Aerospace Industry Executive Development Academy     New!

I.D.# ACAD12Printable Description
Duration: 9 Days
  Delivered in
March 19-May 4, 2018 (8:00 a.m. - 5:00 p.m. ) - Huntington Beach, California    

Hotel & Travel Information

Week one venue/dates
(Week One) March 19-23, 2018
Kimpton Shorebreak Hotel/Pacific Hideaway
500 Pacific Coast Highway, Huntington Beach, CA 92648

Week two venue/dates
(Week Two) May 1 – 4, 2018
Lorien Hotel and Spa
1600 King Street, Alexandria, VA 22314

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 industry’s 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 Kenneth J. Hylander, Past Chairman, Board of Governors of the Flight Safety Foundation.

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.

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.

Topical Outline
(Week One) March 19-23, 2018
Kimpton Shorebreak Hotel/Pacific Hideaway
500 Pacific Coast Highway, Huntington Beach, CA 92648

DAY ONE—Monday (Arrival 3:00 p.m.)
Welcome, Orientation--Ken Hylander
  • 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—Name, Title Company
Successfully leading in today’s aerospace industry

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—Name, Title Company
Disruptive Technologies and global market dynamics—opportunities, challenges

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 “trusted advisors”
  • 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) May 1 – 4, 2018
Lorien Hotel and Spa
1600 King Street, Alexandria, VA 22314

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—Name, Title Company
Regulation why, how, cost impacts and checks and balances

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—Name, Title Company
Regulator perspective on regulation development

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

Instructor(s): Kenneth J. Hylander - Aerospace Leadership Academy Curriculum Lead, Joseph Doyle, James Masiak, Jan Ferri-Reed

Kenneth Hylander Aerospace Leadership Academy Curriculum Lead
Kenneth J. Hylander, Chairman, Board of Governors, Flight Safety Foundation

Kenneth J. Hylander recently served as Chairman of the Board of Governors of the Flight Safety Foundation. He is also an independent member of the Board of Directors of Monroe Energy in Trainer PA, an oil refinery subsidiary of Delta Air Lines. Hylander is the retired Senior Vice President - Corporate Safety, Security & Compliance of Delta Air Lines. In this role, he was responsible for management and performance of the airline's overall safety and security programs and served as the FAR 119.65 Director of Safety. He also chaired the 8 member Delta Connection Safety Alliance which worked towards a single level of safety in operations among the entire Delta Air Lines managed network. In addition to operational safety and security, he was also responsible for the carrier's Internal Evaluation Program, occupational safety program and environmental compliance and sustainability. Appointed to this role in October, 2008, as part of the Delta Air Lines and Northwest Airlines merger, he was responsible for merging the operating certificates of Delta and Northwest and representing Delta’s safety, security and compliance interests with regulatory bodies worldwide.

Hylander was with Northwest Airlines in the role of Senior Vice President – Safety and Engineering, Chief Safety Officer prior to the Delta Air Lines merger. He joined Northwest in September, 1997 as the Vice President of Engineering. Prior to that, Hylander spent nearly 17 years at United Airlines where he held a variety of engineering, quality assurance, and operations management positions.

He has served as the chairman of the SkyTeam Alliance Safety, Security and Quality Functional Executive group where he oversaw the broad programs used by the airline alliance to ensure integrity in worldwide operations. He has been a member of the SAE's Aerospace Program Office and a senior advisor to the United States Air Force's Fleet Viability Board, a group which advised the secretary of the Air Force on its fleet maintenance and sustainability plans. He is the past chairman of the Airlines for America (A4A) Engineering, Maintenance and Material Council and a Safety Council member. He was also the past chair of the American Society for Quality's Aviation, Space and Defense Division.

Hylander graduated from the University of Rhode Island with a bachelor's degree in mechanical engineering. He obtained a master's degree in business administration from California State University.

Instructor 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.

Instructor Jan Ferri-Reed
Jan Ferri-Reed 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

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.

Sharon Pinkerton Sharon 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.

Fees: $0.00 ; SAE Members: $0.00 - $0.00

To register, click Register button at the top of this page and submit the online form, or contact SAE Customer Service at 1-877-606-7323 (724/776-4970 outside the U.S. and Canada) or at