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Aerospace Executive Development Academy ACAD12



Many engineering, technical, and business professionals in aerospace companies demonstrate qualities within the first ten years of their careers that identify them as candidates for high level leadership positions. While a variety of management and leadership development programs exist at universities and other management training firms, there is no program designed for early career high-potential leaders in the aerospace industry. Leveraging SAE"s longstanding reputation in aerospace standards and lifelong learning programs, an executive development program has been tailored specifically for the aerospace industry with guidance from an aerospace advisory council.

This nine-day, two (non-consecutive) week program combines established leadership content with highly relevant aerospace industry experiences including interactions with some of industries top executives and agency leaders, case studies, and a real-world team project. In addition to a team of established subject matter expert instructors, the Academy curriculum design is led by aerospace industry expert Steve Bouley, CEO of SAB Consulting, LLC.

The first Academy week is held in a key aerospace industry center to leverage interactions with top executives. Following a six week break, the second Academy week is held in the Washington DC area to engage relevant federal agency leaders. Class hours each day are 8:00 a.m. to 5:00 p.m. Some days may extend to 5:30 p.m. to accommodate guest speaker slots. Attendees are also expected to devote some time during evening hours to work on the team project.

The course fee includes all instruction and course materials along with daily meals including light breakfast, lunch, and snacks. Dinners, lodging, and airfare expense is on your own.


Learning Objectives
By attending this Academy, you will be able to:
  • Articulate the fundamental skill sets necessary to lead, plan and manage strategically
  • Explain the factors that influence human and group behavior
  • Identify the dynamics that influence the performance of organizational systems
  • Recognize and manage the cultural factors that impact team performance
  • More effectively manage complex decision and policy making situations
  • Analyze and formulate effective business strategies
  • Assess the strengths and weaknesses of your own managerial style
  • Plan and implement organizations change
  • Recognize and manage the factors that determine leadership credibility
  • Anticipate and avoid the political errors that can marginalize leadership performance
  • Demonstrate awareness of core financial management skills
  • Evaluate several enterprise financial and functional decision processes
  • Analyze business situations with a strategic big-picture think-like-an-owner perspective
  • Explain the government and regulatory considerations in leading aerospace companies
  • Consider global market dynamics
  • Develop and make high impact presentations
  • Leverage a new and ongoing network of peers and executive contacts

Who Should Attend
This Academy is designed specifically for future leaders in aerospace-related companies who have shown high potential to grow into upper management and executive level positions. Typical current job titles may include Senior Manager, Director, Group Leader.

Prerequisites
This Academy assumes individuals have at least seven years’ experience in the aerospace industry and have had some level of responsibility managing people and business activities.


Welcome, Orientation--Steve Bouley
Program overview

  • Ice-breaker activity
  • Project team group assignments and project charge
DAY TWO--Tuesday 
Strategic Leadership - Joseph Doyle

Introduction to Strategic Leadership

  •  Definition and perspective
  • Bedrocks of strategic leadership
Understanding Individual and Group Behavior

  • Factors influencing human behavior
  • Motivating technical professionals
  • Brain structure and function
  • Operant conditioning as a management tool
  • The impact of culture on behavior
  • Anticipating human reactions
Organizational Culture

  • What do we mean by culture?
  • How leaders contribute to dysfunctional cultures
  • Shaping organization culture
  • Forming productive organizational norms
  • Diversity, multiculturalism and organization performance
  • Organizational behavior versus tribal behavior
  • Workforce of the future; differences with today"s workforce and how to adapt
Organizational Systems - Thinking Systemically

  • Axioms of organizational systems
  • Limitations on the application of common systems
  • Characteristics of well-designed organizations
  • Eliminating turf battles and duplication
  • Elements of organizational design
  • Common causes of systemic failure
  • Managing a remote or globally distributed workforce
Facilitating Sound Decisions and Workable Policies

  • Generic elements of decision processes
  • Critical distinctions between problems, decisions and polarities
  • How to properly frame a decision
DAY THREE--Wednesday
Strategic Leadership - Joseph Doyle

Facilitating Sound Decisions and Workable Policies (Continued)

  •  Quality and acceptance factors in decision making
  • Risk assessment and potential problem analysis
  • Characteristics of sound business policy
  • Avoidable pitfalls of bad decisions and policies
  • Anticipating impact of the adaptive response
The Leader"s Role in Creating Effective Strategy

  • History and definition of business strategy
  • Purpose and objectives of business strategy
  • Common misconceptions
  • Levels of business strategy
  • Internal versus external considerations
  • Basic types of business strategy
  • Strategy development step by step
  • Characteristics of sound strategy
  • Developing strategic initiatives
  • Strategic milestones and tactics
  • Strategy implementation
  • Barriers to strategy implementation
  • Why business strategies fail
  • Strategy lessons learned
Executive Speaker
Successfully leading in today's aerospace industry  -  Richard D. Baily, Vice President of Boeing Test & Evaluation


Project team work time 
Strategy, next steps, schedule

DAY FOUR--Thursday
Strategic Leadership - Joseph Doyle

Planning and Managing Change

  •  Critical variables in organizational change
  • Transition states
  • Stability versus chaos
  • Force field analysis
  • Planning a change initiative
  • Culture as a barrier to change
  • Anticipating and dealing with resistance
  • Importance of clear and consistent communication during change
Leadership Self-Assessment

  • Processing results from the 16PF Survey
  • Viewing yourself through the eyes of others
  • Recognizing strengths and weaknesses
  • Managing and improving your executive image
Executive Speaker
Disruptive technologies and global market dynamics, opportunities, challenges - Scott Ward,  Vice President of Engineering Aerojet Rocketdyne

Project work time

DAY FIVE--Friday
The Challenge of Leadership - Joseph Doyle

Assuming the Helm

  •  Managing the transition to a new workgroup
  • Common and avoidable errors of new leaders
  • Understanding the new organization
  • Selecting an effective management team
  • Developing and maintaining workgroup support
  • Addressing thorny problems
Developing Strategic Leadership Capability

  • The many faces of executive leadership
  • Leadership theories past and present
  • Leadership versus effective leadership
  • The myth of managing versus leading
  • Establishing credibility
  • How power is gained and lost
  • Sources of leadership power
  • Barriers to effective leadership
Political Reality versus Dysfunctional Idealism

  • Being managed by subordinates
  • Gaining credibility in executive circles
  • Getting to the unvarnished truth
  • Shaping your executive image
  • Managing expectations
  • Navigating disagreements
  • Relying on â trusted advisor
  • Turning assets into liabilities
  • Building relationships - advancing your career
  • How to avoid getting derailed
  • Creating a plan of action
  • Selected lessons of history

Executive Speaker
Real world aerospace leadership challenges --Steven A. Bouley, CEO of SAB Consulting, LLC which provides Program Management & Engineering Consulting Services

 
Week Two

DAY SIX--Tuesday
High Impact Presentations - Jan Ferri-Reed 

High Impact Presentations

  •  Key parts of successful presentations - introductions, transitions, conclusions
  • Using your strengths to your advantage
  • Understanding and persuading your audience
  • Tips for visuals
  • Tips for effective remote presentation (web-ex, etc)
  • Preparation and practice
Executive Speaker
 Regulation why, how, cost impacts and checks and balances --Mark Millam, Vice President Technical, Flight Safety International

DAY SEVEN - Wednesday
Principles of Economics & Finance-James Masiak

Organizational Processes & Responsibilities for Determining Cost

Economics, Finance & Cost Principles

  •  Macroeconomics and Growth
  • Microeconomics, Supply & Demand, Pricing
  • Comparative Advantage & Benchmarking
  • Finance & Accounting Principles & Managerial Accounting
Finance and Financial Condition Analysis (Thinking Like an Owner)

  • Corporate SEC Form Filings
  • Financial Statements & GAAP
  • Financial Analysis & Ratios, Case Analysis
  • Capital Sources & Allocation
  • SEC documents (10-Ks)
Time Value of Money and Decision Making

  • Interest: simple and compounded
  • Inflation
  • Worth: present and future values

Decision Making
  •  Life Cycle Costings
  • Net Present Value
  • Internal Rate of Return, Payback Period
  • Case Analysis, including cost impact of regulatory changes
 

 Executive Speaker
Regulator perspective on regulation development  - Ali Bahrami

 DAY EIGHT - Thursday
Principles of Economics & Finance-James Masiak

Cost Impact on the Enterprise

  •  Cost of capital, cost of equity and debt, WACC, Case Analysis
  • Cost of Ownership, Depreciation; Accelerated cost recovery; Depletion
  • Tax obligations and Corporate Rates
Alternative Financial Decisions Using Case Analysis

  • Make-Buy
  • Buy-Lease
  • Repair-Replace
  • Investments of Unequal Life
Sensitivity & Scenario Analysis

Matrix Priority Rating Systems - Balancing new technologies and current products using cross-functional business disciplines

 Executive Speaker
Navigating the DC Landscape for Industry--Sharon Pinkerton, Senior Vice President, Legislative and Regulatory Policy, Airlines for America (A4A)

 DAY NINE - Friday
Group Projects, Summary & Wrap-up

Final Group Project Work Time

Group project presentations

  •  Presentations will include use of Web-Ex or similar tool to link remotely with other instructors and/or industry representatives who will consider each team"s project solutions and provide feedback

Discussion of takeaways, commitments to continue network

Adjourn and Depart

 

Steve Bouley - Aerospace Leadership Academy Curriculum Lead; Joseph Doyle; James Masiak; Jan Ferri-Reed

Steve BouleyAerospace Leadership Academy Curriculum Lead Steve Bouley - CEO SAB Consulting, LLC

Steve Bouley Steve Bouley is currently the CEO of SAB Consulting, LLC which provides Program Management & Engineering Consulting Services to a variety of commercial and government customers.

Steve retired as Vice President of the Space Launch Systems Business Unit for Aerojet Rocketdyne in early 2016 after working over 35 years in the rocket propulsion industry. Steve joined Rockwell International in 1980 as a development engineer on the Peacekeeper ICBM Stage IV development program at the company's Rocketdyne Division in Canoga Park, CA.

In late 2003, Steve became Division Director of Expendable Propulsion Programs, including the RS 68, RS-27 and MA-5/5A engine programs. In 2005, Steve held a leadership role in the merger of Rocketdyne with Pratt & Whitney's space propulsion business to form Pratt & Whitney Rocketdyne (PWR), and he was then named General Manager of Pratt & Whitney Rocketdyne's California Operationsl He managed the United Technologies Corporation/PWR's West Palm Beach, FL facility from September 2008 to February 2011. With the acquisition of PWR by Aerojet Rocketdyne Holdings, Inc. (formerly Gencorp), Steve became the Vice President of Space Launch Systems for Aerojet Rocketdyne.

Steve graduated with a Bachelor of Science in Mechanical Engineering and Applied Mechanics from the University of Rhode Island in Kingston, Rhode Island. He also studied for a Master of Science in Mechanical Engineering at the California State University, Northridge. He has a certificate in Program Management from the West Coast University, and in August 1999, received his Master of Business Administration from Pepperdine University in Malibu, Calif. Additionally, Steve is a registered Professional Engineer in Mechanical Engineering in the State of California.

Joseph DoyleInstructor Joseph Doyle
Joseph Doyle is the principal of Strategic Insights, Inc., a Michigan-based consulting firm, specializing in executive leadership. Mr. Doyle completed a 30-year career with General Motors Corporation, where he held a variety of positions including: Internal Business Consultant with General Motors University, Senior Research Manager with the Corporate Organization Research and Development Activity, Manager of the Corporate Executive Development Activity and Lead Consultant with the Corporate Strategy and Decision Support Staff. Prior to joining General Motors, he held positions with the U.S. Public Health Service, Ford Motor Company and the Management and Organization Development Department of General Motors Institute (now Kettering University).

While at GM, Mr. Doyle established GM's Executive Development Curriculum; facilitated Executive Global Task Teams in India, Indonesia, Thailand, England and Australia; and served as the Corporate Liaison on Leadership and Strategy to the US Army War College and the National Defense University. As an adjunct professor, he has taught Engineering Administration at the University of Detroit's Graduate School of Engineering, Organization Behavior at The University of Michigan Dearborn's School of Business and Business Strategy at Oakland University's School of Business Administration.

Dr. Doyle holds a B.S. in Mathematics and Physical Science from Eastern Michigan University, a Master's Degree in Applied Statistics and Research Methodology from Wayne State University, and a Ph.D. in Organizational Behavior from the University of Michigan.

James Masiak
 Instructor James Masiak 
James Masiak has more than 32 years of experience in product and process development and implementation of business processes for General Motors. Activities include the implementation of an enhanced engineering product cost management process within GM North America, the alignment of cross-functional organizational initiatives, and development of an engineering resource allocation plan for GM Regions. Mr. Masiak was also responsible for the development and implementation of Global Engineering and Business Strategies across General Motors International Operations. His initial assignments at GM included vehicle and component testing & analyses, product development & management and strategic planning and benchmarking. He has recently applied the Innovation Corps Business Model Canvas methodology in assisting college and private sector startups.

Mr. Masiak received his B.S. in Mechanical Engineering from Wayne State University, his M.S. in Mechanical Engineering from the Massachusetts Institute of Technology, and his M.B.A. from the Michigan State University Executive Management Program.

Jan Ferri-Reed Instructor Jan Ferri-Reed 
Jan Ferri-Reed is a seasoned consultant and President of KEYGroup where she has worked with leaders to create cool workplaces that attract, retain, and get the most from their talent. Her expertise, insight, wisdom, humor, and practical solutions have made Jan a highly sought-after speaker for keynote addresses, seminars, conferences, and workshops. She has brought fresh concepts and effective techniques to executives and audiences around the globe.

Among the organizations that have engaged Jan to deliver speeches, develop custom presentations, and provide consulting services are: GlaxoSmithKline, Pitney Bowes, PPG Industries, Inc., U.S. Steel Corporation, SAE International, American Society of Association Executives, Transformer Association, The Minerals, Metals & Materials Society, National Association of Graphic and Product Identification Manufacturers, Inc., Bristol Myers Squibb, Bayer, Mitsubishi Electric Power Products, and MTV Networks.

Jan is the co-author of the published book with Dr. Joanne G. Sujansky for John Wiley Publications, Keeping the Millennials: Why Companies are Losing Billions in Turnover to This Generation and What to Do About It and author of Millennials 2.0: Empowering Generation Y. These books explains how Millennials are costing corporations around the globe billions in unnecessary, preventable turnover and provides a proven approach for creating a corporate culture that keeps them on the job and working productively.

Executive Guest Speakers

Bahrami Ali Ali Bahrami  is a Long-time aviation executive Ali Bahrami became the FAA’s Associate Administrator for Aviation Safety on July 10, 2017.  Previously, he was Vice President for Civil Aviation at Aerospace Industries Association, a Washington, D.C.-based trade association that represents the nation’s leading aerospace and defense manufacturers and suppliers.  

As Associate Administrator, Bahrami leads the organization responsible for setting safety standards and overseeing all parts of the aviation industry – airlines, manufacturers, repair stations, pilots, mechanics, air traffic controllers, flight attendants, and any person or product that operates in aviation. These programs have a direct impact on every facet of domestic and international civil aviation safety.

Bahrami first joined the FAA as an engineer in 1989, and from 2004-2013 served as manager of the Transport Airplane Directorate.  In that capacity, he was involved in decision making regarding appropriate safety actions for the existing fleet and the development of recommendations aimed at improving the design standards for the future aircraft models.He directed the U.S. validation of the Airbus 380 through successful collaboration with the manufacturer and the European Aviation Safety Agency.  He also directed the FAA certification of the Boeing 787 and the 747-8 passenger and freighter models.  Bahrami came to the FAA following a 10-year stint at Douglas Aircraft, where he was a senior engineer.  There he was the lead engineer responsible for aerodynamic and structural loads analysis on large commercial airplanes, such as the MD-80 and the MD-11. 

He holds B.S. and M.S. degrees in engineering from the University of Michigan.

Rick Baily Richard Baily  had a 38-year career with The Boeing Company, holding a variety of engineering and program management positions leading space, defense, and commercial aircraft aerospace product development and test. Programs he worked on include the Space Shuttle Main Engine, missile defense technology, the International Space Station, the Delta IV rocket RS-68 booster engine, and the US Army Future Combat System. He was Chief Engineer for Boeing’s Defense, Space and Security business and led Boeing’s Test & Evaluation organization.

He is involved in many STEM-related community activities and is currently the Orange County Board Chairman for the Discovery Cube science center and has served on the Board of Governors of TGR Foundation.

Baily has a master of science and a bachelor of science in mechanical engineering from the University of California, Los Angeles and the University of Colorado, respectively.

Steve BouleySteve Bouley is currently the CEO of SAB Consulting, LLC which provides Program Management & Engineering Consulting Services to a variety of commercial and government customers.

Steve retired as Vice President of the Space Launch Systems Business Unit for Aerojet Rocketdyne in early 2016 after working over 35 years in the rocket propulsion industry. Steve joined Rockwell International in 1980 as a development engineer on the Peacekeeper ICBM Stage IV development program at the company's Rocketdyne Division in Canoga Park, CA.

In late 2003, Steve became Division Director of Expendable Propulsion Programs, including the RS 68, RS-27 and MA-5/5A engine programs. In 2005, Steve held a leadership role in the merger of Rocketdyne with Pratt & Whitney's space propulsion business to form Pratt & Whitney Rocketdyne (PWR), and he was then named General Manager of Pratt & Whitney Rocketdyne's California Operationsl He managed the United Technologies Corporation/PWR's West Palm Beach, FL facility from September 2008 to February 2011. With the acquisition of PWR by Aerojet Rocketdyne Holdings, Inc. (formerly Gencorp), Steve became the Vice President of Space Launch Systems for Aerojet Rocketdyne.

Steve graduated with a Bachelor of Science in Mechanical Engineering and Applied Mechanics from the University of Rhode Island in Kingston, Rhode Island. He also studied for a Master of Science in Mechanical Engineering at the California State University, Northridge. He has a certificate in Program Management from the West Coast University, and in August 1999, received his Master of Business Administration from Pepperdine University in Malibu, Calif. Additionally, Steve is a registered Professional Engineer in Mechanical Engineering in the State of California.

Mark Millam Mark Millam has been involved on the technical side of the Airline Industry for over 30 years. His education and technical skills were put into motion after graduating with a Bachelor of Science in Aerospace Engineering at the Minneapolis campus of the University of Minnesota.

He began his professional career with Republic Airlines as a Systems Engineer and  has gone on to hold various technical positions on the Maintenance side of the Airline, including overall Reliability, Powerplant Engineering and Chief Engineer at Northwest Airlines.

Finding the best performance in a highly complex organization is one of Mark's key interests. Pushing the envelope for Safety has been his main interest since 2005 when he held leadership roles in Safety at major airlines, regional airlines and the Washington DC based Airlines for America.

Sharon PinkertonSharon Pinkerton was named senior vice president, legislative and regulatory policy for Airlines for America (A4A) in February 2011, and leads policy development on legislative and regulatory matters, working with Capitol Hill and the administration. Sharon spent three years as head of Policy at the FAA and ten years before that on Capitol Hill after beginning her career practicing accounting with PWC.

Scott Ward Scott Ward is Vice President of Engineering for Aerojet Rocketdyne, and provides the overall leadership, resource management, project oversight and technical guidance for all activities within the Engineering organization. He oversees approximately 1,500 mechanical, electrical, systems and software engineers for the company. His leadership oversight of the company’s engineering activities drives the development and fielding of rocket propulsion systems and energetics for defense and aerospace applications. In this role, Mr. Ward also serves as the chief technical spokesperson for Aerojet Rocketdyne.

Mr. Ward is a 30-year veteran of the aerospace and defense industry. Prior to joining Aerojet Rocketdyne in 2016, he was the director of the Engines & Motors Team at United Launch Alliance (ULA). In this position, he had comprehensive responsibility for managing the full life cycle and value stream integration of all liquid propellant rocket engines and solid propellant rocket motors used in ULA’s launch vehicle product lines.

Prior to that assignment, Mr. Ward was director of Product Development and Evolution, responsible for planning and execution of product development projects that improved the capability, operability and affordability of the Atlas and Delta product lines. Developments executed under his leadership included major launch system upgrades, engine upgrades, new payload accommodations capabilities, range modernization enablers and primary structure improvements.

Before joining ULA, Mr. Ward held a number of leadership positions at The Boeing Company. He was the director of Delta IV Development where he led the development and refinement of concepts for evolving the operational Delta IV fleet into higher performing variants. He also was the chief systems engineer for Delta IV Development activities, as well as the manager of the Aerodynamics and Thermal Analysis group for the Delta Launch Vehicle Programs.

Mr. Ward began his career at McDonnell Douglas in 1986 as an aerodynamicist working on advanced programs at the commercial aircraft division. He later moved to the missiles and space division where he provided specialized Computational Fluid Dynamics analysis expertise, supporting various strategic defense and NASA programs.

Mr. Ward holds a Bachelor of Science in Aerospace Engineering from the University of Virginia and a Master of Science in Aeronautics and Astronautics from Stanford University.

Hotel & Travel Information

Fees: $7995.00
SAE Members: $7995.00 - $7995.00

5.2 CEUs
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

For additional information, contact SAE Customer Service 1-877-606-7323 (724-776-4970 outside the U.S. and Canada) or at CustomerService@sae.org.

Duration: 9 Days
Upcoming open enrollment dates being scheduled. Please check back.
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