My Engineering Story

I orchestrated a tight feedback loop among the design, production, and supply chain teams to facilitate the introduction of new valve designs, accelerate the production rate, and swiftly respond to failures by modifying both the design and process. My significant contribution to design reviews was bolstered by my experience in design-for-manufacturability. I was responsible for designing the process flow, workstations, build and test requirements, quality standards, and the inventory system. I conducted the first article build, implemented design changes, and trained the production staff on new builds. I also authored specifications that set the standards for design, production, and quality requirements, applicable both in-house and with our suppliers across the US.

My proactive approach in identifying and correcting design and process deficiencies prevented potential issues, enabling the seamless introduction of new designs at a high manufacturing rate. Beyond my primary roles, I trained others and led courses on high-pressure fluid system safety, extending my expertise not only to the Raptor department but also across the company, including the Environmental Health & Safety department. I supported the entire design cycle from concept to successful launch.

A critical factor in the success of Raptor 2 was the integration of valves and sensors from different parts of the engine into compact assemblies, which significantly reduced the part count. However, this integration made the valve assemblies more complex than before, presenting an intense yet rewarding challenge to consistently produce leak-tight valves daily.

I spearheaded the simplification and cost reduction of the Raptor ignition system, achieving significant improvements: an 80% reduction in overall part count, a 50% decrease in unique parts, and a 70% cost reduction. The strategy involved reevaluating system requirements, rapidly iterating through numerous design configurations, and eliminating unnecessary parts and processes wherever feasible. This posed a challenge in configuration management but enabled a swift transition from conceptual discussions to the hot-firing of physical hardware on an engine within a week. Adopting a ‘fail fast’ approach allowed us to validate ideas quickly, avoiding the lengthy process of extensive planning on paper.

Furthermore, I played a pivotal role in establishing a new production team and area, “Raptor Subassemblies.” Initially, as the sole manufacturing engineer, I worked closely with a team of approximately eight technicians. I established procedures, conducted training on various processes, and devised a quality system that efficiently addressed issues and reworks. This system facilitated the rapid movement of hardware through our resources without halting work.

With Raptor, SpaceX adopted a much higher risk posture in favor of moving quickly while the design is proved out. Leveraging my extensive experience in propulsion component manufacturing, I identified the minimum critical features and quality standards essential for our success, while not overburdening my team or our suppliers with the kind of requirements that mitigate the last 0.01% of risk. This acceptance of risk allowed us to meet aggressive deadlines and has been instrumental in the success of the program.

While producing components for the Raptor engine shares theoretical similarities with those for the Merlin engine, the stakes are significantly higher with Merlin due to its role in launching astronauts since 2020. This requires accepting much less risk, and has made Falcon, powered by the Merlin engine, the most launched and safest U.S. rocket in history.

The experiences of working on the Merlin versus the Raptor engines were starkly different, akin to jazz music where one must master the rules before bending them. My tenure with Merlin involved understanding the foundational manufacturing rules of human spaceflight, rules that have evolved since the 1950s with Project Mercury.

In my role, I was the primary and at sometimes the sole manufacturing engineer for a high-mix, medium-volume resource, managing around 100 unique assemblies and approximately 300 piece parts with active demand weekly. Our resource’s focus was on machined fluid components, overseeing their cleaning, assembly with valves and sensors, pressure testing, and inspection prior to integration. I also managed some welded fluid components and structures. My responsibilities encompassed product sustainment, addressing nonconformities while making slight tweaks to the design and process, along with occasional new product introductions. Every proposed change and nonconformance ticket went through a scrupulous review process both internally and with NASA, requiring me to develop bulletproof rationale for all of my decisions. I engaged with multidisciplinary teams across production, purchasing, quality, and more, including external suppliers throughout the US.

I updated and signed over 100 engineering drawings, 300 build instructions, and 1,500 nonconformance tickets for more than 250 unique parts. I authored process specifications that set the standards for process and quality across numerous parts, both in-house and with suppliers. My expertise in aerospace processes, design for manufacturability, GD&T, and data analysis using Excel/SQL was instrumental in identifying key process improvement opportunities.

As a versatile engineer, my overarching goal was to ensure the continuity of production. My work scope varied greatly, adapting to the evolving demands of our customers and the supply chain.

I designed, built, operated, and troubleshot test systems for various manufacturing processes, including structural components, high-pressure fluid systems, thermal control systems, instrumentation, and software. I created piping and instrumentation diagrams (P&IDs) using Visio for both new and existing fluid and electrical systems in production. To ensure the safety of test technicians, I conducted Process Failure Mode and Effects Analysis (PFMEA) and Design Failure Mode and Effects Analysis (DFMEA), carried out regular maintenance, audited current systems, and wrote Job Hazard Assessments (JHAs).

I engineered high-energy gas systems capable of withstanding pressures up to 10,000 psi, incorporating multiple fault tolerances. Challenging established norms, I reevaluated testing requirements and criteria from first principles. I also analyzed and condensed pressure testing and dimensional data using SQL and Excel to spot trends and pinpoint the root causes of anomalous fluid behavior.

I managed containments to isolate, inspect, and rectify potential nonconformities in parts, both before and after assembly, informed by comprehensive data analysis. I automated test plans to streamline testing procedures. Additionally, I developed and taught a “Fluid Systems 101” course to the production staff, covering topics from the kinetic molecular theory of gases to component selection and system design.

Collaborating with a team to devise innovative and resourceful solutions to complex challenges is something I deeply enjoy, and the Vanderbilt Aerospace Design Lab was the perfect setting for such collaboration.

In my tenure as president from 2016 to 2017, I led our 15-member team with a systems engineering approach. Within months, we designed, constructed, tested, and launched two 3-4 meter L-class carbon fiber rockets. These rockets featured a cost-effective cold-gas thruster system for roll control after the main engine cut-off (MECO). My roles were multifaceted: besides serving as president and contributing to the thruster system’s design, I was also the fabrication lead. I oversaw the production of our carbon fiber airframe and the custom machining of aluminum and steel parts for flight. This hands-on leadership role enabled me to closely monitor the integration of each subsystem, ensuring seamless operation as a unified entity.

I served as a paid teaching assistant for a third-year mechanical engineering course, dedicating 12 hours per week to this role alongside my studies and contributions to the aerospace design lab. My responsibilities included grading homework and exams, assisting students with their queries, and conducting review sessions to reinforce course material.

SSR is a Mechanical-Electrical-Plumbing (MEP) Engineering Firm renowned for its expertise in large commercial structures, including sports arenas and hospitals. During my internship with the HVAC team, I contributed to several projects, one notable example being the Golden State Warriors Arena. My involvement spanned various development stages, including initial sizing and bidding, zoning, unit selection, and the integration of units within architectural models. I also worked on clash detection and resolution within the model, along with the creation of construction schematics. My work adhered to LEED and ASHRAE standards, ensuring regulatory conformance, sustainability, and efficiency in building designs. Additionally, I leveraged Excel to automate numerous company processes, significantly enhancing workflow efficiency across the organization.