1 avril 2020 | International, Aérospatial
Michael Bruno
Lockheed Martin Chairman, CEO and President Marillyn Hewson became the prime example of how to stumble into the corner office of the Pentagon's top contractor and still provide laudable business results. Now, as she hands off the reins to an enigmatic successor, Lockheed stakeholders hope the uncertainty ahead will be just as lucrative.
On March 16, the Bethesda, Maryland-based prime—the largest contractor to the U.S. Defense Department by annual sales—surprised many followers with the news that current Lockheed board member James “Jim” Taiclet, Jr. will become CEO and president on June 15, while Hewson becomes executive chairman.
Lockheed also promoted Frank St. John, current executive vice president of the company's Rotary and Mission Systems (RMS) division, to become chief operating officer (COO)—a role that Hewson technically held last, and briefly, before her January 2013 appointment as chief executive. Before that, the COO role was mostly held by Chris Kubasik prior to his downfall at Lockheed. Stephanie Hill, now senior vice president for enterprise business transformation, was appointed to succeed St. John as executive vice president for RMS. These appointments also are effective June 15.
Hewson is 66 years old and Taiclet is 59. The company, which does not have a retirement rule, had not announced a formal transition plan or successor process. Nevertheless, industry insiders were watching movements—such as St. John's rise and recent board appointments—and analysts said they assume the transition was planned before the ongoing COVID-19 crisis erupted.
While the announcement was a surprise, the timing was not—due to Hewson's age and the fact that Lockheed ended 2019 with a record $144 billion backlog of work and a stock price that has more than tripled under Hewson, including the recent COVID-19-related pullback. Still, many observers are intrigued by the selection.
“While Marillyn's retirement has been in the cards for a while, we were not expecting Lockheed to go outside the company for its new CEO,” say analysts at Vertical Research Partners. “Taiclet has an impressive pedigree based on his resume, but from an A&D perspective, he is an unknown quantity. . . . But with Marillyn sticking around as chairman, and a very experienced cohort of senior Lockheed managers, we are not expecting there to be any revolutionary change as a result of this appointment.”
Cowen analysts also noted that St. John's appointment as COO further bookends Taiclet with experienced Lockheed managers. St. John, 53, joined Lockheed more than 30 years ago and as COO is naturally positioned as a potential future CEO, analysts say.
Taiclet is currently chairman, president and CEO of American Tower, a real estate investment holding company and owner/operator of wireless and broadband communications networks, where he has held the executive reins since 2003. He joined that company in 2001 and, according to Lockheed, is credited with guiding American Tower's transformation from a U.S.-centric focus to a multinational business outlook. Analysts said he also was central in leading mergers and acquisitions as part of the company's expansion. American Tower announced an immediate replacement for Taiclet but said he will remain chairman and an advisor through June 14.
Taiclet previously served as president of Honeywell Aerospace Services and before that was vice president for engine services at the Pratt & Whitney division of United Technologies (UTC). He also worked as a consultant at McKinsey & Co., specializing in telecommunications and aerospace strategy and operations. He is a retired U.S. Air Force pilot and Persian Gulf War veteran.
Loren Thompson, a Lexington Institute consultant to Lockheed, says Hewson's selection of Taiclet seems calculated to continue her emphasis on tight financial management and good customer relations while positioning the leading prime for a changing demand environment.
“That environment will be characterized by two shifts from previous years,” Thompson writes. “First, the defense budget will enter a flat to declining period very different from the spending increases of the early Trump [administration] years. Second, the preference of military customers for nontraditional suppliers who think like entrepreneurial enterprises rather than government contractors will continue to grow.”
Hewson's selection of Taiclet also is telling because she has won the respect of many industry insiders, analysts and advisers. While unplanned, Hewson's tenure as CEO was deemed successful by most.
“Hewson's tenure is known for operational execution with such programs as the F-35, while having a successful oversight in maintaining key businesses—such as in the evolving area of space with wins such as Next-Gen OPIR and GPS IIIF,” say Jefferies analysts. Company sales grew at a 5% compound annual growth rate from $45.4 billion in 2013 to an expected $63.3 billion this year.
Taiclet's takeover sounds to many like more of the same—but different. “This is the first time Lockheed Martin has promoted someone who did not rise through the corporation to be president and CEO,” writes Capital Alpha Partners analyst Byron Callan. “We find it intriguing that he has a commercial background and wonder if that's not a different direction the company starts to explore in 2020-25.”
https://aviationweek.com/defense-space/supply-chain/lockheed-signals-change-coming-new-ceo
6 janvier 2024 | International, Terrestre
StormBreaker is fielded on the F-15E Strike Eagle and F/A-18E/F SuperHornet with testing underway on all variants of the F-35
3 février 2022 | International, C4ISR
DÉFENSE Safran va fournir des antennes Sparte 700 de télémesure à l'US Air Force Safran Data Systems a été sélectionné par l'US Air Force pour la fourniture d'antennes de poursuite de télémesure de 7 mètres 30. Ces antennes seront installées à partir du second trimestre 2023 sur un site de l'US Air Force situé en Floride. Depuis 2017, plus de 40 antennes ont été livrées aux industriels du secteur aérospatial et aux organismes de la défense américaine par l'entreprise. « Gr'ce à ces antennes de télémesure, Safran démontre sa capacité à fournir des équipements innovants qui participent à l'amélioration et à la modernisation des capacités de tests de l'armée pour soutenir des scénarios d'essais en vol toujours plus nombreux et plus complexes » commente Ray Munoz, président de Safran Data Systems. « Ces dernières années, nous avons considérablement développé nos activités aux États-Unis et nous sommes très fiers de livrer des antennes de télémesure construites, assemblées et testées depuis notre site américain ». Basé en Géorgie (Etats-Unis), Safran Data Systems est un leader dans l'instrumentation d'essais, la télémesure et les communications spatiales. L'entreprise propose notamment des solutions complètes d'acquisition, d'enregistrement et d'exploitation des données pour les essais en vol ainsi que des équipements et solutions pour le suivi des satellites. Zonebourse du 2 février
27 avril 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
By: Thomas G. Mahnken The massive price tag associated with the response to the new coronavirus, COVID-19, coupled with the inevitable impact of the pandemic on the U.S. economy, threatens to blow a hole in the defense budget at a time when the challenges posed by China, Russia, Iran and North Korea show no signs of abating. Leaders in both the executive and legislative branches will need to make tough strategic choices to keep the United States strong in these challenging times. Secretary of Defense Mark Esper, his predecessor Jim Mattis and the bipartisan National Defense Strategy Commission all agree that annual increases in the defense budget on the order of 3-5 percent are required to implement the 2018 National Defense Strategy. Even absent the pandemic, the chances of getting such resources seemed uncertain at best. The Trump administration's own budget projections show the defense budget in the coming years as flat or declining. Now, a flat budget more and more appears to be the rosiest scenario. More worrisome, and increasingly likely, is the possibility of major cuts to the defense budget. Indeed, cuts on the order of 20-25 percent are not unthinkable. Merely pointing out that such a move would jeopardize U.S. security is unlikely to prevent it. Similarly, noting — correctly — that defense spending is one of the most stimulative forms of federal spending may prove insufficient to forestall cuts. How can the United States realize the greatest economic and military benefit from the defense budget in the coming years? Below are a half-dozen guidelines to help the United States get the maximum strategic benefit from defense spending in this challenging time: 1. Keep production lines going. Now is not the time to be cutting back on defense production. To the contrary, keeping existing weapons production lines active makes both military and economic sense. The U.S. military is in many ways still living off the Reagan-era defense buildup of the 1980s and is sorely in need of modernization. Keeping defense production going also makes good economic sense. In a period of rising unemployment, employing as many Americans as possible will help the United States weather the economic storm brought on by COVID-19. The government should also be flexible in administering the cost and schedule of contracts, given the pandemic's impact on the defense-industrial base. 2. Stock up. Now is also the time to increase orders of things we know that we need but have not purchased enough of, such as munitions. As the NDS Commission found in 2018, the United States has under-invested in precision munitions such as the Joint Air-to-Surface Standoff Missile-Extended Range and Long Range Anti-Ship Missile. Ramping up production of munitions and other expendables will not only boost employment but also help the United States better prepare for a future conflict where such munitions will be in high demand. 3. Be selective in divesting. The United States should also divest itself of aging capabilities but be thoughtful in doing so. It makes sense to retire old ships and aircraft because the cost of maintaining those systems goes up considerably as they age. It makes much less sense to divest relatively new systems that have plenty of life left in them. For example, the Air Force has proposed shutting down production of the MQ-9 Reaper and retiring more than two-thirds of its RQ-4 Global Hawk fleet. 4. Get the most out of what we have. Whereas economic conditions may have changed, the external threats that we face have not. As a result, there is an urgent need to develop new ways of war, particularly those that use more effective capabilities that we have. For example, as I have argued elsewhere, non-stealthy unmanned aerial systems such as the MQ-9 and RQ-4 offer a cost-effective way to deter opportunistic aggression by China in the Western Pacific or Russia in Eastern Europe. 5. Keep promoting innovation. A downturn in the defense budget should not become an excuse for conservatism. To the contrary, it should spur innovation. For example, fiscal austerity provides an opportunity to reform the military health care system and downsize basing infrastructure. Now is also the time to explore ways to make military training more effective and cost-efficient through the adoption of approaches such as live, virtual, constructive training. There are also opportunities to realize savings through greater outsourcing of maintenance and logistics. Whereas the defense primes employ the most workers, in a number of cases smaller companies have been the source of some of the most innovative approaches to defense in areas such as unmanned systems, expendable aircraft, space innovations, networked solutions and cyber. Supporting smaller, innovative companies should thus be a priority. The Defense Department and Congress should also take an active role in supporting key segments of the defense-industrial base. Areas such as hypersonics, directed energy and unmanned systems that hold the key to effectiveness tomorrow will need support today. 6. Share costs. Finally, the United States should take every opportunity to promote arms exports, which both create jobs and increase the security of our allies. Much more should be done to increase the speed and predictability of the arms export process. In addition, with few exceptions, U.S. weapons should be developed with export in mind. We should avoid a repetition of the case of the F-22 aircraft, which was designed from birth never to be exported. We need to learn from the past in developing the next generation of weapons. For example, in recent months, Australian defense analysts have discussed the attractiveness of the B-21 Raider stealth bomber for Australia's defense needs. Export of the B-21 to a close ally such as Australia, should Canberra so desire, should be given serious consideration. The current situation is challenging, with even more difficult times to come. If we are smart, however, we can both keep Americans at work and get what we need for national defense. Thomas G. Mahnken is president and CEO of the Center for Strategic and Budgetary Assessments think tank. He is also a senior research professor at the Philip Merrill Center for Strategic Studies at Johns Hopkins' School of Advanced International Studies. https://www.defensenews.com/opinion/commentary/2020/04/24/six-ways-the-us-can-maximize-its-strategic-benefit-from-defense-spending/