Page 26: of Maritime Reporter Magazine (December 2024)

INTERVIEW

FMD & the Building of a

Defense Juggernaut

You would be hard pressed to ? nd a corporate leader more passionate about the company they lead; more dedicated to the customer they serve.

In this case it’s George Whittier, CEO, Fairbanks Morse Defense and the U.S. Navy. Upon his return less than ? ve years ago, Whittier has driven

FMD towards the top of the U.S. Navy supply heap, with a string of strategic acquisitions. Whittier discusses with Maritime Matters: The Marinelink

Podcast, FMD’s rich history and promising future in helping the U.S. Navy rebuild its strategic edge globally with a strengthened manufacturing base.

By Greg Trauthwein

George, let’s start out with your leadership at FMD. ‘if all you have is a hammer every problem looks like a nail.’

You originally joined Fairbanks Morse in 2009, you left At that point in time, we were an engine company [and the in 2012, but you retook the helm in 2020. Why did you mantra to address challenges was] “Well, we just have to go leave, and what drew you back? sell more engines.”

When I left [in 2012], it was really just time to leave, things With the acquisition by Arcline and [my return] we had a have a season. But at the time, I was sad about it: I loved this change of perspective. company, the products, the people, the market, and the oppor- We said “This actually isn’t an engine company, what we tunity to feel like I’m ‘serving.’ really are is a critical supplier to the Navy.”

One of the biggest regrets in my life is that I didn’t serve. With that as a guiding light, we said to ourselves, “Well, if

By doing the job I’m doing at Fairbanks Morse Defense, be- we’re a critical supplier to the Navy, then we should be selling ing such an integral supplier to the Navy and the Coast Guard, other critical equipment?” it’s given me [almost] that feeling of serving. [Compared to] That put us on the path of making these acquisitions, build- the people in uniform, it’s not even close to the same thing; ing the company to where we are today. So, with the Rolls th but for me it’s a way to give back. Royce acquisition, that’s our 13 . It won’t close until some-

So, I left the company, I went and I ran a couple other com- time next year [2025], but that’s a pretty signi? cant run in a panies, and in December 2019 Fairbanks Morse was mainly four-year period of time.

an engine company, part of EnPro Industries, and they didn’t really know what to do with it. They decided to sell it into a Can you tell me a little bit more about the integrity, private equity company called Arcline [which subsequently velocity and teamwork mantra … what does that mean to asked me to come back]. The day the transaction was an- you in real terms?

nounced in January of 2020, that was also my ? rst day back to I like to do things in terms of threes, and I always tell people the company, and it’s been off to the races ever since. … “I’m not the smartest guy out there by any stretch, but I can remember three things.” So I ? gure if I can remember three

I must admit that the rapid expansion of FMD, via merg- things, then everyone else can remember three things, too. ers and acquisitions starting in 2020, took me by surprise It starts with integrity. Former senator Alan Simpson had as one day I saw what was a diesel engine manufacturer, a great line. He said, “If you have integrity, nothing else mat- the next a burgeoning defense conglomerate. Can you ters. If you don’t have integrity, nothing else matters.” talk a bit more about the strategy behind FMD’s growth? That really resonated with me. I realized how important

That’s a great question, Greg. Go back to when Fairbanks [integrity] is to me in how I run my life and how I do things,

Morse was part of the public company. I use the old phrase, not just at work but in my personal life, too. We’re going to 26 Maritime Reporter & Engineering News • December 2024

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