Jonathan Lobb

Former Director of Flight Safety and current adjunct faculty member and flight instructor. Served as adjunct faculty member teaching Part 61 and Part 141 ground courses in addition to introductory aviation courses. Served as a Stage Check flight instructor instructing all ratings including private, instrument, commercial, multi-engine, and instructor ratings. Tasked with development and implementation of SMS program. Modified existing SMS program that had not been implemented. Oversaw semi-annual SMS audits. Tasked with investigation and remediation of all safety incidents. Increased safety incident reporting by 200%. Oversaw flight operations of 275+ students averaging 1,100 total flight operations each month. Served as chair of the aviation safety committee.

Oversee assigned systems within my technical expertise. Responsible for implementation, project management, change management, and maintenance of assigned systems. Project Manager for Director program transition. Tasked with identifying, evaluating, and implementing replacement program for current Director Client system. Project Manager for ITM replacement and transition project. Identifying machines that can be eliminated based on location customer volume. Schedule and oversee upgrade for machines that can upgrade to the most recent software. Manage vendor relationship for removal and installation of all new machines at branch locations.

Oversaw day-to-day operation of Amazon Robotics floor. Managed staff, robotics, and production floor. Challenged with launching new 2nd shift team all of which were new to our building. Actively participated and led various CI projects. Managed floor performance using key performance indicators (KPI’s). Launched the 1DA 2nd shift for back half nights. Ensured culture was instilled at the onset of the shift start. Zero safety incidents since the launch of 1DA shift. Participated in various continuous improvement projects. Built solid relationships with staff to identify barriers to their work. Monitored work distribution daily and reported deficiencies and inconsistencies in workflow. Identified what each individual employee did well and where they struggled. Provided additional training in lagging areas and moved them into roles that make them more productive and safer.

Oversee operations, development, growth strategy, and revenue generation for rapidly growing department. Manage operations of OnDemand call center, pilot department processing drive-through transactions using interactive teller system. Oversee performance across handle time, hold time, error rates, cross selling, quality assurance, and customer service. Challenged to bring organizational structure to department. Met with key stakeholders and end users to gauge success factors. Implemented performance management program that monitored and held employees accountable for call volume metrics, quality assurance, error rates, and attendance. Reduced overall hold time by 300%, increased average QA score by 10%, and reduced number of errors by 25%. Identified need to expand as Department outgrew current infrastructure. Created project management roadmap for opening of second location in rural market. Served as project manager for entire project. Reduced budget for new location by 54%. Moved eight of twelve open FTE positions moved from metro location in the new rural location. Reduced overall payroll by $30K by opening rural sites and shifting 8 staff members to new sites. Challenged with poor vendor relationship management. Reestablished relationships with all vendors that directly contributed to success of department. Reduced overall cost of cash replenishment by $40K and decreased maintenance response time by 50%.