N.J. His father, a carpenter by trade, set his sights on a better life in
America in the 1920s. He returned to Portugal after World War II but only to
claim a bride, Carvalho's mother.
"He knew my mother from growing up in the same village," Carvalho said. "He went back and she was still single, and he successfully courted her and married her and brought her back to the U.S."
Carvalho's father ran a small general contracting business in southern New Jersey. At night, he went back to school and obtained a college degree, then a graduate degree, in order to become a high school counselor, Carvalho said.
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Carvalho heard a clear and resounding message while growing up. Be truthful. Play it straight. Work hard.
Carvalho will tell you quite bluntly that he longs for his mother's ethnic cooking and feels right at home in the effusive culture of his European parents.
It's obvious in how he tends to people. Walking through Lockheed's factory in suit and tie, he smiles broadly and waves, then hollers to passers-by in golf carts. Some longtime aerospace workers who still recall the days when one-time chief and Defense Department honcho Gordon England ran the plant say Carvalho's style reminds them of him.
"It's more in line with the Gordon England leadership style," said Paul Black, president of the International Association of Machinists and Aerospace Workers, Local 776, which represents 3,600 workers at the complex. "By that, I mean hands-on, down-to-earth. It's about asking people how their day is going and 'Is there anything I can do to help you do your job better?' "
In the past year, employee morale at the plant had been at a low point since a 10-week strike by union members last year. Many also have been worried about the uncertainty of looming cuts to defense budgets and the possibility that they could lose their jobs. (The plant has experienced more than 300 layoffs to hourly workers since November, while many other employees have taken advantage of a voluntary retirement package.)
Carvalho's appointment, however, has triggered an upswing in people's moods, Black says, because he and his leadership team appear to welcome frank discussion.
"We're hopeful that we're on the path of rebuilding the relationship there," Black said.
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The most important trait of a good leader is good listening, Carvalho said.
"It's very disarming to people when they realize they can express to you how they really feel without there being any retribution, just open dialogue," Carvalho said. "What you want to know is the real truth of whatever the situation is, not something that's been packaged."
Carvalho says he makes it common practice to dig into employee concerns.
"When you take time to listen to how (employees) view things, the concerns they have, you can't help but learn in that process," he said. "With that learning, you can talk to them and frankly help people.
"In the end, as a leader in this business, or as a leader in any business, what I have to do is to help my team to be successful. I believe that begins with listening."
Marillyn A. Hewson, Lockheed's CEO and president, called Carvalho "a proven leader" who consistently has performed in building strong customer relationships and in managing complex problems.
Carvalho moved to Fort Worth from Moorestown, N.J., in August 2011 after serving as president of Lockheed's Maritime Systems and Sensors business unit. He was hired in Fort Worth to help guide the Pentagon's restructuring of the joint strike fighter program. In less than a year, he was promoted to be the program's general manager. A year later, he became the chief of Lockheed's aeronautics division.
(END OPTIONAL TRIM)
Now the Pentagon is hoping to ramp up production of the F-35 by the fall, and the hope is to raise production more over several years, Kendall said. The goal is 42 planes by fiscal 2015; 62 in 2016; 76 in 2017; and 100 in 2018, according to an internal Pentagon budget document obtained earlier this year by Bloomberg News.
Once production goes into full swing, it will ensure the demand for a steady and reliable workforce, Carvalho said. In two years, he says, the plant may well be saturated with jet fighters on its mile-long production line, and the plant's 14,000-person workforce could expand.
But before that image becomes a reality, the program must address a looming issue: the jet fighter's long-term affordability.
"There isn't a day that goes by that we're not talking about affordability," Carvalho said. "And what affordability ultimately translates into is our ability to be highly productive in the work we do."
Productivity, he says, is "the lifeline, the oxygen of the business." And his job is to bring teams of engineers, mechanics, painters and others together to give it a boost.
"We want to make the airplane as affordable as possible and of the highest quality possible so that our customers are coming back to buy more airplanes," he said.
(c)2013 Fort Worth Star-Telegram
Visit the Fort Worth Star-Telegram at www.star-telegram.com
Distributed by MCT Information Services
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