Ed is experienced in all aspects of the project life cycle, from project initiation to closeout. He has developed and implemented training modules in Project Work Plan creation and Project Risk Assessment and Management and has provided training & coaching in all aspects of Project Management.  In addition, he is experienced in the implementation of a Project Management Office (PMO).  As such he has a thorough understanding of the governing role of a PMO, including the creation and implementation of Project Management Standards, the maturity growth of a Project Management Organization, and Project Portfolio Management.

As a Project Manager for Westinghouse Electric and Curtiss-Wright Corporations, Ed has managed engineering design and development, facility construction, manufacturing line design and development, manufacturing and security system projects.  The majority of his experience has been with government projects and nuclear power, including the U.S. Navy and the DOE.  As such, he is well versed in the management of projects in highly regulated industries.  His extensive experience in the management of the New Product Development Process has included a $30M series of government development projects as well as a $300M product design, development, and manufacturing project. As the Director of the Project Management Office for a division of Curtiss-Wright, Ed has managed a team of project managers, insuring the consistent and effective use of project management standards and practice.  In his management of multiple project recovery efforts, he utilized effective coaching and project recovery techniques to improve project performance and customer satisfaction.

In addition to his project leadership credentials, Ed brings deep expertise in process management, redesign, and quality improvement within continuous improvement environments. He has applied Statistical Process Control (SPC) methodologies to monitor and enhance operational performance and has led Kaizen-based initiatives that drive incremental gains in efficiency, compliance, and customer satisfaction. His approach integrates cross-functional collaboration with data-driven analysis, ensuring that redesigned workflows are not only lean and scalable, but also aligned to strategic objectives and regulatory standards.

Ed holds B.S. and M.S. degrees in Mechanical Engineering from Cornell University.  He also earned an M.S. degree in Engineering Management from the University of Pittsburgh. He is a long-time member of the Project Management Institute and has maintained his certification as a Project Management Professional (PMP) since 2002.