As global demand surges, major aerospace players might feel like they’re regaining altitude. The reality is more complex: the entire industry is being called upon to undergo a deep transformation—not to do better than before, but to do things differently
”We have been patient, but (…) our tolerance has reached its limit. The current situation is unacceptable.
Willie Walsh, Director General of IATA
And one crucial challenge remains: attracting and mobilizing talent. Faced with these monumental shifts, transformation is also cultural. We must restore meaning, elevate professions, and rethink roles, missions, and day-to-day practices to foster deeper engagement.
These challenges require more than incremental change. The aerospace industry doesn’t just need to innovate — it needs a fundamental shift in mindset. And it must do so with both speed and precision. In a world undergoing profound disruption, only those who successfully reinvent their operating model will remain in the game.
”Unlike the automotive sector, aerospace has not historically been a volume-driven industry. As a result, it has not reached the same level of industrial maturity.
Pascal Brier, Group Chief Innovation Officer – Capgemini
A 2-millimeter gap in the C-suite can turn into a 2-kilometer gap on the ground CEOs in the aerospace industry are no strangers to managing complexity. But today, they face a crisis that is faster, harsher, and offers zero margin for error. A slight misalignment at the top can quickly lead to major operational drift. So how can organizations ensure flawless execution — and deliver the expected results?
That is precisely the mission of Profit-Implement. In the end, the challenge is not only to define a new strategy, but also to execute it with maximum agility and operational impact. That’s why I created Profit-Implement. Years of experience in leading international consulting firms, specialized in operational excellence, have only confirmed what many leaders already know: traditional firms often remain too superficial — and fail to unlock the gains that really matter.
Adapt and execute — fast and right —
to protect your margins
Adapt and execute — fast and right — to protect your margins Investing in R&D, rethinking sourcing strategies and supplier commitments, launching operational excellence initiatives across production lines… On paper — in Excel or PowerPoint — the strategies look impressive.
But what about execution? Especially when organizations are not fully prepared for such deep transformations?
Three key questions for CEOs facing the need for rapid transformation :
1. What organizational model will allow me to keep pace with evolving market dynamics?
2. How can I align my current structure with this new model?
3. And above all: how can I ensure my strategies are executed effectively, across the
organization, so I actually hit my targets ?
To support executives in the successful execution of their strategic pivots, Profit-Implement offers guidance on two essential levels :
1. Design to Profit
Which organizational levers should you activate to align with your new strategic direction?
2. Profit Through People
How can you ensure that every layer of management — from headquarters to the field, across all departments — fully embraces the new objectives, strengthens its leadership capabilities, and adapts day-to-day practices to deliver the expected outcomes?
BUSINESS CASE - CONFIDENTIEL
+ 45% productivity improvement for a metal alloys supplier
Main challenge : increase productivity to meet rising order volumes without
extending lead times. A 6-week engagement : on-site immersion by the Profit Implement team to analyze workflows and identify bottlenecks.
N°1
+ 45% productivity improvement for a metal alloys supplier Results :
+45% productivity gain achieved through reduced downtime,
team reorganization, and optimized maintenance scheduling.
Key Success Factor : careful observation of daily operations, followed by the implementation of precise KPIs. These tools empowered managers to act as “CEOs of their scope,” enabling them to identify, correct, and continuously improve productivity levers on a daily basis
BUSINESS CASE - No.2
+ 15% productivity boost for a major European aerospace company
Main Challenge : align top management and frontline managers to standardize processes and improve production pace.
Approach : implementation of a “Profit through People” program: management
training, adoption of operational KPIs, and structured follow-up routines to secure every stage of the industrial process.
Results : +15% productivity increase on a key area of the production center, along with a lasting upskilling of teams to support increased production rates.
OUR 4-STEP METHOD TO DRIVE EFFICIENCY AND PERFORMANCE
The ultimate goal of our interventions is to help you take control of the tools and processes that drive operational performance.
PROFIT THROUGH PEOPLE : empowering people to drive performance
In a sector where quality and reliability are non-negotiable, fully engaging your teams makes all the difference. Our approach focuses on three key pillars :
Ownership : each manager takes full responsibility for their performance objectives
Responsiveness : with the right indicators in place, deviations are detected and addressed in real time
Team cohesion : cross-functional communication becomes seamless, strengthening the value chain and reducing delays
