Over the course of his career, Louis Chenevert has made it a consistent practice of bringing value to every corporation that he has been a part of, most notably, during his time as the President, Chairman, and Chief Executive Officer of United Technologies Corporation. By implementing his own unique brand of leadership, as well as the ability to champion the latest in technological advancements, Louis Chenevert played an instrumental role in a multitude of game-changing acquisitions. The acquisition of Goodrich Aerospace by United Technologies Corporation stands to be one Mr. Chenevert crowning achievements, and at the time of its occurrence, was the largest acquisition of its kind, at $18 billion. Before becoming the leader of United Technologies Corporation, Louis Chenevert had already enjoyed a successful career at several prominent companies, including General Motors, where stayed for 14 years, as well as Pratt & Whitney, in which he acted as President until his exit in 2006. During his time at United Technologies Corporation, Louis Chenevert was also directly involved in a number of other significant innovations, including the development of the Geared Turbofan engine, which revolutionized aircraft and flight throughout the industry, as well as the F135 engine sole source position. In a recent interview, Louis Chenevert discussed a number of the things that keep him at the top of his game in such a volatile industry, as well as a few upcoming trends that have him excited about the future.
A worthwhile, quick watch on maintaining momentum with innovation: https://t.co/t0aA5Z7TVu
— Louis Chenevert (@louis_chenevert) October 16, 2017
One of Louis Chenevert most utilized assets during his rise to the head of one of the most influential corporations in the world was his ability to remain focused regardless of outside distractions, including internal politics. His eternal optimism is also a considerable benefit to his continued success, as he chooses to remain positive while providing his team with the proper tools to execute at their positions. He also names the follow-up process as an essential step when dealing with a promising product, as this allows him to remain abreast of the peaks and valleys of the effort at a predetermined checkpoint.