The world has a way of recognizing excellence. Louis Chenevert has lived an interesting life. His career has spanned General Motors to the CEO of United Technologies. Even more interesting is how he achieved so many things. For one, his philosophy is that it does not matter where one starts out in life. What matters is where a person ends up. Louis Chenevert always knew, even from an early age, what he wanted. He was also endowed with the drive and skills to accomplish his goals.
The truth is Chenevert was not born with a silver spoon in his mouth. He achieved by working hard and being totally determined to succeed. His childhood, growing up in Montreal, was normal by any standard. Hi did, however, develop a keen interest for business and entrepreneurship at a young age. He somehow knew that hard work and boundless dedication would result in success.
In the works for a while – interesting read: https://t.co/ZIU8n9b9Qa
— Louis Chenevert (@louis_chenevert) June 11, 2018
His desire to achieve led him to enroll in the HEC Montreal Business School. He chose production management as his major. Production management is the process and oversight that ensure that a company produces products a high speeds, and with quantity and quality. Production management is critical for any company’s success. This is one of the areas that Chenevert focused on during his entire career. His expertise in production management led to a position at General Motors. He made his mark there for 14 years and then decided it was time for a change.
His next move was Pratt & Whitney. Pratt & Whitney is a business unit within United Technologies Corporation. The company produces aircraft engines. It only took Chenevert three years to receive a promotion to President. He brought the company back to a level of profitability. While the market as a whole experienced a downturn at that time, he kept his company afloat.
Chenevert then moved on to United Technologies Corporation where he served as Chairman. It was here that his dream of a geared turbofan engine materialized. His company, over the years, would invest close to $10 billion in development and design of the geared turbofan engine. It paid off, and the development put P&W back on the map. His success is also due to his ability to develop small teams of talented engineers and technicians. This is how to produce the type of result that exceeds customer expectations. This can lead to profitability.