|
Michael D. Malone was President of Skarven Enterprises from November 2004 to February
2011. Skarven Enterprises designs and develops analytic approaches and technology
applications specializing in real time/streaming data fusion and analysis for a
variety of applications in government, financial services, auditing, and industry
competitive intelligence. He directed all company operations including P&L responsibility,
strategic planning, budget development and personnel oversight. He led Skarven through
a significant growth in research and development while building a production and
field support capability, reorganizing the corporate structure, increasing revenue
five-fold and reducing overhead expense. He applied his experience in Lean manufacturing
to reduce the time required for customer receipt and installation of software upgrades.
He changed the Skarven software development process to Agile development allowing
rapid prototyping, improved engineering productivity, and flexible feature delivery.
In December 2008, Skarven was acquired by The Boeing Company. Admiral Malone remained
with Skarven as part of the transition management team until February 2011.
Admiral Malone serves as a technical advisor and consultant to Pequot Capital –
a venture capital firm, and Environmental Tectonics Corporation – a high technology
simulation and manufacturing company. He has conducted various due diligence projects
in support of Pequot investments/acquisitions and has developed a government marketing
strategy for ETC.
Prior to joining Skarven, Admiral Malone served thirty-four years in the United
States Navy. As a Naval Aviator, he commanded a Strike Fighter Squadron, a Navy
replenishment ship, a nuclear powered aircraft carrier (USS Enterprise) and an Aircraft
Carrier Strike Group.
His final two assignments were in the leadership of Naval Aviation, including two
years as Commander, Naval Air Forces (CEO for Naval Aviation). During these assignments,
he focused on combat force preparations, budget and operational efficiencies, executive
development, and safety of operations. He introduced best business practices throughout
the Naval Aviation Enterprise. Lean manufacturing, Six Sigma and the Theory of Constraints
led to significant efficiencies in budget execution and resulted in a $267 million
dollar savings from a $2.5 billion dollar operating budget.
He is a 1970 graduate of the United States Naval Academy. His graduate education
includes the Navy Nuclear Propulsion Program, and studies at the National Defense
University, Harvard University, and The George Washington University. He holds a
Top Secret/Sensitive Compartmented Information clearance.
|