My primary responsibilities include overall corporate strategy, subsidiary governance, and portfolio management. In other words, I help decide what markets we will play in and what types of solutions we’ll bring to those markets—not generally for today, but three to five years from now. I don’t decide what products we sell. I don’t operate the global network. I don’t manufacture things. I help the leaders of all of those departments to come together to construct the mosaic of strategy that delivers on our shared vision.
When I assumed this role in early 2018, I wasn’t exactly new to Panasonic; I was previously with the company from 1998 to 2006. During my 12-year absence, however, quite a lot had changed. What was once a $500 million-a-year business is now a $3 billion-a-year business; the brand-new technology we employed in 2006 is now nearly obsolete. Smartphones and mobile devices have altered the way we live in a fundamental way and are now driving expectations in the industry. In my view, all these changes made this moment the perfect time to come back.
Panasonic Avionics led in this space for the last two decades, but the market is now entering a time of dramatic transformation, both in terms of business demands and technological capabilities. I’m extremely excited to be a part of it. It’s exactly that potential for innovation—the art of the possible—that drives what I do.
“Panasonic Avionics is now entering a time of dramatic transformation, both in terms of business demands and technological capabilities. I guide leaders in helping construct the mosaic of strategy that delivers on our shared vision. It’s exactly that potential for innovation—the art of the possible—that drives what I do.”
It’s why I enlisted in the Navy, where I first became an air crewman and rescue swimmer. Later, it drove me to finish my education and attend flight school. And, it led me to become an airline ground school instructor, where I was the youngest in my department by 30 years. Even after moving into airline sales and marketing, I used “big-picture” thinking to show airlines the possibilities of Panasonic’s technology. Today, I call on those experiences to create and execute informed strategies that push the organization forward on a global scale.
Some of my favorite achievements at Panasonic Avionics include expanding the business in Latin America (my first territory), growing fruitful relationships with U.S. carriers like United, and generally working my way up to general manager and vice president roles in my later career.
But my great pride and joy is my lovely wife, Kimberley, and my twin daughters, Chloe and Elle. They are, by far, the best and most interesting part of my story.