Ted Colbert, the new head of Boeing Defense, Space & Security, stands poised to lead his organisation in a decade where the emphasis is decidedly shifting from specific platforms to networked assets and the new frontier of autonomy.<\/p>\n
Less than three months after being named head of Boeing\u2019s defence business, Colbert cuts an upbeat, enthusiastic figure in an interview with FlightGlobal in Singapore. He was in town for the annual Shangri-La Dialogue defence gathering, where military leaders discuss geopolitics and Asia-Pacific security challenges.<\/p>\n
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Colbert spent his first weeks in the role listening and gathering feedback. He cites Boeing\u2019s \u2018Seek, Speak & Listen\u2019 initiative as a guiding principle.<\/p>\n
\u201cI\u2019ve been spending most of my time at events like this\u2026 spending time with our customers, understanding what their priorities are, getting a better understanding of the challenges that we have, and trying to ground myself in the realities of the many current situations going on around the world, and trying to match that with near-term and future priorities for the defence business.\u201d<\/p>\n
Colbert has also spent time with colleagues internally coming to grips with things, especially as the world emerges from the coronavirus pandemic. \u201cI\u2019ve done several roundtables and touched hundreds \u2013 if not thousands \u2013 of our teammates, just listening and understanding what\u2019s going on.\u201d<\/p>\n
Even before this Colbert already had a clear-eyed view of Boeing\u2019s opportunities and challenges. Prior to becoming president and chief executive of the defence business, he headed Boeing Global Services, which deals with both commercial and government customers globally.<\/p>\n
Colbert has also served as the company\u2019s chief information officer. An engineer by training, his resume has a distinct Information Technology (IT) focus, with senior IT roles at Citigroup and the Ford Motor Company. Colbert feels that working in IT gave him a broad view of things, both at the strategic and platform levels.<\/p>\n
With eight divisions, Defense, Space & Security is one of Boeing\u2019s three pillars \u2013 the others being Global Services and Commercial Airplanes. The unit produces a range of systems, from fixed-wing fighters such as the F-15EX and F\/A-18E\/F Super Hornet, to helicopters such as the AH-64 Apache and CH-47 Chinook. It is also responsible for Boeing\u2019s space business, including the Starliner spacecraft that recently flew an automated mission to the International Space Station.<\/p>\n
In 2021 the unit generated revenues of $26.5 billion, just under half of Boeing\u2019s total revenue of $62.3 billion.<\/p>\n
Asked about the defence unit\u2019s opportunities and challenges in the coming decade, Colbert suggests they are much the same thing.<\/p>\n
\u201cWe have a portfolio of very strong, proven platforms in the defence business,\u201d he says. \u201cThe next 10 years, I believe, will amplify the importance of things like autonomy.\u201d<\/p>\n
As examples, he cites the developmental MQ-25 Stingray, an unmanned air vehicle (UAV) that will serve as a refueller for US Navy carrier air wings, the ScanEagle UAVs produced by unit Insitu, and Orca, an unmanned submarine programme for the US Navy. Colbert also offers Boeing Australia\u2019s Airpower Teaming System as a prime example of autonomy that will grow and mature over the next decade.<\/p>\n
Still, Colbert still sees an important role for manned aircraft, as customers will need a mix of assets, both autonomous and manned, working together.<\/p>\n