Over the course of his career, Louis Chenevert has created a groundbreaking blueprint in business for his ability to bring about incredible results for each company that he been associated with. Louis Chenevert has been involved with a number of companies during his career in the business world, including Pratt & Whitney, where stayed from April 1999 until March 2006, acting as the President until leaving for United Technologies Corporation, as well as a prior career with General Motors that lasted 14 years. During his time with United Technologies Corporation, Louis Chenevert was a key entity in the culture shift that led to, what was, at the time, the most financially significant acquisition of its kind – the purchase of Goodrich Aerospace. The acquisition of Goodrich Aerospace led to a number of breakthroughs that would change the trajectory of the aircraft industry, including the development of the Geared Turbofan engine, which cut emissions and fuel consumption by a large margin, as well as the introduction of the F135 engine sole source position. As Louis Chenevert continues to transition into the next phase of his career, he sat down to discuss a variety of practices and mindsets that have played an integral role in his overall success.
A worthwhile, quick watch on maintaining momentum with innovation: https://t.co/t0aA5Z7TVu
— Louis Chenevert (@louis_chenevert) October 16, 2017
Always looking to the future, Louis Chenevert recently expressed his excitement for the new advancements in modern technology that have allowed his company to progress by leaps and bounds. He has always employed a strict ability to remain focused on the task at hand throughout his career, and he also emphasizes the importance of surrounding yourself with a like-minded team that is ready to work toward a common goal. His team-oriented mindset requires that he provide his team with all of the necessary materials and assets to do their jobs to the best of their abilities, and he also ensures that when his team takes risks and create positive results, they are rewarded for their efforts. When thinking back on his worst job, Louis Chenevert cites his time as a first line supervisor at an assembly plant, which, despite its shortcomings, taught him a great deal about listening to his employees.