Commercial director Jobs in Richardson, TX

POSITION OVERVIEW

A Director Level position reporting to the Chief Commercial Officer, the key objective of this role is to serve as the Company's subject matter expert for Emerging Technologies, both manned and unmanned. This individual will assist in PHI's technology strategy and serve in a leadership role to ensure a smooth entry into service for new technologies into PHI's global business units.

A secondary responsibility is to assist the Director of Sustainability in companywide initiatives to evaluate technologies and implement proposed changes to support our sustainability goals.

This role will be a located at one of PHI's business units in Louisiana, Texas, or Arizona.

ESSENTIAL DUTIES & ACCOUNTABILITIES

New Technology / Entry into Service POC

• Serve as PHI's Technical Expert on new rotary wing technology
• Serve as Program Manager for all new aircraft deliveries into PHI (O / G and Health)
• Serve as "New Technology SME" to assist Business Units in shaping tenders with performance analysis
• Serve as PHI's SME and Program Manager for entry into service of new technology
• Provide guidance and support for Regional Business Units in start up operations of new aircraft type
• Provide oversight and support to OEM and CAA's for certification efforts
• Provide guidance on the development of STC's that provide PHI a competitive advantage
• Support new aircraft acceptance and delivery requirements

UAV TECHNOLOGY

SUSTAINABILITY

QUALIFICATION REQUIREMENTS

ORGANIZATIONAL CORE VALUES

1) Safe  – We are absolute in our belief in the tenets of Destination Zero and that Zero is not only achievable, but the only acceptable outcome.

2) Efficient -  We are focused on outcomes that are smart and responsible by making the best use of our resources to maximize overall productivity as a high performing organization.

3) Quality  – We are committed to ensuring excellent organizational performance, which produces sustainable and reliable outcomes.

4) Service –  We are dedicated to the service of our customers, our communities and each other.

BEHAVORIAL COMPETENCIES

1) Drive & Energy - Effective performers have a high level of energy and the motivation to sustain it over time. They are ambitious and passionate about their role in the organization. They have the stamina and endurance to handle the substantial workload present in today's organization. They are motivated to maintain a fast pace and continue to produce even in exhausting circumstances.

2) Functional / Technical Expertise - Effective performers are knowledgeable and skilled in a functional specialty (e.g., finance, marketing, operations, information technologies, human resources, etc.). They add organizational value through unique expertise in a functional specialty area. They remain current in their area of expertise and serve as a resource in that area for the organization.

3) High Standards - Effective performers establish and model standards that guarantee exceptional quality and necessary attention to detail. They continually seek to improve processes and products, and they hold staff accountable for quality. They find best practices, share them, and then improve upon them.

4) Initiative - Effective performers are proactive and take action without being prompted. They don't wait to be told what to do or when to do it. They see a need, take responsibility and act on it. They make things happen.

5) Integrity - Effective performers think and act ethically and honestly. They apply ethical standards of behavior to daily work activities. They take responsibility for their actions and foster a work environment where integrity is rewarded.

6) Conflict Management - Effective performers recognize that conflict can be a valuable part of the decision-making process. They are comfortable with healthy conflict and they support and manage differences of opinion. They thwart destructive competition or friction and use consensus to debate and resolve issues.

7) Mission Focus - Effective performers understand and support the organization's mission – its core purpose for being. They believe in the mission, value it, and are committed to it. They communicate it to staff, stand behind it, and interpret its applications for others. They frequently refer to the mission and incorporate it into daily activities.

8) Positive Impact - Effective performers make positive impressions on those around them. They are personable, self-confident, and generally likable. They are optimistic and enthusiastic about what they do, and their excitement is contagious. They energize those around them.

9) Problem Solving & Decision Making - Effective performers are able to identify problems, solve them, act decisively, and show good judgement. They isolate causes from symptoms, and compile information and alternatives to illuminate problems or issues. They involve others as appropriate and gather information from a variety of sources. They find a balance between studying the problem and solving it. They readily commit to action and make decisions that reflect sound judgement

10) Team Player - Effective performers are team oriented. They identify with the larger organizational team and their role within it. They share resources, respond to requests from other parts of the organization, and support larger legitimate organizational agendas as more important than local or personal goals.

11) C ustomer Orientation - Effective performers stay close to customers and consumers. They view the organization through the eyes of the customer and go out of their way to anticipate and meet customer needs. They continually seek information and understand market trends.

12) Leader Identification - Effective performers identify with the role of leader and enjoy positions of responsibility and the exercise of authority. They understand that management is a distinct vocation and choose to be in a leadership position.

13) Talent Management - Effective performers keep a continual eye on the talent pool, monitoring skills and needs of all team members. They expand the skills of staff through training, coaching, and development activities related to current and future jobs. They evaluate and articulate present performance and future potential to create opportunities for better use of staff abilities. They identify developmental needs and assist individuals in developing plans to improve themselves. They stay proficient in appropriate talent management processes, including best practices for prospecting, recruiting, selection, orientation, and succession management.

14) Team Management - Effective performers create and maintain functional work units. They understand the human dynamics of team formation and maintenance. They formulate team roles and actively recruit and select to build effective workgroups. They develop and communicate clear team goals and roles, and they provide a level of guidance and management appropriate to the circumstances. They reward team behavior and foster a team atmosphere in the workplace.

15) Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient. They manage their time wisely and effectively prioritize multiple competing tasks. They plan, organize, and actively manage meetings for maximum productivity.

16) Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments. They are motivated by achievement and persist until the goal is reached. They convey a sense of urgency to make things happen. They respect the need to balance short- and long-term goals. They are driven by a need for closure.

17) Business Thinking - Effective performers see the organization as a series of integrated and interlocking business processes. They understand general business concepts that govern these systems and their interfaces. They create and / or realign these systems in response to changing business needs. They understand that a change in one process can have dramatic and unintended impact across the entire organization. They are adept at using these interdependencies to synergistic advantage

18) Influence - Effective performers are skilled at directing, persuading, and motivating others. They are able to flex their style to direct, collaborate, or empower, as the situation requires. They have established a personal power base built on mutual trust, fairness, and honesty.

19) Delegation - Effective performers willingly entrust work to others. They provide clear guidelines, monitor, redirect, and set limits as needed. They provide challenging assignments whenever possible, sharing the authority and providing resources and support that empower others to meet their expectations.

20) Strategic Thinking - Effective performers act with the future in mind. They plan and make decisions within the framework of the enterprise's strategic intent. They know and understand the factors influencing strategy (e.g., core competence, customers, competition, and the organization's current strengths and limitations). They consider future impact when weighing decisions. They constantly think in terms of expanding the business and are always looking for new ways to grow and achieve competitive advantage.

21) Visioning – Effective performers are imaginative. They are able to create a vision of a preferred future for their teams. They communicate it clearly and enthusiastically in such a way that others are attracted to it. They are able to bring the vision to life for team members.