Prior to arriving at ULA, he was Vice President and General Manager of Lockheed Martin Strategic and Missile Defense Systems. The company is a leading ballistic missile and missile defense systems company, which supports clients of the U.S. Department of Defense, Royalnavy and the U.K. Department of Defense. Programs included the Trident II D5 Fleet Fleet Missile (FBM), the Intercontinental Ballistic Missile (ICBM) Reentry Systems of the Air Force and the High Area Altitude Defense (THAAD) Terminal of the Missile, Target and Countermeasures Defense Agency and the Common Exoatmospheric Kill Vehicle (CEV) Concept Definition. He also led the company`s responsibility in The Nuclear Weapons Establishment (AWE) Management Limited, a joint venture that produces and safely maintains the UK`s nuclear weapons. He is a former board member of Lockheed Martin U.K. Ltd. The company`s space unit includes capital gains from the stake in ULA, a 50-50 joint venture with Boeing. In 2018, Lockheed said its space sector`s equity, which it said came mainly from the ULA, was $210 million, $5 million more than in 2017. John Elbon is the chief operating officer of the United Launch Alliance (ULA).
Elbon is responsible for the operation of the Atlas, Delta and Vulcan Centaur launcher programs, including design, engineering, integration, production, quality assurance and program management. Peller continued his work on the Delta program at ULA after the company`s inception in 2006. In 2009, he was appointed Chief Engineer of the Delta Product Line, where he was technically responsible for Delta II and Delta IV launch systems. During this time, he oversaw 24 successful delta launches, including the first launch of the Delta IV Heavy configuration from the west coast. In 2013, Peller took over as Director of ULA Hardware Value Stream, where he was responsible for managing Evolved Expendable Launch (EELV) contracts with the U.S. Air Force and led the product teams that supported the development, procurement and production of launchers. She also met with us occasionally when we met regularly with the Deputy General Counsel of the U.S. Air Force, the person with whom we negotiated our agreement. It was at our discretion; She was invited. We thought that if we had a good program and we were transparent, there was no reason to meet separately, so we involved them in those meetings. That is how the compliance officers were put in place.
That is all we have, especially since we are only two and a half years old. Two of our three monitors were required because of the separation of Boeing, which was already monitored by two previous agreements. One of them was the acquisition of Hughes Space and Communications Co. They had an order of approval from the Federal Trade Commission. The other was concluded by Boeing Interim Administrative Agreement with the U.S. Air Force.