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Managing Director and Board Member | Aerospace & Defense | Integrated Security Systems | Low Current | Audio/Visual | Telecommunication | Information Technology I Web Technologies
In a remarkable turn of events, PepsiCo briefly possessed the world's sixth-largest naval fleet in 1989. In a peculiar deal, the Russian government sold Pepsi 17 submarines, a frigate, a cruiser, and a destroyer, all in an effort to maintain the flow of Pepsi soda into the country.This strange arrangement was an evidence test to the power of global trade and the lengths companies would go to secure their market share. Pepsi, known primarily for its iconic soft drink, found itself in the unexpected position of owning a substantial naval force, even if only for a fleeting moment.However, the acquired vessels were not destined to serve in Pepsi's armada. Instead, the company immediately sold the entire fleet to a Norwegian company for scrap, effectively converting the naval assets into a financial transaction.This bizarre episode in Pepsi's history serves as a reminder of the unpredictable nature of global business and the sometimes unconventional measures taken to maintain a competitive edge. While the idea of Pepsi possessing a naval fleet may seem absurd, it underscores the company's willingness to explore unorthodox avenues to achieve its objectives.The story of Pepsi's brief naval ownership has become a fascinating footnote in the annals of corporate history, an evidence to the unexpected twists and turns that can arise in the pursuit of commercial success. #military #defense #defence #aerospace #aviation #aircraft #aircrafts #airplane #airplanes #aviationlovers #militaryaviation #militaryaircraft #fighterjet #engineering #technology #militarytechnology #defensetechnology #defenseinnovation #defenseindustry #airforce #pespi #russia #norway
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Culture is key at GE Aerospace.
Learning from the very best of commercial industry at GE Aerospace in Durham, North Carolina. Our IDB | Institute for Defense & Business Industry Based Broadening - Logistics (IB2LOG) executive education program takes our participants out of the classroom to learn from the world-leading provider of jet and turboprop engines, as well as integrated systems for commercial, military, business, and general aviation aircraft. A big thank you to Jacob Martin, Eric Robertson, and Kristina Noel Andrews for hosting us at your Durham, North Carolina engine assembly plant. We learned a great deal and are grateful for your hospitality and the time you spent with our group.
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Beauty
The C-130 Hercules, produced in Marietta, Georgia, boasts the longest continuous military aircraft production run in history and serves as a symbol of reliability for 70 nations around the world. Beyond its iconic status in aviation, the C-130 manufacturing site also generates significant economic benefits. It creates jobs and fosters innovation, contributing to the economic vitality of the region. Watch for more from Fox Business Network below:
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Morale is key to any organization.
Although serving on the aircraft carrier has been a high-intensity assignment, 60 Minutes saw that morale has stayed high on board. According to Hill, that is by design. The philosophy aboard the Eisenhower is based on a quote from its namesake: "Morale is the single greatest factor in successful war." MORE ⬇️
One U.S. Navy secret weapon in the Red Sea? Sailor morale
cbsnews.com
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⚓ Navy Values, Business Success: Setting Sail with Integrity and Commitment Just as the sea shapes the sailor, the Navy instilled core values of integrity, honor, and commitment in our CEO. Today, those values are the guiding stars of our business journey. With every decision, every interaction, we stay true to our naval roots, ensuring that our products and services uphold the highest standards. From the precision of our design, implementation, and installation to the reliability of our customer service, we steer through the currents of business with unwavering integrity. Charting a course for success that honors our heritage, we serve our customers with distinction.
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Excellent presentation from Robert Fookes on the US Air Force Material Command's journey in Digital Materiel Management (DMM). If I had to guess what this Digital Engineering conference will be called in 2 years' time, I reckon DMM is a pretty safe bet. Looking forward to reading the associated white paper. #integratedlogisticsupport #ils #integratedproductsupport #ips #logisticsupportanalysis #lsa #productsupportanalysis #psa #weaponsystemsustainment #sustainment #supportengineering #digitaljourney
Digital Engineering Conference 2024 - riveting presentations yet again! Mr Robert Fookes Jr., USAF, Rolls-Royce and MOD Commercial, excellent and its only just gone 10.00!
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Interesting insights from Timothy Lihou … worth a read:
I was at the Australian Defence Magazine Congress yesterday exploring opportunities around AUKUS, innovation and Naval Shipbuilding. While there is a buzz around the Enhanced Lethality Surface Combat Fleet I also came away from the conference curious about the opportunities presented through AUKUS arrangements and the expanding GWEO enterprise. It is clear that progress is being made, and that these complicated systems require considered action to unlock the full potential. Common to each of these programs I think is a perception that things are moving slowly to get down to implementation. Large organisations take a long time to change course, but I suspect there is also a chance for more transparent and proactive communication with industry as a key partner in these endeavours. I see significant opportunity for Australian industry to contribute to an allied industrial base. 📸 A panel on AUKUS Pillar 2: Jointly Developing Advanced Capabilities
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My first encounter with the true demands of teamwork was as a naval officer. I learned that for our team to succeed, each of us had to take ownership of our responsibilities and ensure nothing fell through the cracks. When everyone in a team takes ownership of their roles and strives to meet deadlines, the team works together wonderfully, and a culture of responsibility and performance is fostered, without toxic competitiveness. The lessons I learned in the navy have become my guiding principles in business: 1. Define responsibilities clearly, leaving no room for misinterpretation. 2. Ensure each task has a single, accountable individual. 3. Delegate responsibilities only to those with the necessary skills to complete them effectively.
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In the latest issue of Military In Business® magazine, Mark Miller - Vice President at GKN Aerospace - continues his examination of the Social Value Act, looking at the main barriers to progress and how they have been addressed in the last decade. Read Mark's thoughts here ➡️ https://bit.ly/mibmag7 #MilitaryInBusiness #SocialValue #SocialImpact #PeopleCentric
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In military aviation, no matter how advanced a jet like the F-22 is in air-to-air combat, success still relies heavily on teamwork and collaboration. Sure, the F-22 has its strengths, but missions require a variety of aircraft working together, each playing its specific role. It’s never just one jet or one person doing everything on their own. You might have the best tool for one part of the job, but without the support of others, you won’t get very far. Success comes from everyone knowing their role and working together to achieve a bigger goal.
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