trainees to develop operator confidence and ensure the main focus is on safety.

The team also developed a step-by-step handbook, which includes training in various areas and requires the trainee to master specific skills before advancing to the next section. The handbook also includes a series of practice tests, management guides, a program tracking system, training certificates, and a trainee feedback card.

This year, the program celebrated its one year anniversary. Since its inception, 103 shipbuilders have successfully completed the program – of these shipbuilders, zero have been involved in a fork lift accident and all participants remain accident-free.

A forklift operator navigates the procurement warehouse.

Photo by John Whalen

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Engineering Manager Randy Bethea (E15) has demonstrated outstanding success in technical problem solving.

Photo by Ashley Major

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NATIONALLY RECOGNIZED TECHNICAL LEADERSHIP Becoming a technical leader in the shipbuilding industry is no easy undertaking. It requires a strong passion for the business, continuous learning, collaboration with technical peers and the ability to form technical relationships across the business and with the Navy.

Randy Bethea has set the standard for technical leadership at Newport News Shipbuilding. For more than 30 years, Randy has been a leader in the field of complex engineering methods and served at the top of his profession. He serves as an ambassador for the company, working among the nation’s best engineers to set the American Society of Mechanical Engineers’ design standards – criteria that govern the profession across the United States and around the world.

At NNS, Randy has led a multitude of very complex, operationally critical engineering challenges, resulting in improved safety of products at sea, a high-degree of customer confidence and seamless industrial operations. He has continuously enhanced his technical and professional credentials through self-development; and, by actively engaging in progressively challenging endeavors.

Randy has demonstrated outstanding success in technical problem solving associated with new ship designs, ship construction support, Navy Fleet Support, and non-ship-related NNS business initiatives and opportunities. Simply stated, Randy is a relentless engineer, a selfless peer, a thoughtful mentor and a collaborative leader.

Randy Bethea E15

LEADERSHIP

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ONBOARD REPAIR PARTS LOAD OUT PROCESS

Michael Frary X46

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USS Texas (SSN 775) was the first Virginia-class submarine delivered at NNS. During Texas’ construction, the company was faced with significant scheduling challenges and potential loss of work due to a non-defined process called the Onboard Repair Parts (OBRP) Load Out Process.

It’s an extremely complex process that involves material acquisition for more than 100,000 parts per ship, installation and inspection of these parts, as well as validation by the U.S. Navy prior to the ship’s delivery. It was evident the process was in need of a strong leader.

Mike Frary is that leader. Following Texas’ delivery, Mike worked countless hours to develop and implement a step-bystep action plan to coordinate and drive material procurement for each ship. He continues to review and refine the process and recently identified a cost-reduction initiative that reduced 2,000 man-hours per ship.

Since the delivery of Texas, Mike has effectively led the OBRP load out process for all six of NNS’ Virginia-class submarine deliveries. He is currently leading the effort for Indiana (SSN 789).

Mike’s leadership efforts have been recognized by the Navy as a “best practice” in the industry.

LEADERSHIP

Michael Frary (X46) worked countless hours to develop and implement a step-by-step action plan to coordinate and drive material procurement. Photo by Ashley Major

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Initiator of the “Safety Man Movement,” Terry Gray (X42) stands in front of the Dorothy. Photo by Ashley Major

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SAFETY MAN MOVEMENT Staying safe at work is a core value at Newport News Shipbuilding. We follow the 100/0 principle of being one-hundred percent responsible for our actions with zero excuses. For the past few years, Terry Gray, a safety task team leader for the pipe manufacturing shops, has been known to his co-workers as the “safety man.” He takes safety personally and is committed to leading and inspiring safety task teams across the shipyard.

In total, Terry and his teams have launched over 400 safety improvements.

In 2014, Terry decided to turn his “safety man” nickname into an inspiring message to create a vision where shipbuilders are all “safety men and women.” He developed a presentation called the “Safety Man Movement” on his own time to energize and remind employees about the importance of staying safe, so that they return home to their loved ones each and every day the way they left.

As of this year, his inspiring “Safety Man Movement” has reached more than 4,000 shipbuilders. As the message spreads, so do the shipyard’s best-ever safety performance results.

In addition to leading this effort, Terry has taken his message beyond the shipyard gates. He recently spoke with over 1,200 employees at the Los Alamos National Laboratory in New Mexico and also spoke with local volunteers at Habitat for Humanity sites in the Hampton Roads area. Terry continues to set the example of a true leader by inspiring, encouraging and empowering everyone around him.

Terry Gray X42

LEADERSHIP

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The shipyard’s motto, “Always Good Ships” is prominently displayed on the quality rock. NNS photo archives

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2017 BOARD MEMBERS Kevin Brenton

Customer Affairs

Katie Farris

Integrated Planning & Production Control

Woody Flythe

Communications

Eric Goolsby

Trades Operations

Jennifer Guthinger

In-Service Aircraft Carriers

Chris Hartman

Submarines & Fleet Support

Grace Hayes

Manufacturing

Dave Knapp

Engineering & Design

Ronald LaFrenierre

Carrier Construction (CVN 78)

Paul Lindgren

Nuclear Propulsion

Mark Milius

Carrier Construction (CVN 79)

Andrew Raymond

Quality

Karen Ryan

Information Technology

Sue Sampson

Navy Programs

Donald Terry

Human Resources & Administration

Marianne Tully

Supply Chain Management

Jessica Willbanks

Business Management

Eric Wishon

Contracts & Pricing

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Always Good Ships