the magazine for gulfstream employees

A DAY IN THE LIFE OF GULFSTREAM

From Westfield to West Palm and Luton to Lincoln, we capture the essence of what makes

Gulfstream great—our people.

S P R I N G 2 0 1 1

T H E M A G A Z I N E F O R G U L F S T R E A M E M P L O Y E E S

In early March we completed our first quarter 2011

All Hands meetings. We visited all 11 of our sites and, as

always, gained further appreciation of what “a day in the

life of Gulfstream” really means … employees uncondi-

tionally committed to quality, safety and an unwavering

focus on the long-term growth of our company. We also

continue to learn about the importance of two-way com-

munication. While it is important to provide information,

it is even more essential to receive the thoughts and in-

puts of our employees. We learned about your interest

in new product development, the growth of our markets

overseas, and the expansion plans in Savannah and its

favorable implications throughout the entire company, to name a few.

As you know, we entered last year with somewhat mixed feelings about how it would unfold.

Although positive signs indicated our industry was recovering from one of the worst recessions

of our time, we remained cautious since many economists were predicting another economic

slowdown. Indeed, in the second quarter, Europe began entering into a period of uncertainty

which began with the debt crisis in Greece and later with a series of solvency concerns in other

countries within the region. Yet, while that threat seemed to dissipate in the last two quarters of

2010, we learned the conditions required for sustainable growth were full of risk.

But even while all this was going on and consistent with our approach during the 2009 re-

cession, we remained strongly committed to the market and equally dogged about actively pur-

suing our new product development strategy.

We demonstrated that steadfastness when we made another very significant announce-

ment last November in front of about 4,000 of our employees and many dignitaries, sending a

signal to the marketplace, our competitors, the community, our customers and, most importantly,

our employees that we were looking well into the future to secure the success of this great com-

pany by committing over $500 million in facilities expansion and improvements, and adding

some 1,100 new jobs to our Savannah site over the next seven years, an expansion that will be

beneficial throughout our Gulfstream network around the world.

Thanks to all of you, we enter 2011 in a stronger position than we did last year. As good as

we may feel about our prospects going forward, we also have to remember that we are tied more

so than ever to the global economy and to the risks that brings, from the crisis in the Middle East

to the devastating tragedy that recently struck Japan.

That said, we still have a good deal on our plate, including:

• Continue to secure our backlogs with new orders

• Meet our delivery commitments to our customers

• Support our ever-growing installed fleet of aircraft through world-class product support

• Achieve two new aircraft certifications—the G650 and the G250

• Begin to ramp up the G650 production line, which is accelerating daily as our customers

anxiously await delivery of these one-of-a-kind aircraft

• Maintain and nurture a culture of employee-driven continuous improvement

Thankfully, each and every one of us is fully aware of what it takes to do all of this and more.

We do not take our stewardship role lightly. Because of that, our employees demonstrate the

drive and commitment necessary to keep Gulfstream at the top of the industry with world-class

products, world-class service and support, and an eye on the future.

2 waypoint | Spring 2011

the president’scornerJOE LOMBARDO

COVERS:Front: Westfield at Sunset, photography by Terry Duthu.

Back: Wing walkers at Appleton, photography byMatthew Stephan.

SPRING 2011Waypoint is published for employees of Gulfstream

Aerospace Corporation. The magazine’s mission is to

inform and entertain; to bring together people from our

many sites, teams, disciplines and interests; and to in-

still a sense of company pride. It also seeks to provide

thoughtful, in-depth articles on our company’s people,

programs and initiatives in an effort to strengthen our

common bond and adhere to our corporate values.

MANAGING EDITORDick Gorman

EDITORPatty Jensen

CONTRIBUTORSEric Conrad

Sean CoughlinHeidi Fedak

Ahmed Ragheb

PHOTO DIRECTOR Matthew Stephan

PHOTOGRAPHY Interactive Marketing Department

GRAPHIC DESIGNChic Graphic Design

CIRCULATIONStephanie Moody

Kathy Zittrouer

EDITORIAL DIRECTORJeff Miller

Waypoint is published by the Communications Department at Gulfstream.

Copyright © 2011 Gulfstream Aerospace Corporation. All rights reserved.

Gulfstream Aerospace CorporationA General Dynamics Company

P.O. Box 2206/MS A-01Savannah, GA 31402-2206

[email protected]

A WARBIRD IS PUT TO THE TESTA 1950s Chinese Warbird is assigned to a 21st century mission: helptest Gulfstream’s newest flagship—the G650—for certification. Thisfeisty aircraft, with its distinctive Tiger Shark teeth markings, is owned bysenior test pilot Ahmed Ragheb, who loves flying his Nanchang asmuch as he does the modern technical wonders of Gulfstream’s fleet.Ragheb shares his story of the day the little Warbird flew the skies withthe giant G650.

A DAY IN THE LIFE OF GULFSTREAMOn one single day, Jan. 25, 2011, we sent 13 photographers to 11 Gulfstream sites in three different countries in an ambitious attempt torecord our company’s story. The result is a collection of nearly 50 photographs, each reflecting the incredible depth and diversity of ourmany sites and the people who make Gulfstream “simply the best” inbusiness jet aviation.

IT TAKES A TEAMThe culmination of virtually every aircraft sales cycle is the demonstra-tion flight. We tell how the sales director, the pilots and the flight atten-dant come together to provide every prospect with the Gulfstreamexperience. Everything has to be right—they only have one opportunityto turn a prospect into a customer.

LUTON AT A CROSSROADS OF CHANGEAs Gulfstream’s only service center outside the United States, Luton istaking on added importance as our company’s international sales soar,and the G650 prepares to enter service. There is a lot of activity, growthand excitement going on at this site located near London, and more ison the way.

THE RELUCTANT CEOYou might expect that some combination of performance factors andspecific customer trip requirements have the greatest bearing on a customer’s decision to purchase one of our aircraft. Surprisingly, the mostimportant reason is often something entirely different, as you will discoverin this true story of the CEO who didn’t want to buy a business jet.

SUPER SLEUTHS OF ENGINEERING They aren’t superheroes and they don’t wear capes, but Gulfstream’sTechnical Fellows are a select group of six engineers charged with tackling technical challenges and then sharing their hard-earned wisdom with their colleagues. Learn what it takes to be a Tech Fellowand what makes them tick.

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SPRING 2011

contents

waypoint | Spring 2011 3

BY AHMED RAGHEB


A Warbirdis put

to theTest

Ahmed Ragheb with his Nanchang on test day as a G650 soars overhead.

t was early in the morning as I walked across Gulfstream’s familiar ramp

in Savannah to start another test flight. However, today, Gulf Test-85, my

call sign, will not be associated with a G450, G550 or a G650. Today,

Gulf Test-85 will be a Nanchang CJ-6A.

I will be flying in support of the test and certification portion of the

G650 Fly Over Noise tests. This is designed to demonstrate our flagship’s

low noise signature, which will allow it to operate in any region of the

world. We had spent a good portion of the previous day briefing our test plan to

officials from the Federal Aviation Administration (FAA) and the European Aviation

Safety Agency (EASA), who were with us to witness the tests.

The tests had strict guidelines on atmospheric temperature, humidity

and wind speed that required monitoring to ensure valid noise data. The Gulf-

stream Acoustics team, led by senior Acoustics engineer Tom Van de Ven, had

set up their equipment at Sylvania, a small airport 30 miles from Savannah

that has very light traffic, allowing us the luxury of having the field almost to

ourselves. Microphones were placed at the approved locations on the airfield,

and a weather station with a 33-foot tower was set up to collect surface

weather data.

What was needed now was a support aircraft to collect meteorological

data from the surface to 3,000 feet above ground level at the time of the G650

fly over. That became the mission of my Nanchang CJ-6.

The CJ-6 is a Chinese Warbird that was developed in the 1950s but is still

in active service today in the Chinese Air Force. It is used to train all their pilots

before they can transition to flying jet aircraft. Although it flew for the first time in

1958, its history can be traced to the early days of the Second World War, when

American fighter pilots from the Army, Navy and Marine Corps were recruited to

form the American Volunteer Group (AVG) with the task of defending China against

the Japanese forces. They became known as the Flying Tigers and their P-40

fighters were painted with a distinctive Tiger Shark teeth marking that made them

one of the most recognized fighters of WWII.

One of the bases that the AVG used was near the town of Guilin, China,

where a 12-year-old boy named Bushi Cheng used to watch the fighters with

shark teeth roar into the sky to intercept Japanese bombers. That young man,

the son of a mechanical engineer, dreamed of designing airplanes and grew up

to be part of the design team that created China’s first indigenous-designed and

produced airplane, the CJ-6.


BY AHMED RAGHEB

ISenior test pilots Ahmed Ragheb and Kent Crenshaw.

KAT

HY

ALM

AN

D

TEST DAY BEGINSI walked into Gulfstream’s Flight Test Hangar where my CJ-6, painted with

Tiger Shark teeth like its AVG ancestors, was parked next to the G650. What a

contrast, with the technology of the 1950s sitting next to the most advanced

business jet of the 21st century! Push rods and cables operate the Nanchang’s

flight control surfaces while the G650 uses sophisticated fly-by-wire technology

and flight control computers to move its control surfaces. The G650 will be sup-

ported today by an airplane whose prototype flew only 13 days after the Gulf-

stream GI, the plane that started the line, first took to the air on Aug. 14, 1958.

The Nanchang has been in the Flight Test Hangar where my friend Jason

Berman, a Quality Control inspector in Brunswick and a Nanchang CJ-6 expert,

volunteered to assist the instrumentation technicians in attaching sensors and

installing the collection and monitoring equipment in the airplane. He spent the

good part of the weekend making sure that the plane will be ready for the flight.

My sensors operator for the test flights, David Reardon, was already at the

hangar checking his equipment. I finished my preflight inspection and we went

over the final mission details. With all the preflight actions completed, it was time

to get the airplane out of the hangar.

The Nanchang is powered by a 9-cylinder, 285-horsepower, Housai H6A

radial engine, and just like all radial engines, it is susceptible to a phenomenon

called ‘hydraulic lock.” The typical cause is engine oil draining down into the

bottom cylinders that can fill to the point where hydraulic lock occurs. Since oil,

unlike air, is an incompressible liquid, starting the engine in that condition would

likely damage it.

So the final action is to check the engine in order to make sure that we

don’t have hydraulic lock. We hand-crank the propeller for several turns to make

sure the crankshaft cycles normally through all cylinders and it is fine.

We get in the airplane, strap in and go through our preflight checklist. It is

time to start. The engine is primed; switches and magnetos are on, air valve is

open. I can see a few of the technicians who are working on the G650 pause to

watch the Nanchang. I press the starter switch and operate the manual fuel

pump as the propeller rotates. It is cold and the Housai needs another shot of

primer, then it starts slowly at first, belching a few puffs of white smoke from the

exhaust stack and settles into that comfortable drone of a radial engine. I scan

the engine gauges and they are indicating normally. I check that the gill shutters

are closed to help warm up the engine and now I wait for the engine and oil

temperature to come up to the normal operating range.

EVERYTHING READY FOR TAKEOFFI look at my watch; it is now 6:40 a.m. The engine is running and the cylinder

head temperature gauge needle is slowly moving upward. I am on time. My takeoff

time is set at 6:55, 30 minutes before official sunrise. I am taking off in the dark

at civil twilight and I should be able to get the first weather data right at sunrise

at the Sylvania airport.

“Savannah Clearance, Gulf Test-85, good morning,” I transmit on clearance

delivery frequency.

“Good morning Gulf Test-85,” responds the controller, who is used to us

starting early but not usually at the crack of dawn. I announce that Gulf Test-85

will be a CJ-6, VFR to Sylvania at 3,000 feet with information Alpha. A slight pause

and he asks if I am a “G Six.”


Gulfstream's Acoustics team: David Reardon, Brian Cook, John Maxon, Joe Salamone, Andrew Malluck, Charles Etter, Charles Roberts II and Tom Van de Ven.

“No, today I am a Charlie Juliet Six,” I tell him. He quickly

responds with the clearance and transponder code. I have

been flying the Nanchang out of Savannah since 2006 and the

controllers know the airplane. It is common for other pilots to

call that they’ll follow the “Yak,” a similar Russian aircraft, only

to have Savannah controllers correct them; it is not a “Yak,” it’s

a Nanchang. I usually smile in the cockpit.

As the temperatures reach normal range, I call Savannah

Ground Control and ask to taxi to runway One Nine. After the

engine run up, checking the magnetos, cycling the propeller

and completing the pre-takeoff checklist, I call Savannah Tower

and tell them that I am ready for take off.

“Gulf Test-85, cleared for takeoff runway One Nine, turn

right heading three five zero,” responds the tower.

I line up on the runway and push the throttle forward. The

Housai responds and the Nanchang begins to roll down the runway. A tap of the

rudder keeps the Nanchang pointing straight and as I get flying speed, a gentle

pull on the stick and the nose rotates up. At this time, as I anticipated, the nose

moves to the right and I feed in left rudder to keep the Nanchang pointing straight

ahead. Unlike U.S. airplanes that usually require right rudder to counter torque,

the Chinese engines turn the propeller the opposite direction.

Safely airborne, I select the landing gear up and hear the familiar hissing of

the air system that operates the landing gear and get the three red lights indicating

the gear is up and locked. Air pressure is good and we are on our way to Sylvania.

Chip King calls Savannah Clearance Delivery as Gulf Test-58, and tells him

that HE is the G6, ready for clearance. Kent Crenshaw, with Chip in the right seat,

is flying the G650. Along with Kent and Chip are Bill Osborne and Chris Booth,

Flight Test engineers, who will run the airborne portion of the tests. The G650 will

be maneuvering at its maximum weight on a precise flight path that overflies the

ground instrumentation at a predetermined altitude and airspeed. The tolerances

for the test are very tight, but that is exactly what test pilots are trained to do.

As I approach Sylvania Airport I contact our ground team on the field, “Gulf-

stream-Noise” and “Gulfstream-Weather” to get an update on the local conditions

at the airport. They report that conditions are ideal, with the surface temperature

and humidity well within our test criteria. Now it was up to us to check the condi-

tions from 33 feet to 3,000 feet above ground level. I make the announcement on

Sylvania’s Unicom frequency, but no one was flying at sunrise and I get no re-

sponse. I scan the sky for traffic and all is clear.

I make a descending left turn and line up on runway 23 to fly a low ap-

proach. This should confirm that the onboard sensors and the ground station

are reading the same values. Dave confirms that sensors are on and recording,

and more importantly, that he is clear of the flight controls.

CJ-6 AND G650 FLY THE SAME SKIESThe Nanchang then begins the first test of the day.

As the departure end of the runway slides underneath my airplane, I pull

up and spiral up to 3,000 feet while maintaining a 1,000 to 1,500 feet per minute

rate of climb. During the climb, Dave, reading the data real time as well as record-

ing it on a thumb drive, is happy with the parameters. At the top of the climb, I

call test complete and begin to spiral down for landing. Leveling on the down-

wind leg for runway 23, I put the gear and flaps down and make a left military-

style continuous turn to final. The plane handles well in the turn and, as I roll out

on final, I check the airspeed at 80 knots as I cross the threshold of the runway

and flare for the landing.

On the ground, Dave hands John Maxon, group head of Acoustics and Vi-

bration, the thumb drive and he evaluates the data collected by the CJ-6 and

compares it to the ground station readings. Satisfied that the atmospheric con-

ditions are within parameters, the decision to launch the G650 is passed on

to Gulf Test-58. Dave and I are standing by to take off again before the begin-

ning of the test. As the G650 comes within range, Bill checks in with Gulf-

stream-Noise and I am cleared to start the engine again and launch for the

pretest data run.

I finish the climb at 3,000 feet just as the G650 is turning in for its run. I

call Gulf Test-58 and tell him that I am clearing to the east. I turn away from the

field and descend at low power to prevent contaminating the sound data being

recorded by the ground sensors. At the data off call, I turn back toward the run-

way, and tell Gulf Test-58 that I have him in sight before landing on Runway 23.

I shut the Nanchang down and watch as the G650 makes pass after pass

with varying altitudes, configurations and power settings. After each 45 minutes,

I take off and repeat the weather data run. As the day is ending, I take off for the

final data run, then follow the G650 home to Savannah.

It has been a long day, and now all the data collected will be examined

and analyzed by the engineers. Early tomorrow, the Nanchang and I will go up

to continue the test. For now, I turn to enter Gulfstream’s ramp as the sun is set-

ting, and as usual whenever I taxi the Nanchang CJ-6, people stop and look at

that old Warbird coming in, the Housai engine purring away with its distinctive

and unmistakable radial engine sound.

Ahmed Ragheb is a retired U.S. Air Force fighter pilot and combat veteran

of Desert Storm. He is currently a senior Gulfstream test pilot.

✈


Ahmed Ragheb and David Reardon in flight aboard CJ-6.


he challenge was enormous.

Attempt to capture, in a single day, theessence of what makes Gulfstream“The World Standard” in business jetaviation—our people.

With great confidence in the adage “Apicture tells a thousand words,” onJan. 25, 2011, we sent 13 photogra-

phers to 11 Gulfstream sites in three differentcountries to record the Gulfstream storythrough powerful, thoughtful and inspiring im-ages. It was an awesome task that involvednearly a hundred employees companywide.

The result is the following collection of pho-tographs, titled “A Day in the Life of Gulf-stream.” The diversity and depth of ourcompany is portrayed through images thatrepresent the incredible number of people—each with their own special skills, knowledgeand experience—it takes to imagine, create,sell, build and support our aircraft.

Some of our company’s differences are veryapparent, starting with the scope of our geo-graphic locations. On that day in January,Westfield and Appleton were experiencingchilling temperatures and blowing snow,while West Palm Beach and Mexicali wereenjoying green grass and sunny skies. Savan-nah was suffering torrential rainstorms, andLas Vegas was dry and warm.

The variety of jobs at Gulfstream is amazing.Engineers researching and designing in high-tech labs. Welders throwing off fiery sparksand riveters synchronizing their motions inconstant noise. Office workers completingaccounting and personnel tasks in a mazeof cubicles. Technicians tending to customeraircraft and managers planning new strate-gies to strengthen the company. And the listgoes on.

What was most striking was not the differ-ences, but the similarities. Overarching was thesense of pride we discovered in every em-ployee. Pride in their workmanship, pride in theproducts we produce and support, pride in ourcompany. A passion and commitment to doingtheir best. The knowledge that what they doevery day is important, and that together weare what makes Gulfstream strong.

This, then, is a day in the life of Gulfstream.

T


A Dayin the Life of

Gulfstream


Dallas is responsible forfinal phase manufacturingand completion ofthe G150, G200and the newG250 mid-cabinaircraft. The facilityalso provides productsupport for all Gulfstreammodels, as well as Challengers, Falcons and Hawkers. Dallas is hometo a large over-the-counter (OTC) partsales division.

Pages 8-9: Julio Tanguma, senior cabinetmaker,assembles a divan arm front for the G200.

Left page, top: Glynn Nielsen, senior operationsmanager; Eloise Bailey, planning and coordinationsupervisor; and Jason Woodward, service teammanager, participate in a weekly service centerfinance meeting.

Left page, bottom: Bill Kizziar, senior aircraft tech-nician, uses his tug to maneuver a G450 in frontof the hangar.

Right page, top: Brandon Duncan, senior aircraftpainter, looks a little like Toy Story’s Buzz Lightyearas he sands a green G200.

Right page, middle: Chris Strong, visualization designer, prepares interior renderings.

Right page, bottom: Charles Bundick and MinhmanNguyen, both senior sheetmetal technicians, addsupport structures in a G250 iron bird.

TEXAS

DallasPHOTOGRAPHED BYRANDLE VANDERVEER


Savannah is Gulfstream’sworldwide headquartersand the primary manu-facturing facility for all

our wide-body aircraft. Inaddition to building our

larger jets, the site is hometo many Gulfstream research

and development facilities. Manufacturing facilities for ourfleet’s new flagship, the G650, are located in Savannah.

Left page, top left: Technical specialist Kris Lynch holds asound intensity probe in the Acoustics Lab’s hemi-ane-choic chamber. The probe sniffs out sources of noise, help-ing to create quieter cabin interiors.

Top right: Moses Roberts (standing) and Don Moore com-plete final testing and close-outs of a recently manufac-tured G450 prior to its initial engine runs and first flight.

Bottom: Wedge Dohse looks through a magnifying visor toinspect cutter wear and a part’s surface finish.

Right page, top left: Shane Pettis, senior aircraft painter,tack wipes the tail section of a G550 in preparation forthe final topcoat paint application.

Top right: Alex Thompson, a senior accountant in the CostAccounting Department, reviews month-end reports.Thompson’s cubicle is one of hundreds of such spaceswithin the RDC complex.

Bottom: Toolmaker Ivan Reddick is machining a tool for acomposite duct using a vertical mill machine in the ToolShop. It takes about 150 hours to complete the tool.

GEORGIA

SavannahPHOTOGRAPHED BY

PAUL SUSZYNSKI ANDSKIP TERPSTRA


Las VegasLas Vegasp ro v i d e s

a i r c r a f tm a i n t e -

nance andrepairs on all

G u l f s t r e a mand other busi-

ness jet mod-els. Fully trained

master techni-cians stand ready to

perform maintenanceand repairs on the G200 and GIV. A mastertechnician also is available to support theFalcon 2000.

Top: Avionics lead Kevin Wood, second-shiftsenior technician Aaron Peterson and first-shift senior technician Thon Sangvone are aformidable team willing to take on all chal-lenging situations.

Middle left: Jamison Winder, an aircraft tech-nician, troubleshoots a rudder actuator “Sin-gle Rudder” Crew Advisory System (CAS)message. Similar to a “low-oil” alert on acar’s dashboard, the CAS message servesas a warning to the crew.

Middle right: Senior airworthiness inspectorAlan Szabo uses a 10-power loop to assurethat all corrosion and pitting in the Tay en-gine nose cowl attach holes have been re-moved.

Bottom: Dusk descends over the hangar ofa proud “Consider it Done!” facility.

NEVADA

PHOTOGRAPHED BY SHANE SMITH


Mexicali providesavionics, assem-bly, machining andfabrication sub-as-sembly support for ourlarge-cabin businessjets, which are assembledat Savannah’s manufacturingsite. With approximately 1,200employees, the Mexicali facility is anintegral element of Gulfstream’s overallmanufacturing capability.

Top: Sofia Sandoval, a Gulfstream mechanic for 21 years,supports the avionics area with wire routing.

Middle: Fausto Campos Jimenez in the work bench areacarefully applies sealant to a nutplate as part of the manu-facturing process for an assembly part.

Bottom: Bertha Larrinaga with the Human Resources Compensation Department holds a meeting with SamuelGuerrero in front of the Activity Board, part of the new LeanOperating System Model that Mexicali is working with asthe next step in its Continuous Improvement journey.

-

MEXICO

MexicaliPHOTOGRAPHED BY HECTOR CHI


Luton is the only com-pany-owned service

center outside theUnited States. The fa-

cility supports salesand service of our

aircraft in Eu-rope, Middle

East andAfrica.Whilecapa-

ble ofservic-

ing allGulfstream

models from the G150 toG550, Luton also has an over-the-counter(OTC) warehouse and is a key player in international road trip support efforts.

Top: Peter James, aircraft electrical fitter, ap-plies special “PAK-2” paint over the sealantaround the marker-beacon antenna on theunderside of a Gulfstream aircraft.

Lower left: Valerie Mayhew, service centrecustomer coordinator, enjoys drinking a cupof afternoon tea at her desk in the office atLuton.

Lower right: Ferran Casas-Parral, aircraft inspector, removes mass-balance weightsfrom the elevators of a GII.

UNITEDKINGDOM

PHOTOGRAPHED BY MARK WAGNER

Luton


Lincoln maintains an air-craft component repair and

overhaul facility that housesan over-the-counter (OTC)

sales department as well. Itsprimary business units are

the ElectromechanicalShop, Electrical Shop,

Converter Shop andInstrument Shop.

Lincoln is the onlyfacility that spe-cializes in mak-ing repairs on

the componentlevel.

Top left: Senior electronics technician MarkLysyuk cleans an A-10 module prior to the repair of a GIV converter.

Top right: In the Shipping & Receiving Depart-ment (left side of photo), Abe Rios verifies incoming parts are properly documented, andMatt Ackeret uses specialized packing mate-rials to ensure products reach their destinationundamaged. On the right is the inventory area,known as the “cage.”

Middle: Byron Naquin, repair shops supervisor,demonstrates test equipment operation forDMEs (Distance Measuring Equipment) in thenew Avionics Shop.

Bottom: Raul Ramos and Simion Toderean inspect bearings for G550 wheels.

PHOTOGRAPHED BY KELLI HANSEN

CALIFORNIA

Lincoln


Westfield is a highlyregarded providerof airframe, avionicsand refurbishmentservices for Gulfstream, Falcon, Challenger and Hawkeroperators. The facility is a Hawker Beechcraft AuthorizedService Center. Service offerings range from Aircraft OnGround (AOG) to required inspections and extensiveavionics modifications.

Top left: GSE technician Brian McConnell clears anadditional 12 inches of snow from the fifth storm ofthe season, with total snowfall at 72 inches this year.Ground Support Snow Operations help to ensure on-time departures.

Top right: A happy-looking Hawker 800 XP in for aroutine maintenance inspection and squawks.

Bottom left: Mike Tuck, an avionics technician, per-forms required checks on an aircraft Air Data Com-puter system (ADC).

Bottom center: Aircraft technician David Bertramworks with great concentration as he installs an en-gine harness on a G200 PW 306 A engine.

Bottom upper right: Don Chouinard, a senior aircrafttechnician, reinstalls a component to the critical air-craft wing flight control system.

Bottom lower right: Senior aircraft painter Carlos Marticarefully details customized pinstripes on a Hawker.

PHOTOGRAPHED BY TERRY DUTHU

MASSACHUSETTS

Westfield


Appleton is responsiblefor providing major

service andmodificationsto our aircraft.

The facility spe-cializes in pro-viding customconfigurations,devising innova-

tive ways to meet customers’ needs, and satisfying specialrequests. Appleton is responsible for thefinal phase manufacturing of the G450 andG550.

Top: Nicholas Langner, aircraft prepper, ap-plies paint stripper to a GIV that is being re-painted.

Bottom left: Thomas Gorges, a senior sheet-metal welder, takes a break from weldingan exhaust duct from a TFE731 engine.

Bottom middle: Isaac Rades, a seniorsheetmetal technician, performs a safetywatch for a G550 that is starting its enginesfor an engine run test.

Bottom right: A G550 is towed to the testpad for an early evening engine run.

PHOTOGRAPHED BY MATTHEW STEPHAN

AppletonWISCONSIN


Brunswick provides service for all ourlarge-cabin aircraft and comple-

tions on the G550. The facility,which is home to many ac-

tivities, also services ourjets for Gulfstream op-

erators. Brunswickhas an intense focuson customer service,

especially as it appliesto the NetJets fractionalownership program.

Top: Brinson Crews starts re-moving parts on a main landing gear to inspect for corrosion.The main landing gear and components inspection, whichtakes about 80 hours to complete and is conducted every 48months along with other maintenance, is required to keep theaircraft in top shape.

Bottom left: Billy Humberson paints a conference table basethat will go into the interior of a G550. The base, which will beoutfitted with a wood veneer, supports a table with two hy-draulic struts, allowing the table to be lowered to ensure com-fort on long trips.

Bottom right: George Walker sews seats for a G450. During thechair’s foam build-up process, customers can have a personal“comfort check” before the leather covering is sewn on.

BrunswickPHOTOGRAPHED BY NICK TOTH

GEORGIA


Long Beach providesservice for all our aircraftand completions on theG550. The facility’s finalphase completions cen-ter handles the interiordesign and finishing ofnew aircraft, as well as re-furbishment and painting.Service capabilities includecomplete airframe and rou-tine maintenance, major re-pairs and modifications.

Top: Charlie Navarro, senior aircraftpainter, preps the aircraft for stripepaint color application—blowing andtacking. The paint process from prep tofinish for a final phase aircraft takes 16 days.

Middle: Peter Wong, Maurice Jennings, Leon Guzowski, Steve Guerra, Tarkeaton Jones and RalphAponte, technicians from various service centerteams, pose on the west ramp.

Bottom: Ryan McVay, inventory coordinator III, loadsbins from Materials Distribution with all the partsnecessary to complete a service job. The bins arethen delivered to the team working on the aircraft.

Long

CALIFORNIA

BeachPHOTOGRAPHED BY ERIC CURRY


West PalmBeachWest PalmBeach offers a full rangeof maintenance services fora broad array of businessjets, including Gulfstream,Challenger, Falcon and Hawker.The facility, known for its Aircraft OnGround (AOG) support, is becomingthe service center of choice for busi-ness jet operators in South America, Cen-tral America and Mexico.

Top left: Aircraft technician David Webb peers into ahole to inspect a sheet metal repair.

Bottom left: The ground in front of one of the hangarsglistens in the evening light following a rainstorm.

Top right: Mechanical team lead Bernie Koenig onthe tug, and Brian Pham, aircraft technician, preparea G150 for relocation into the hangar.

Bottom near right: Brian Pham stays focused as heinstalls a handrail on a G150 air stair.

Bottom far right: Mike Pettinato performs a removaland installation of the left engine hydromechanicalmetering fuel control on a G200 for a service bulletin.

FLORIDA

PHOTOGRAPHED BY KATHY ALMAND

It takes a combination of individual achievement and coordinated team-

work to sell a Gulfstream business jet in today’s economic environment. Fortu-

nately, we excel at both. And that’s important because sometimes you only get

one opportunity to make the sale.

The sales process at Gulfstream involves many skilled individuals repre-

senting various disciplines working in countless departments. But, in the end,

virtually every sales cycle culminates with the demonstration flight. That’s when

three crucial members of the team come together to help close the sale. The

sales director, the pilots and the flight attendant represent the last step in a

process that can encompass two years or more.

The sales director takes the lead. He may have been working with the

prospect for several years, answering questions, comparing Gulfstream aircraft

against competitive models with the desired mission requirements, and resolving

issues of finance and the delivery date. His role is to facilitate the selection

process and provide guidance and counsel.

The pilot’s primary role is to fly the aircraft safely and to provide technical

support.

“The pilot is there to bridge the gap between the information the sales di-

rector can provide and the next level of technical information about the airplane,”

says Neil Vernon, director of demonstration and corporate transportation.

The flight attendant’s primary role is to ensure the safety of the passengers

and to provide a comfortable Gulfstream experience.

“We far exceed the first-class service you’ll experience on a commercial

airliner,” Vernon says. “We provide the Gulfstream brand and the Gulfstream ex-

perience. That means the overall accommodations, the menu selections and

the wine list must be absolutely superb. Besides seeing to the comfort, support

and safety of the passengers, the flight attendant also lends sales support. She’s

very knowledgeable about the cabin’s safety systems, the entertainment systems

and the interior features.”

The Gulfstream demo fleet, based at Savannah, encompasses two G150s,

one G200, one G450 and one G550.

Richard Milling, a veteran Gulfstream sales director, covers a territory that

encompasses Los Angeles County and its four airports. Milling’s customers and

prospects are primarily high net-worth individuals or privately held companies.

Their trip of choice is Los Angeles to the capitals of Europe—nonstop, of course.

Teterboro, N.J. is another popular destination.


It Takes a BY DICK GORMAN team

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Neil Vernon, Richard Milling and Jeanette Brewerfrequently team up to demonstrate the superior

capabilities of Gulfstream business jets.

To initiate the demonstration process, Milling and Whitney Barker, his sales

assistant in Savannah, submit a formal demo request through the SalesLogix

system. The system routes the request to Dispatch, where technicians work with

the sales director to select the appropriate demo aircraft. Dispatch then assigns

a crew of two pilots and a flight attendant to the flight.

Milling fills out a pre-briefing form indicating the factors that are keenly im-

portant to the prospect. Is the customer primarily concerned with Internet access?

Are comfortable accommodations more important so the customer can sleep

on overnight trips to Europe or Asia? Is there enough room to accommodate an

entire family on a long trip? Milling also includes information that will help with

the demo flight profile. Is the customer a white-knuckle flyer? Is the decision-

maker interested in maximum speed to the destination or in cabin noise?

Amanda Hilfer, senior international flight at-

tendant on the large-cabin demonstration team,

uses information from the form and conversa-

tions with sales directors to create a menu plan

and learn more about prospects and where to

focus her energy during the demonstration flight.

“I have to figure out how much time I have,

how many people I’m carrying, and how long the

flight is,” Hilfer says in her soft New Zealand ac-

cent. “From there, we’ll plan a meal or two. If

we’re flying from Savannah to Atlanta, I’ll prepare

a snack. But if we’re flying overnight, say from Sa-

vannah to London, then it will be dinner and

breakfast the following morning.”

Experience has taught Hilfer that meal pref-

erences often vary with the prospect’s country of origin.

“As a rule, I cannot serve the same meals to a European as I would to an

American, especially for breakfast,” Hilfer says. “Europeans tend to eat a lot of

cheese and cold cuts for breakfast, whereas Americans prefer omelets and a

more traditional American breakfast. We strive to be very accommodating to our

customers and their cultures.”

Every meal, every accommodation, every service aboard the Gulfstream is

equivalent to a meal in a five-star restaurant or a stay in a five-star hotel. The

menus are created with great care. The catering is provided by the finest catering

firms, hotels and restaurants in the world. The bed linens are impeccable. The

wood veneer in the cabin is flawless and polished to a high gloss. The leather

seating is perfect. Every stitch is uniform.

“We, as a flight crew, only have one opportunity to turn a prospect into a

customer,” says Jeanette Brewer, flight crew cabin operations manager. “The

sales director may have developed a relationship with the prospect for several

years. And now it’s up to the flight crew to play a role on the demonstration flight.

You’re only going to get one opportunity to impress the prospect.”

With a domestic demo flight, the flight attendant arrives 90 minutes before

the airplane is due to depart and runs through a series of preflight preparations

and checks. The safety inspection involves checking the onboard defibrillator,

the MedAire equipment, the life raft and vests, fire extinguishers and oxygen

masks. In addition to safety, the flight attendant ensures all the cabin features

are operational. Now it’s time to check the airplane for general cleanliness. It

must be absolutely spotless.

As the flight attendant tends to the cabin, the pilots are performing their

preflight checks and readying the aircraft for the flight. Gulfstream pilots and flight

attendants work comfortably together. They share the camaraderie borne of 14-

hour days spent on 14-day trips all over the world.

“We flew 5,930 hours last year,” Vernon says. “That’s equivalent to the work

of 11 corporate flight departments. We had 295 requests for demo flights and

we visited more than 70 countries.”

All Gulfstream pilots are skilled aviators, but it’s their communication skills

that are often called upon to help sell the airplane.

“By the time a pilot comes to Gulfstream, we have a pretty good indication

that he knows how to fly an airplane—stick and rudder,” Vernon adds. “But com-

munication skills are significant in their role. In many cases, we really are the first

and last contact with a customer. We don’t always have a sales director on board.

So we can be the first representation to the customer. And we can be the last.”

Each flight attendant at Gulfstream is selected on the basis of personality,

experience and attitude.

“We look for the right demeanor and the natural instinct to help and assist

people,” Brewer says.

“You have to be the kind of person who can stay cool, calm, collected,

friendly, nice and professional,” Hilfer says. “And still not burn their breakfast.”

Milling sums up his sales philosophy regarding demonstration flights by

acknowledging the importance of the team.

“My goal is to brief the team and then stand out of the way,” he says. “My

philosophy in selling is to get people to trust you and to like you. If you’re trying

to constantly sell, sell, sell, then you’ll put them on the defensive. But if you let

the demo experience sell itself, and you’re there to answer questions, then hope-

fully they will feel comfortable with you and look to you for advice. And, ultimately,

that’s what you want.” ✈


Luton at a Crossroadsof Change BY SEAN COUGHLIN

Gary Davis checks the fluid-line bolts on a GIV Rolls-Royce engine at Luton.

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You will not hear Dave Elam use the words “fortnight”

or “bloke” in a sentence anytime soon. The Arkansas-born

scheduling manager for the Gulfstream service center in

Luton prefers his tea cold, and the football he follows is

played thousands of miles away. Some day, perhaps, Elam

will learn tea is to be enjoyed hot and real football is

primarily played with your feet.

In the meantime, there is no place Elam would rather

be than Luton, 30 miles north of London.

“There are a lot of things happening, or in the process

of happening,” says Elam, from his office overlooking

Hangar 63. “It’s an exciting time.”

The only Gulfstream service center outside the United

States, Luton will take on added importance in the years

to come, as Gulfstream’s international sales continue to

exceed domestic, and the G650 enters service.

Not only are Luton’s 135-plus employees scheduled

to move into a larger, more modern facility in the fall, but

Gulfstream also plans to lease a parts warehouse nearby.

If that isn’t enough to keep the facility busy, there’s the part

it will play in supporting customers at the 2012 Olympics

in London.

“There are a lot of opportunities for us,” Elam says.

“With these dramatic changes, our business will grow. We’ll

be able to reach out to more customers and continue to

raise our level of support.”

LONDON CALLINGLuton’s appeal to business-jet operators?

In a word: London. Because of its proximity to

one of the world’s financial and cultural cen-

ters, London Luton Airport is the busiest busi-

ness aviation hub in the United Kingdom.

“Luton has the most transient Gulfstream

traffic in Europe,” says Mark Burns, president,

Product Support.

As soon as passengers deplane, they

can be in a car and on the M1 Motorway, a

major London artery, in minutes.

“The airport is about a 50/50 split here

between the airlines and business aircraft,”

says Luton General Manager Sumi Fonseka.

“It’s a great location, and it’s open 24 hours a

day, seven days a week. Drop-in business just

sort of falls into your lap.”

On any given day, Luton’s hangars are

bursting at the seams with Gulfstream aircraft from all over the world, particularly

Europe, Africa and the Middle East. The facility can accommodate six large-cabin

aircraft, such as the G550, or 12 mid-cabin, such as the G150. Usually, there’s a

mix of eight to 12 aircraft on site, including those on the ramp.

“Our team works outside on the ramp in all types of weather,” says Brian

Leftwich, operations manager. “They work in rain, sleet or snow, whatever it takes.”

Luton saw a 12 percent increase in visits between 2009 and 2010. Of

those, approximately 70 percent were for scheduled maintenance. The remain-

der was unscheduled, such as drop-ins and road trips. Luton employees made

233 road trips in 2010 to support Gulfstream aircraft in places such as Farnbor-

ough, France, Spain, Russia, Cape Verde and Morocco. Including road trips, em-

ployees might work on 15 to 20 aircraft a day. To help handle the increased

workload, Luton added 34 employees in 2010, including 18 technicians.

“I’m very proud of the people who work here,” Fonseka says. “They have a

very strong work ethic. They have a good training and educational background.

They’re safety conscious. In spite of the challenges we’ve had, we’ve met our

goals. We’ve achieved a lot.”

In Barry Russell’s visits to Luton, he’s noticed one thing in particular that

permeates the facility—from the technicians on the floor to the management

team.

“The culture is very good,” says Russell, vice president of Customer Support.

“The employees have a can-do attitude and you really feel like you are part of a

family.”

It helps that many are more than acquaintances. More than 90 percent of

the staff is British, which explains why it goes through more than 1,000 tea bags

every week.

“Everybody knows everybody by their first name,” says John Organ, a re-

ceiving inspector. “And you sort of know their ways.”

LONG RELATIONSHIP WITH BUSINESS AVIATION

Gulfstream got its start in Luton in April 2003, when it bought a 28,000-

square-foot hangar from the BBA Aviation subsidiary, Signature. Before that, the

company used Marshall Aerospace in Cambridge as an authorized warranty re-

pair facility.

Gulfstream’s nearly 35-year arrangement with Marshall lasted until the win-

ter of 2003, when Marshall discontinued large-aircraft maintenance operations

to focus on Citation work.

That turned out to be a blessing in disguise for Gulfstream, which chose

to expand its business in Luton by leasing a second hangar, a 28,000-square-

foot post-World War II facility.

The 40 or so employees who made the transition from Signature to Gulf-

stream and the nearly 20 technicians and engineers who left Marshall for Luton

were a boon to the business.

“If we didn’t have both groups—those who stayed on and those who came

in from Marshall—we wouldn’t be where we are now,” says Christina Clarke,

Luton’s Human Resources representative, who has worked at the facility in vari-

ous capacities for 22 years. “Change can be difficult, and it was tough, but we

made it work.”

GROWING CAPABILITIESGulfstream’s growth in Luton has been methodical by necessity. When the

company took over the site in 2003, it had no approvals to perform maintenance

or repairs to Gulfstream aircraft. From 2003 to 2005, many technicians and en-

gineers were certified to work on legacy aircraft such as the GV. Because of more

stringent training requirements by Europe’s aviation governing body, the European

Aviation Safety Agency (EASA), it can take as long as 18 months to be certified to

work on an airplane.


Trevor Watts replaces a drill on a shelf in Luton’s tool crib.


“You have to be type-rated for every single airplane model,” says

engineer/technician Julian Polito, who is certified to work on the GII, GIII, GIV, GV,

G200, G450 and G550. “You have to invest a lot in training.”

Luton is a certified Federal Aviation Administration (FAA) and EASA Part 145

repair station, which means employees can work on Gulfstream aircraft regis-

tered in the United States and European Union countries.

It also has approvals to work on aircraft registered in Bermuda, Bahrain,

Cayman Islands, Hong Kong, Isle of Man, Kuwait, Nigeria, Saudi Arabia, United

Arab Emirates and the U.K.

In addition, Luton has EASA Part 21 Design Organization Approval, which

means its employees can install and repair avionics equipment and cabin com-

munications systems for Gulfstream aircraft registered in EU countries as well as

manage interior refurbishment work. Recent jobs, both on GIVs, included in-

stalling a Satcom upgrade and re-cushioning and re-leathering seats.

“We are doing jobs now that we would’ve been reluctant to do in the past,”

says Kirk Myers, Luton’s head of design. “Now, we have the organizational struc-

ture, the vendors and the confidence of the people on the floor to do more.”

Luton’s breadth of services includes an aircraft management department,

Continued Airworthiness Maintenance Organization (CAMO), and an over-the-

counter (OTC) sales warehouse of parts valued at approximately $25 million. The

site can ship anywhere in Europe or the Middle East within 24 hours.

“We’re still getting the word to some customers that we have a warehouse

here,” says warehouse supervisor Paul Baynton. “The new warehouse is going to

help us a great deal. We’ll need more space for G650 and G250 parts, and we

want to store bigger parts.”

FUTURE LOOKS BRIGHTEven on a typical gray winter’s day in England, Signature Flight Support’s

blue and silver fixed-based operator (FBO) hangar stands out among a cluster

of hangars near London Luton Airport. At 74,000 square feet, it is the biggest

business aviation hangar in Luton and could easily accommodate any Gulf-

stream aircraft, including G650s. It also has three floors of office space, a state-

of-the-art heating system and a well-lit ramp. Barring any unforeseen problems,

the hangar and a warehouse across the street will be Luton’s new home in

September.

“A lot of customers have been waiting for this,” Fonseka says. “Our reputa-

tion has been that our building isn’t big enough. We are going to more than dou-

ble our space. It will open up a whole new mind-set.” ✈

Gary Deveney, a Luton aircraft inspector, checks the weather-radar antenna of a G200.

BY ERIC CONRAD

The Reluctant CEO

You might imagine that Gulfstream salespeople nail down deals in exotic

far-flung locations. The truth is that the chances of a sale occurring go up sub-

stantially when a customer visits Savannah or one of our other facilities. Yes, they

are impressed by our production buildings and service centers. Of much more

importance is the people they encounter—Gulfstream people, whether they are

on an assembly line, our airport ramp or a research facility. I hear this again and

again from our customers, and in one notable case, the Gulfstream family of em-

ployees conveyed such a powerful impression, a CEO, who at first didn’t even

want to consider buying a business jet, ended up being thrilled to purchase a

G150. I want to share this remarkable story with you.

In January 2010, I received a call from the CEO of a very successful pack-

aging company. He was navigating his way back to his home office via the com-

mercial airlines. Canceled flights had caused him to miss several key meetings

and a family dinner back home. Like him, I was also stuck in an airport awaiting

my delayed flight. Through the blare of the gate change announcements and

sea of travelers, the conversation went something like this, “My chairman has

told me that I’m going to have a business aircraft for flying in North America and

Europe. But in my mind, it’s too expensive, I don’t want one, I don’t need one,

and even if I did, yours is the biggest and most expensive and I likely wouldn’t

choose a Gulfstream jet anyway.”

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Previous page: Employees engaged in fine craftsmanship, such as Ricky Miller and Jaime Maysonet, interior installers working on cabinetry in Savannah’s Completion Center, are a common sight for visiting customers and prospects.

Below: Like most Gulfstream sales directors, much of Eric Conrad’s time is spent working while waiting in airports. But the wait is well worth it when he has the opportunity to meet and take a prospective customer on a tour of one of our facilities.

OK, so this wasn’t going to be so easy. But over the course of several

months and into the spring, I came to realize during many conversations that

he truly had the need for an airplane but just wouldn’t admit it. He kept hoping

that his boss would eventually just forget about it. Finally, in desperation, he

called one day with one simple word, “Help.” His boss was forcing him to get an

airplane.

And so began the process of helping educate him on the case for a busi-

ness jet, the reason to choose a

Gulfstream product, and specifi-

cally why the G150 was the right

airplane for him. I told him that I

couldn’t do this on a demonstra-

tion flight, I couldn’t do it over the

phone or in his office. He would

have to take the time to fly to Sa-

vannah and “go to school.” After

several “no thank-you’s,” he ac-

cepted my invitation.

I had never met this CEO face-to-face before the day we flew to Savannah.

He was very formal and businesslike. He didn’t smile a whole lot. OK, he didn’t

smile at all. I remember flying several hours with him on our way to Savannah—

all business discussions. Yes, it was a nice airplane, just too much and too ex-

pensive for him, he said.

When we arrived in Savannah, he remained businesslike throughout the

day as several of us presented overviews on business aircraft ownership, our

company, and the G150 as it compared to the other aircraft he was considering.

As the day continued, we toured several parts of our facility. He began to com-

ment on how professional and knowledgeable all our people seemed to be. He

also told me, “You all seem to be

very committed to this company,

very knowledgeable, and truly

behave like a family here.” As we

toured the production and com-

pletion areas, people would

smile or wave as we passed by.

He noticed it all. And then I saw

something for the first time—a

smile from him in response to

someone on the production floor

nodding and smiling toward him.

As we ended our day of briefings and tours, he thanked those who had

been involved, and let us know just how much he appreciated the help. He told

“You all seem to be very committed to this company, very knowledgeable, and truly behave like a family here,”

the CEO told me. As we toured the production and completion areas, people would smile or wave as we

passed by. He noticed it all. And then I saw something forthe first time—a smile from him in response to someoneon the production floor nodding and smiling toward him.

One of the most popular parts of a Savannah facility visit is the production area. Often toured is the G550 final line, where fairings crew Troy Pollen, Corey Ladson, Will Grant and Bill Kiser work.


me that he now understood what I had been trying to tell him over so many con-

versations. It was our company, our product, our support of the product, and our

people who were the true differentiators in a very competitive business jet market.

That evening, we walked around downtown Savannah touring. We contin-

ued talking about his personal challenges of purchasing an aircraft. We then fin-

ished the evening over dinner. He began to smile more, talking about how he

had built his company up from the beginning, about his family and his employ-

ees. He wasn’t getting any younger. And yes, maybe, just maybe, he did need

an airplane to make his life more productive—and easy.

The following morning, we returned to Gulfstream where he boarded our

demonstrator for the trip back home. He shook my hand, smiled, and told me,

“I sure like your plane and who you are. But you’re still the most expensive one

by far. I just don’t think I can justify owning your plane.” We said our goodbyes.

About a week later, I was having dinner with some clients when I saw his

number come up on my phone. I excused myself for a few minutes to take the

call. I could tell from his voice that he was distressed. But he had called to tell

me that he had made a decision. He just couldn’t justify the added cost of our

product versus a competitor. I remember telling him, “All we want you to be is

happy in your decision. All we wanted to do was help you find the best airplane

for you and your company. We’ve done that, and we’re thankful to have been a

part of the process.” He ended the conversation with his heartfelt thanks and

hope that someday he’d be back to buy a Gulfstream.

No one ever likes to lose a sale. It hurts. But in this case, I knew we’d done

our best, and done everything we could do to earn his business.

Sometimes this is where the story ends. But with this client another week

would pass before I got another call from him, this time while I was at my daughter’s

softball game on a Saturday morning. He apologized for taking me away from my

family, but now wanted me to know that he had made a mistake. He wanted the

Gulfstream … not only because it was the right airplane for him, but also because

of the company and its people who would be supporting him as he traveled around

the world. Not only did he want the Gulfstream, but he wanted his wife to join him

back in Savannah to show her “why” as they chose the interior of their airplane.

A few weeks later, he and his wife arrived in Savannah to go through the

interior specification process. I noticed that he was smiling a lot more, and his

wife of 40 years made the comment more than once about how this was going

to give them more time together as a family and make his business so much

more productive. He continued to work with our completion team. Certainly there

were times when his skepticism would present itself. But the Dallas team always

responded with professionalism, confirming time and time again what we told

him would be the case with the airplane and the schedule.

Finally, on a mid-December morning in Dallas, we handed him the keys to

his new G150. He asked to see all those who helped complete the aircraft. He

thanked them one by one. He just couldn’t believe how well it had all come to-

gether. Then he told me again that he had made the right decision. I couldn’t

help but notice his constant smile.

Perhaps now you’ll understand a little better how important our customers’

visits are to our facilities. You can and do play a big role in helping them understand

what it means to be a member of the Gulfstream family. It is our people. ✈


Don Howe, an engineer by training and supersonics sleuth by trade, thrives

on the unknown, is comfortable with confusion and enjoys working without a

net. Not exactly the characteristics you’d expect from an engineer.

But Howe isn’t any ordinary engineer.

He’s a Technical Fellow, one of six experts throughout the company charged

with tackling technical challenges and sharing the resulting hard-earned wisdom

with his colleagues.

“We’re a jack of all trades in our own area,” says Charles Osonitsch, a Tech

Fellow specializing in thermodynamics.

“And in my case, master of none,” jokes Frank Simmons, the structures Tech

Fellow.

All kidding aside, Gulfstream introduced the Technical Fellows Program in

2001 to recognize, preserve and leverage the company’s engineering talent. An

alternative to the management career track, the title of Technical Fellow allows

the truly gifted to continue their hands-on work without sacrificing the pride, pres-

tige and pay that come with climbing the corporate ladder.

Take the newest Tech Fellow, Ed Wineman. He readily admits he’s not man-

ager material, although he’s held managerial positions in the past.

“The rules of physics don’t seem to apply to people,” Wineman says from

his office in the Research and Development Center (RDC I) in Savannah.

But as a Tech Fellow, Wineman doesn’t have to worry about solving per-

sonnel problems or balancing a budget. He can focus on sharing the technical

expertise he’s gleaned from more than 25 years in engineering.

And for him, that’s easy.

“From my standpoint, what I really want to do is to produce the best prod-

uct,” Wineman says. “And the technical path is the best way to do that. Plus, as

my wife has always pointed out, I’m a terrible manager. It’s true. I’m not good at

evaluating people’s attributes. In a tech job, I don’t have to. I can work on the

things I understand, like physics. Issues in the engineering world are black and

white. If something’s not working out right, I know I can correct it.”

TRIBAL ELDERSEngineering wunderkinds, the Fellows have climbed from the technical

trenches and propelled themselves to the figurative head of the class, where they

can share their tremendous knowledge and experience. Collectively, they have 208

years of engineering experience among them, more than 120 of those acquired at

Gulfstream. All six have done graduate work; four are Designated Engineering Rep-

resentatives (DERs); three have master’s degrees; and two have doctorates. Despite

the camaraderie that bonds them, each tackles the role of Tech Fellow differently.

For example, Simmons, one of the first Fellows, has “office hours” every

Tuesday and Thursday at RDC II to “provide a no-holds-barred session to help

anyone in structures.” Tom Fancy, who became a Tech Fellow in 2007, juggles

an intense travel schedule with teaching newer engineers the fundamentals he

learned from the days of the slide rule. Osonitsch maintains the equivalent of a

research library in his office, prompting one Tech Fellow to kid, “Charles looks

like he’s been saving his stuff since preschool.”

While the path each Tech Fellow takes is different, the destination is the

same: provide Gulfstream engineers with the history, the background and the

Super Sleuths of Engineering

BY HEIDI FEDAK

Tom Fancy, Charles Osonitsch, Bob Mills, Tim Farley (vice president, engineering), Ed Wineman and Don Howe in the RDC Labs Building in Savannah.

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FRANK SIMMONSNamed a Tech Fellow in 2001

Speciality: Structures

Education: Bachelor’s degree in mechanicalengineering, Georgia Institute of Technology;master’s degree in civil engineering and doctor-ate in mechanical engineering, University ofSouth Carolina

Years in industry: 31

Years at Gulfstream: 31

What he likes about being a Tech Fellow:“What appeals to me is the fast pace and theability to work on everything. There isn’t a part ofthe plane I haven’t touched.”

The biggest challenge of being a Tech Fellow:“Trying to do it all.”

BOB MILLSNamed a Tech Fellow in 2001

Speciality: Applied aerodynamics

Education: Bachelor’s degree in aeronauticalengineering and doctorate in mechanical engi-neering from University of New South Wales,Australia



What he likes about being a Tech Fellow:“Being involved in a variety of aspects of a proj-ect from its start to finish.”

The biggest challenge of being a Tech Fellow:“The range of tasks I get exposure to is chal-lenging, but at the same time it is extremely in-teresting and rewarding work.”

TOM FANCYNamed a Tech Fellow in 2007

Speciality: Avionics

Education: Bachelor’s degree in electrical engi-neering from Lowell Technological Institute, nowUniversity of Massachusetts Lowell; graduatework at Worcester Polytechnic Institute, Massa-chusetts



What he likes about being a Tech Fellow: “Thebroad view and the ability to be able to partici-pate across the entire spectrum of electronicsand software.”

The biggest challenge of being a Tech Fellow:“Providing the guidance that Gulfstream needsto keep our airplanes the best in the market.”

DON HOWENamed a Tech Fellow in 2007

Speciality: Applied aerodynamics (supersonics)

Education: Bachelor’s and master’s degrees inaeronautical engineering from Wichita StateUniversity, Kansas



What he likes about being a Tech Fellow:“Being able to focus on the technical details ofa challenging problem.”

The biggest challenge of being a Tech Fellow:“Everybody thinks you’ve gotten to this level, soyou have all the answers at the top of yourhead. Somebody comes in and presents acomplex problem and they want an answerright then and there.”

CHARLES OSONITSCHNamed a Tech Fellow in 2009

Speciality: Thermodynamics

Education: Bachelor’s and master’s degrees inaeronautics and astronautics from New York Uni-versity; master’s degree in nuclear engineeringfrom Polytechnic Institute of New York University



What he likes about being a Tech Fellow: “It’sexciting. If you’ve never seen a problem beforeand somebody throws it at you, it’s fun. Themundane is boring.”

The biggest challenge of being a Tech Fellow:“Keeping focused when the pace occasionallyslows down.”

ED WINEMANNamed a Tech Fellow in 2010

Speciality: Mechanical systems and safety

Education: Bachelor’s degree in aerospace en-gineering from Georgia Institute of Technology;graduate studies in business administration,University of North Alabama; graduate studies insystems engineering, Air Force Institute of Tech-nology, Ohio



What he likes about being a Tech Fellow:Being able to focus on science and technology.“Just having one person to go to means youcan solve problems more quickly than if youhave to pull in 20 people.”

The biggest challenge of being a Tech Fellow:“Available time.”

Meet Your Tech Fellows

know-how they might be missing.

“When I started out at Grumman on the Lunar Module Program, they didn’t

really have computers. In fact, they had less computing power than a Timex

watch had back in the ‘80s!” Osonitsch says. “It was back-of-the-envelope and

slide-rule calculations. The ability to do those things in your head is what we’re

trying to give the young people.”

Indeed, many engineers are more familiar with microprocessors than with

slide rules.

“By doing the equations the old way, by hand, you get a much better and

deeper understanding of the system and formulas you’re working with,” Fancy says.

“When we calculate control and stability the old-fashioned way, with plots and

hand caculations, you get an understanding of how each piece of the control sys-

tem moves the plots. Today, you can plug a few pieces of data into a computer

and get the equation. They get speed, but they don’t get a full understanding of

how the system works.”

But that’s not to say the Fellows haven’t been stumped a time or two. As

they say, no one knows everything.

So what’s a Fellow to do when faced with a seemingly unsolvable situa-

tion? Roll up his sleeves and get to work, says Howe, who has spent many years

working on supersonics mysteries.

“There often isn’t anyone to turn to for the answer,” he says. “You have to

work it out for yourself. That’s not necessarily an easy position to be in, but it’s a

situation you need to be comfortable working in. You have to be willing to put

forth the effort to figure out the answer, whether it’s a new way of researching

the problem or developing a new analysis method, or otherwise figuring out what

needs to be done, not just following a process that is already defined.”

As Simmons says, “Nobody has all the answers.”

But the Tech Fellows sure do come close. ✈

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