After a year at the helm of Boeing, Kelly Ortberg has managed to halt the company’s freefall amid the worst crisis in its recent history. The former CEO of Rockwell Collins, who was comfortably retired in Florida before receiving the call from the board, took the reins when the manufacturer was grappling with a liquidity crisis and a severe reputational blow. The trigger: the mid-air explosion of a panel on a 737 MAX in January 2024, which revived memories of the two fatal crashes in 2018 and 2019 that claimed 346 lives.
Ortberg arrived with a clear message: restore confidence, be present on the factory floor, and uphold safety, quality, and transparency standards.
Achievements and Progress
Over the past twelve months, Boeing has reached significant milestones:
- Improved efficiency and quality in the 737 production line.
- Settlement with the U.S. Department of Justice to close the legal proceedings related to the MAX accidents.
- Contract for the country’s first sixth-generation fighter jet, the F-47.
- Record commercial aircraft sales and progress amid Donald Trump’s trade policies.
The company’s stock has risen 39% compared to the previous year, with the strongest rebound in recent months driven by increased 737 production.
→ Transition from Airbus to Boeing: Vueling to Receive 50 737 MAX Starting in 2026
Pending Challenges
Despite these advances, Boeing remains in the red and at a disadvantage against Airbus in the single-aisle aircraft market. The defense and space division continues to face issues, debt levels are high, and the integration of Spirit AeroSystems presents an additional challenge. Furthermore, certifications for the 777-9 and the MAX 7 and MAX 10 variants have been delayed until next year.
Ortberg must ramp up 737 MAX production to pre-crisis levels and prepare to launch a new model this decade if Boeing hopes to regain market share. As Ron Epstein, an analyst at Bank of America, warned: “The biggest risk for Boeing is whether it will become a great company again or settle for mediocrity.”
Cultural Shift from Within
A native of Iowa with a straightforward style, Ortberg has driven an internal cultural shift. He has prioritized reducing defects, eliminating out-of-sequence work, and improving quality over accelerating deliveries. Among the new corporate values is the motto “Give a damn!”, introduced to employees in April.
Alaska Airlines CEO Ben Minicucci highlighted Ortberg’s constant presence at the Seattle plant, a departure from his predecessors’ habits.
Politics and Pressure in Washington
Ortberg has also had to navigate public criticism from Donald Trump over delays and cost overruns in the Air Force One program. However, the two shared the stage in May to celebrate a historic order from Qatar Airways.
To strengthen Boeing’s influence in Washington, Ortberg brought on Jeff Shockey as head of lobbying, a key move to secure FAA support and maintain momentum for the F-47.
Labor Conflicts and the Future
Not everything has been smooth sailing: last year, 33,000 unionized workers on the West Coast staged a seven-week strike. This week, 3,200 employees from the fighter jet division joined the walkouts. In the first half of the year, Boeing reported a loss of $643 million.
Ortberg maintains a cautious approach: “It’s one day at a time—improving our performance, addressing issues, rebuilding trust, and strengthening relationships with our customers and end users,” he said during the latest earnings call.
The challenge now is to turn this initial stability into a true renaissance for the historic American manufacturer.
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