Blake Wallace was born and brought up in Phoenix, AZ. He graduated from Caltech with a B.S. in Engineering and went on to an upward spiraling career in the field of gas turbines. He went from technical to management to senior executive positions in leading gas turbine companies, including Pratt & Whitney, Garrett, GE and Allison. Along the way he added MS and PhD degrees in Engineering from Arizona State University, and was fortunate to be chosen to attend the GE Business Management Course and the Harvard Business School Advanced Management Program. In his most recent positions, he took on the challenge of rebuilding of the Allison Division for General Motors. This involved rejuvenating the gas turbine part of the company as it was being separated from the Allison transmission division of Detroit Diesel. The transformation of Allison Gas Turbines included major revamps of the company's gas turbine product line plus the introduction of greatly improved manufacturing methods and physical resources. The rejuvenated company attracted potential buyers, and in 1993 he led a management buy out of the new Allison Engine Company as its Chairman and CEO. His team transformed it into an entrepreneurial business with significant cash flows. In late 1994, Rolls Royce agreed to purchase the company at a significant premium. Professional Experience (1955 - 1959).             Preliminary Design Engineer, Pratt & Whitney Served as a preliminary design engineer, specializing in engine performance, military afterburning engine, and the initial commercial turbofan engine (1959 - 1981)              Chief Engineer, Allied Signal - Garrett Engine Company Responsible for Garrett's entry into secondary power systems, APU's for wide body aircraft and military propulsion technology. (1981 - 1983)              Manager, Advanced Programs and Plans, GE Aircraft Engine Group Directed preliminary design and planning of new military and commercial aircraft engines as well as marketing technology programs to U.S. Government. (1983-1993)                General Manager, General Motors - Allison Gas Turbine Division Responsible for separating Allison Gas Turbine from Detroit Diesel/Allison (DDA) and to rebuild the company which was in a state of decline through under investment and lack of strategic direction. Conducted successful 10-year program which established new management structures, revitalized the staff, modernized portions of the factory/facility, and acquired government funding for key programs. New products were positioned for the growth commuter aircraft market and business aircraft; new models were introduced into traditional helicopter, turboprop and industrial markets. During this time, Allison established an outstanding reputation for customer support and development of reliable products. All six key competitions in midsize engine arena were won by Allison - V22, SAAB 2000, EMB-145, IPTN N250, Citation X and C130J. Technology efforts were characterized by dramatic progress in application of ceramics to small gas turbines, Allison's leading position in high temperature military turbines which has resulted in agreement for 50/50 sharing of government advanced engine development with GE, establishment of new technology single crystal and multi-wall structure rnanufacturing businesses, and leading work with the Department of Energy in coal technology and low emission advanced combustion turbines. Participated in other portions of General Motor's business as a Vice President of the Corporation.   (1993-1995)                Chairman & CEO, Allison Engine Company GM decided to sell Allison in early 1991 and, following a lengthy period of discussions with potential buyers and extended negotiations, the company was purchased for a price of $338 million in a management buy out. Equity capital came from Clayton, Dubilier and Rice, bank debt from Chemical as lead bank, and subordinate debt managed by Goldman Sachs. Wallace was named as Chairman and CEO of the newly formed Allison Engine Company. Demonstrating the benefits of management ownership (with 100 managers holding equity) and an innovative cash management incentive compensation program, Allison generated nearly $200 million in cash in its first 13 months of existence. Product strategies remained unchanged, as four new products completed development and entered production. Important Programs include the V22 tilt-rotor; the Cessna Citation X business jet, the Saab 2000 and IPTN N250 regional turboprops, and the Lockheed C-130J cargo aircraft. Dr. Wallace and the management group streamlined operations and reduced structural cost, providing a major turnaround in operating results while preserving the company's unprecedented opportunity for growth. As the trend for consolidation of the aerospace and defense industry intensified in 1994, Allison was approached with acquisition offers by other gas turbine manufacturers. This culminating in a November 1993 agreement to sell 100% of the stock of Allison to Rolls Royce, pending the required governmental approvals. The Sale to Rolls Royce closed in 1995. Honors ·      Member Tau Beta Pi and Sigma Xi Honorary Fraternities ·      Fellow of American Institute of Aeronautics and Astronautics (AIAA) ·      Recipient of SAE Garrett Award. ·      Recipient of AIAA's Air Breathing Propulsion Award ·      Recipient of Allison's Collier Award (1987) for Propfan Development ·      Chairman, United States Advanced Ceramics Association (1988) ·      Member, NASA Aeronautics Advisory Committee (1987-1993).