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Kyle Smith

Recent Titles:

Senior Engineer, Project Engineer (AR)

Manager – Mechanical and Propulsion Division (AFS)

Focus on engagement and career development

Recent Roles:

Project Engineer/Integrated Product Team Lead

Bravo3, Bravo4, Charlie (AR)

Design Engineer & Part 107 Test Pilot

Bravo3, Bravo4, Charlie (AR)

MIDAS, Red Team, CoraX, SSTOL (Aurora)

CAD Admin – Solidworks, 3DX

Compliment to stereotypical engineer:

    • Practical Experience
      • CAD/CAM, rapid prototyping, CNC
    • Big picture synthesizer rather than focused detail
    • Training, Career development, mentorship

Fun Facts:

Ask me about wing foiling!

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Hey Kyle, why do you want to be a manager?

  • I enjoy mentoring and helping younger engineers chart out a path that leads to the career they want. I’ve been surprised to find that seemingly casual conversations can have a great impact.
  • I enjoy sourcing and developing a high functioning creative team that can competently support business goals.
  • As a natural systems level thinker, my ideas are more relevant and valuable with access to higher level data.

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Supervisor – Hayward Tyler Inc.

  • Promoted twice into progressively more responsible positions due to strong leadership qualities and communication skills.
  • Lead Mechanical Designer (2010?-2013)
  • Advanced surface modelling for hydrodynamic castings including impellers and diffusers.
  • Manage scheduling of tasks and balancing of workloads for a team of three.
  • Act as primary contact for other departments requiring new drawings or drawing changes.
  • Review new hire applications and conduct initial interviews.

    • Promoted to supervisory role, job created for me.
    • Attended Management Skills for New Supervisors, AMA
      • Skill Will matrix
    • Team size: 3 designers
      • Hiring
      • Training
      • load balance and scheduling- not quite matrix
      • Annual reviews

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Supervisor – Hayward Tyler Inc.

  • Asset development case study – Chris
    • First hire (ever)
    • Motivated and Skilled - Competent but not confident
    • Start with onboarding, get him up to speed on procedures and tasks.
      • One-on-one training, develop rapport
      • Set friendly collaborative tone, you can ask me anything, I’m here to help you succeed
    • Advanced training
      • Assign stretch tasks that require new skills
        • Philosophy of drawing layout, shop expectations
        • Advanced surfacing for cast hydraulic components
      • Work on soliciting and processing feedback from manufacturing
        • Demonstrate confidence and trust in his decisions
        • Teach him how to be more assertive by leaning on process
    • Success story
      • Chris assumes the role of lead on my departure and is still an invaluable resource today.

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Manager CAD Design – Terrafugia Inc.

  • Manager, CAD Design (9/2017- 10/2019)

Management, CAD Administration, CATIA V6 implementation.

    • Manage a team of 9 engineers and mechanical designers providing mechanical design services to the engineering department.
    • Interviewing, onboarding and training
    • Managers meetings
    • Bi-weekly group meetings
    • Lunch and learn training seminars
    • Weekly half hour one-on-one meetings
    • Check-in with engineering leads, schedule forecasts and collect feedback on designers

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Manager CAD Design – Terrafugia Inc.

  • Asset development case study - Brandon
    • Talented young engineer with a passion for cars
    • Hired on a full time 6-month contract
    • Motivated and skilled, just needed training in internal processes
    • Easily handles high order directives
    • Quick study – learned new skills while building network by assigning him to a mentor
    • Willing to teach and mentor in return
    • Pitched his passion and skillset to the suspension lead, made introductions, got him assigned to projects in an automotive subsystem.
    • Worked closely with suspension lead for ~12 months functionally part of her team
    • Start working with him as a design engineer, checking to see if he needs designer resources. Understands what can be delegated efficiently because he’s done the job himself.

    • Success story - Promoted to vehicle design engineer

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Manager CAD Design – Terrafugia Inc.

  • Asset development case study - Suman
    • Talented young engineer stuck in the Masters gap
    • Hired on a full time 6-month contract
    • Motivated and skilled, quietly productive
    • Have informal career development conversations
    • Contract ends but I don’t have an opening for him, we discuss
    • His needs are not aligned with Terrafugia (H1B sponsorship), so we discuss how we can be supportive in his search
    • Finds another full time direct opportunity and gives notice
    • New position is delayed, I offer to keep him on for an extra few weeks

    • Success story – Terrafugia couldn’t retain him for budget and schedule reasons, but I was able to give him sound advice and help him find a better fitting position.

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Manager CAD Design – Terrafugia Inc.

  • Asset development case study - Sean
    • Mechanical Designer with a wealth of experience in a variety of fields1
    • Hired for experience in wiring harness documentation and complex electro-mechanical assemblies on a 6-month contract
    • Harness project doesn’t start immediately. New hire is less than capable to do anything more than direct and explicitly stated designer tasks.
    • Shift over lowest skilled tasks to load balance while the harness project is still up in the air.
    • Unhappy with low skilled tasks, requests more challenging work and then poorly executes.
    • Unwilling to build network and find ways to contribute, content to wait for direction even when untasked. Requires active management to keep on task.
    • Morale starts to slide in the room he sits in, lots of grumbling2
    • Corners me for a “where do we stand” chat claiming simultaneously that he deserves full time employment and the product will never amount to anything and he didn’t see the point in designing a flying car.
    • Contact contracting service, check to see if they have anything that might entice him to move on.
    • Check in with my manager and HR to get buy in to terminate contract with 1 week notice.
    • 6 months later, contracting services rep brings up Sean and his work history – “That guy’s a real bad penny.” 3

Lessons Learned

  • Most work assignments in the last few years were short duration.
  • Delaying addressing the problem only makes it worse, in this case with an infectious negative attitude.
  • Contract service companies are not always up front with the goods they are selling.

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Functional Manager - Aurora Flight Sciences

AURORA FLIGHT SCIENCES, CAMBRIDGE MA

Hired into an engineering position based on performance and experience, promoted for leadership experience and communication skills.

Manager, Mechanical & Propulsion Division (11/2020- 5/2022) Leadership, Career Development

• Functional Manager of a team of 14 engineers designing manned and autonomous prototype aircraft.

• Navigated the Covid transition from office to remote work with zero attrition.

• Experience with interviewing, hiring, onboarding, goal setting, task assignment, mentorship and career development

• User Architect leading the transition to 3DExperience for a program employing 200 engineers.

Lead Weekly 30 minute team meetings

Focus on building rapport between the team,pass down information from outside the group, and highlight and celebrate team member successes.

Attended weekly group meetings

project resource allocation, staffing level projections

Attended bi-weekly company wide managers meeting

Mechanical Engineer (9/2019-11/2020) Mechanical Design , sUAS flight testing, CAD Administration • Design and fabrication of sUAS prototype vehicles including power system sizing, wiring harness fabrication, control system sizing, composite part fabrication as well as initial control system setup and configuration. • Flight test engineer including Flight Readiness Review presentations, Part 107 piloting, field repair, basic flight controller tuning and flight dynamics feedback. • Administer Solidworks and Enterprise PDM installations, first tier CAD IT support.

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2021 Review (Aurora):

In Kyle’s first full year as a group manager, Kyle has demonstrated a focus on empowering a diverse and inclusive team – excelling at promoting a strong group culture and instilling positive energy amongst his team. This is evident from his team meetings – Kyle makes a distinct effort to get everyone comfortable and engaged. This is something that Kyle clearly builds on in one-on-one settings with his team members as well, as he received overwhelmingly positive feedback on his ability to engage with his team members in both a one-on-one and group setting. Kyle also excels at sharing his knowledge and mentoring others in areas where he feels he has expertise. I also appreciate Kyle's ability to represent the Mechanical & Propulsion Division in larger settings - Kyle communicates effectively and intelligently, asks very pointed and valuable questions, and has a great big-picture perspective that I value tremendously.

From an individual contributor perspective, Kyle supported a large number of program tasks in 2021, with the majority of them being in a SUAS Flight Ops role. The departure of the only other AMA safety pilot forced Kyle into being the only remaining AMA safety pilot. As a result, Kyle was called on to support nearly all of the SUAS flight test events led by AMA, including multiple deployments in 2021. Overall, Kyle was very valuable in this role and received positive feedback for his piloting skills, professionalism, attitude, ability to promote positive team energy, and enthusiasm.

2020 Review (Aurora):

As an individual contributor, Kyle has been a valuable member of several successful teams, supporting design, build and test of small autonomous aircraft. In his first full year at Aurora, he has demonstrated enthusiasm, initiative, and passion for his job that is seen in his day-to-day activities. He helped the sUAS programs navigate the challenging COVID pandemic by supporting development of a light hardware, work from home program which received recognition internally and by Boeing ET&T. Kyle’s passion for sUAS was evident in the early stages of the work from home program, almost single handedly building several initial surrogates and development articles for the Red Team program. Kyle has been an impactful contributor who helps to promote quick and efficient problem solving while having a good understating the big picture.

While still early in his group manager role, Kyle has clearly embraced his new responsibilities and shown a commitment to developing his team. Kyle’s passion and enthusiasm are evident in his new role, and he has performed well in getting up to speed.

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Mechanical Engineer

– Aurora Flight Sciences

MIDAS 2

        • Counter-UAS tilting arm quadcopter

Red Team

        • Low cost COTS conversion autonomous targets

Red Team 2 proposal and initial study (jets!)

        • Low cost COTS conversion autonomous turbine targets

Valiant

        • Lift+Push VTOL

SSTOL

        • Super short take-off and Landing demonstrator

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Functional Manager - Aurora Flight Sciences

  • Asset development case study - Andrew
    • Talented associate engineer with an internship at SpaceX
    • Excellent performance review in 2020
    • told him I was submitting his name for promotion along with two other associate engineers.
    • Engineering promotion gates were April and November
    • Engineering senior management only promoted 2 of the 3 associates in April due to budget constraints
    • Andrew was extremely upset and resentful despite my assurances until he was eventually promoted in November.

  • Lessons Learned
    • I thought I was giving him positive reinforcement but it backfired horribly. It’s better to keep this information close to the chest until the promotion is final

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Functional Manager - Aurora Flight Sciences

  • Asset development case study - John
    • Senior Engineer in Manassas VA with deep experience
    • Did not get along with prior team manager
    • Had been given an IPT lead role and was overwhelmed, returned to individual contributor
    • Extraordinarily competent but had lost confidence in his ability to lead a team
    • Start by pointing out his advanced skill sets- boosting confidence
    • Ask him to informally mentor other members of the mechanical team and share his perspectives - no pressure
    • Assign mentee to his program after they develop a great rapport
    • Discuss leadership skills and strategies weekly within a context that he is familiar with and confident in: fatherhood
    • After a year or so of confidence work, leadership skill building and gentle coaching, John accepts the role of IPT lead for the multi-million dollar CRANE program

  • Lessons Learned
    • Leadership can be taught, like any other skill, by understanding the students zone of proximal development and targeting it with appropriate lessons.

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Senior Engineer – American Robotics

  • Senior Engineer (6/2022- 1/2023)

Program Management, sUAS design/Build - Promoted to Project Engineer after 3 months

      • Scout Bravo 3
        • COTS Flight controller (Jetson NX/Pixhawk) integration prototype
        • Design adapter plate BOM and wiring harness, lead alpha prototype build
      • Scout Bravo 4
        • COTS Flight controller (Jetson NX/Pixhawk) integration production
        • Design BOM and wiring harnesses, Hand off to another IPT
      • Scout Charlie
        • prototype vehicle with 5X payload capacity
        • Design Carbon fiber frame, BOM, wiring harnesses and lead alpha prototype build
        • IPT lead (Project Engineer) - 2 ME, 2EE, 3 Systems, 1 GNC

Bi-weekly team meetings, Gantt schedule in Jira, Team tasking

in a 3 week sprint format. Coordinate with Flight Test and

Production. Report weekly progress to VP ENG

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Senior Engineer - American Robotics

  • Asset development case study - Mike
    • Engineering Manager (my team leader)
    • Quickly understood that he did not have a lot of time in the saddle as a manager.
    • Gave advice and strategy in our one-on-one meetings including:
      • team meeting structure and strategy
      • engineering best practices
      • Product Development Process - documenting stage requirements and template documents
    • Made it clear that I was not gunning for his job and that I was available as a sounding board at any time.
    • Made sure to be supportive and never subordinate his authority in team meetings

  • Lessons Learned
    • He thanked me for my mentorship in my exit interview and let me know that he had taken copious notes and learned a lot. Leadership is a skill that can be applied regardless of your title.

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That’s cool, but what else can you do?

  • Manual and CNC machinist
  • CAM programmer
  • Programmer - C++, VBA
    • Electronics testing application
    • Solidworks API
  • Electronics assembly, microcontrollers
  • CAD Administrator
  • PDM/PLM Implementation
  • PLM workflow and process designer
  • Management Experience

  • Consulting

Sparrowhawk Design LLC

    • Underwater Autonomous Vehicle thruster fabrication and testing, Impeller and diffuser modelling
    • Monocoque shell for turbine powered multicopter

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Questions?

What is the typical time commitment for managerial duties?

What does success look like as an Aerovironment manager and how is it measured?

Are there opportunities for management training available?

Is there anything about my background that makes you question whether I am a good fit for this role?

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Current Shop - When I was searching for a house in 2019 I joked with my coworkers that what I really wanted was a four car garage with an apartment on the top!