Page 35: of Maritime Reporter Magazine (December 2000)

Company Profile

HEAVY INDUSTRIES CO., LTD. www.hhi.co.kr

A the lead in building quality ships and turn promises into customer satisfaction. mt with additional training and resources that they would need to raise their skills and performance level.

McAlear's game plan to further KPSI's future not only lies in "skilled techni- cians applied to a world class shipbuild- ing facility," but within himself, and how he will work to improve the yard by r j r' ±J thoroughly scrutinizing the operation — from all sides.

No stranger to the maritime industry,

McAlear, who was born and raised in

Boston, Mass., experienced his first taste of the maritime world when he signed up for a sailing course that was given by the Boston Parks & Recreation

Department. At just 15, he knew that he wanted to have a career that dealt with the sea. He took the necessary steps in high school to accomplish this, and did so by applying and accepting an offer to enroll at the Massachusetts Maritime

Academy. After graduating in 1968 with a B.S. in Marine & Electrical Engineer- ing, McAlear furthered his education at both the University of Michigan and

MIT where he received a B.S.E. Naval

Architecture & Marine engineering in 1973, and an S.M. Naval Architecture &

Marine Engineering in 1974, respective- iy-

After MIT, he began his tenure at

Avondale as a naval architect Advanced

Programs and Marketing — a position he stayed in until 1979, when he left to join Waterman Steamship Corp. as assis- tant to senior vice president Marine

Operations. He remained at Waterman until 1985, when he departed for a posi- tion at Iron Mountain, Mich.-based Lake

Shore as vice president Marine Defense

Division. While there, he received an offer in 1988 to return to his roots at

Avondale, this time as an intricate part of strategic planning and marketing within the company's Shipyard Divi- sion. He eventually worked his way up to corporate vice president of Advanced

Programs and Marketing in December 1997, and then in 1999 to what was until now, the apex of his career — vice pres- ident of Operations at Litton Avondale

Industries. Leading a workforce of approximately 5,000 employees,

McAlear was responsible for produc- tion, engineering, material, planning and scheduling, until Kvaerner tapped him for his current position this fall.

When word got out that McAlear accepted his new position, the execu- tives at Litton Avondale were disap- pointed to hear of his departure — on both a personal and professional level.

But, they also recognized that this was the kind of opportunity that was a chance in a lifetime. According to

McAlear, they are probably one of the most classy, professional groups of indi- viduals that he has dealt with throughout his career.

While the U.S. as a whole will never be able to match the orderbooks of the

Asian yards in some areas, such as

VLCCs and bulk carriers, McAlear feels that the U.S., and KPSI will, in the future, be able to compete with the

European yards in the realm of higher value-added, higher-quality vessels, such as containerships, shuttle tankers and reefer vessels. The yard is on the right track to achieving this with a strong leader, who is a firm supporter of the Jones Act. Mixed together, these two components have positioned the compa- ny to raise the "big six" group of ship- yards to "big seven."

McAlear would strongly agree, as he feels the company has an excellent opportunity to capture that position in this coveted group with two assets that the company holds : European technolo- gy coupled with world-class facilities.

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