Terry Chase

About Terry Chase

Strategic Aerospace Senior Manager | Portfolio & Global Operations Leader | PMP® | U.S. Air Force VeteranI don’t just manage projects; I build the frameworks that allow aerospace innovation to scale.With over 25 years of experience—from the flight line as a U.S. Air Force Crew Chief to servant leader as a Senior Director—I specialize in transforming complex operational challenges into high-margin business outcomes. My approach is rooted in the PMBOK® Guide principles of Value Delivery and Benefit Realization.At TIGHITCO, I spearheaded a 50% revenue surge by aligning New Product Introduction (NPI) initiatives with global corporate strategy. I thrive at the intersection of technical precision and fiscal integrity, whether I’m recovering capital through aggressive receivables strategies or managing Tier-1 stakeholder engagement with OEM partners.Key Areas of Impact:•Strategic Growth: Building SBP/AOP roadmaps that drive multimillion-dollar expansion and ensure long-term profitability.•Operational Excellence: Institutionalizing PMO governance to ensure repeatable, high-margin delivery across global work transfers.•Servant Leadership: Mentoring high-performance teams where 50% of my direct reports earn internal promotions. I believe that operational success is built on a foundation of empowered people.I am passionate about the future of defense and space. Let’s connect to discuss how we can optimize your global footprint or streamline your NPI lifecycle.Core Expertise:Portfolio Management • P&L Ownership • Global Work Transfers • AS9100 Compliance • Lean Transformation • Six Sigma Green Belt • PMP® Certified

Experience

1. Senior Director, Pmo

   Tighitco, Inc

   Jan 2020 — Present

   Business Value Delivery: Realized a 50% revenue surge within 24 months by aligning corporate expansion portfolios with high-velocity NPI initiatives.•Financial & Resource Stewardship: Maximized Net Present Value (NPV) through Profit Protection Planning and aggressive recovery of Aged Receivables to optimize working capital.•Global Transition Management: Led the Project Integration of production line migrations across international borders, mitigating logistical risks while maintaining Schedule Performance Index (SPI) and delivery integrity.•Executive Stakeholder Engagement: Manage high-power/high-interest relationships with OEM decision-makers.•PMO Governance: Institutionalized standardized PMO frameworks and Project Management Information Systems (PMIS) to ensure repeatable, high-margin delivery and regulatory compliance.

Education

• Central Connecticut State University

  Bachelor of Science - BS, Technology Management