Mike Redenbaugh has made quite an impact at Bell in the 18 months since he became the company’s CEO. He moved in at something of a low point in the company’s fortunes, with an aging product line and the embarrassment of competitor Eurocopter claiming more than 50 percent of the domestic turbine market. The latest figures aren’t much better, to be frank, but does he now have a plan to rein in short-term losses and build a strong base for future growth? AIN rotorcraft editor Andrew Healey interviewed Redenbaugh last month at Bell’s headquarters in Fort Worth, Texas.
What were your thoughts when you arrived here in mid-2003?
I had to come up with a strategy to help us restore market share. During my first 60 days in office I visited a hundred customers–both international and domestic–and asked what their perception of Bell was and what they expected from us. I also carried out an internal assessment of the products and the services that we had, and the positives that I knew Bell was able to offer. I then contrasted that with what the customers were saying in the marketplace. As the process evolved, so did the strategy.
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