Both Hamilton Sundstrand and Goodrich have a long and proud history of innovation in the aerospace industry – innovation that is, in many ways, fueled by the diversity of our people. We recognize the value of our employees as individuals, treasure their potential for growth and encourage their lifelong development both personally and professionally.
To learn more or apply for a position within UTC Aerospace Systems, visit our Careers website
Innovation has always been a key driver of success at United Technologies – and this capacity for innovation relies heavily on an ability to leverage the power of diverse inputs. Terry Cowles, recently recognized as a Women of Innovation finalist for her work on the 787, exemplifies this aspect of the company culture. With almost 29 years at Air Management Systems (AMS), Terry has contributed to the evolution of standards, methods and requirements management across the AMS department. Today, she is a systems integration lead focused on the design and verification process of the Boeing 787-9 ECS (Environmental Control System), one the most important programs at the company.
What drives innovation that best benefits customers?
It’s important to work together as a team rather than in individual silos. I learned early on how important it is to work with my colleagues and focus on the common goal, which is creating a product that exceeds customer expectations.
How has listening to a diversity of ideas improved the work you do?
I’ve found that constantly obtaining new knowledge and perspectives does help you learn about the company, the products and the goals. It’s important to find someone who you can use as mentor, someone you can talk to and learn from, and it doesn’t have to be your direct manager.
You were recently recognized as a “Women of Innovation” finalist for your work. Can you share one of the technology accomplishments you are most proud of?
In September 2011, I began working as the ECS systems integration lead for the Boeing 787-9 program lead. Prior to that, I developed a new discipline for AMS called Requirements Management. Now it’s a process and tools discipline widely adopted across the company.
As a worldwide leader in manufacturing and technology, UTC is always searching for experienced, innovative professionals to create new products and develop unique solutions. However, they also need people who can effectively communicate these accomplishments, internally and externally. Ashley Minnifield, who joined the Communications department as an intern and recently became a full-time employee, is well-positioned to do just that. She exemplifies UTC’s ongoing effort to identify and hire high-potential individuals early in their career – those with the drive and capacity to grow as the organization does.
What do you like best about your job?
I love that I continue to be given opportunities to get involved in many aspects of communications: marketing, public relations, employee communications. This broad exposure to communications will enable me to find out what I am most passionate about and where my true strengths are so that I can leverage them appropriately.
What’s the most exciting product, program or initiative you’ve worked on?
Working on the Boeing 787 Entry into Service international video was most exciting. This project gave me the opportunity to learn about the Boeing 787 Dreamliner and the hard work that many of our employees conducted to help make it such an extraordinary plane.
What advice would you give to new employees entering the company?
I would advise other interns who are coming into the company to make this internship what you want it to be. I’ll never forget the first piece of advice given to me when I came into the organization: “This is your opportunity, make the most of it and you will have an experience unlike any other.”
Any personal information you would like to share?
My life and mind are always moving. I’ve learned that at this stage in my career it’s important to embrace change and learn as much as possible, no matter what kind of project or program I’m supporting.
Emerging-market growth in India and China continue to be seen as a major driving force for the company in light of rising urbanization and growing demand for aerospace products and services in these countries. As a result, the company’s growing presence in these regions continues to be a focus area. Udayshankar Ravoory, who began his career with the company in the United States but has since returned to India to work in Operations, plays an important role in driving growth for the company through cost efficiency and continuous improvement initiatives.
How would you explain the company culture?
With the company being so diverse and having facilities all over the world, we see our culture as our language – no matter where you are in the world, it’s the same and every employee relates to it. Our culture’s collaborative nature really drives our workforce to remain engaged, encourages openness and seeks to eliminate waste. Overall, it’s a journey, and we’re all on that journey together.
What is the most exciting product, program or initiative you’ve worked on?
The Hubble Space Telescope. It was a challenging and astounding product to work on. It was the only one ever built, and our products such as the primary mirror, guidance sensors, optical controls and many electronics are on it.
What do you see as the major benefits of the newly integrated company?
The products are complementary. There is very little overlap, which is a huge plus. I think one of the biggest benefits is that we will be extremely well-positioned for the upswing in commercial sales.
How does the company foster innovation?
The company encourages us to look for environmentally friendly improvements and we are always looking for better solutions for our customers and also better solutions for our environment.
Can you explain the international aspect of the work you do?
Since I am based in India, international work is a part of my everyday job. I travel to the United States quite frequently, and also work with many people across our enterprise in other countries. As the Director of Operations I am in charge of roughly 650 employees, and we work with suppliers from all over the world. The international exposure has been a tremendous opportunity, and overall my experience with the company has been a really great journey for me.
Five decades ago, Colin Whittingham walked through the company gates of a small aerospace company known as H.M. Hobson for the first time. Today, after multiple acquisitions, this company has grown considerably and is now part of UTC Aerospace Systems. By his own admission, he never would have guessed he’d still be with the same organization. Presently a member of the supply chain management team at the Actuation Systems facility in Wolverhampton, UK, he’s in the unique position of having witnessed the evolution of many aircraft – not to mention the amazing organizations that have helped to develop them.
You’ve been through a lot of mergers and acquisitions. Any advice to fellow employees?
I’ve seen growth from every acquisition. Every integration has involved a period of change, and it has been very exciting for the company and the people within it. As Goodrich, we thought we were big – but the opportunity that being part of UTC will provide is enormous.
How does knowledge sharing take place?
The apprentices at our facility that I interact with are very respectful. They often come and ask advice, and it’s great. It’s how a business should be. I’m as happy today as I was when I started as a commercial apprentice back in 1962. It’s still a brilliant place to work – always has been.
Any future career goals?
Even though I’ve been here for 50 years, I’m not quite ready to shut down my computer. I think having a goal is good and I like to be able to get up every morning, go to work and achieve whatever objective is put before me.