TEDDY LANDRY (SGP) MEng BS
SENIOR GLOBAL PARTNER (SGP)

GEOGRAPHICAL LOCATION: Fort Worth (United States of America)
HISTORY
Fort Worth’s economic history is tied to 3 major industries – cattle, oil and aviation. Fort Worth’s slogan, where the West begins, derived from an Army post established here at what was that time the start of the West Texas frontier. In the late 1800’s Fort Worth was a favorite stopping place on the Chisholm Trail as cattle were driven to the Northern railheads. The cattle business became the first dominant driver of economic development as several meat packing plants were established and Fort Worth became a meat packing center of the Southwest, earning the city its nickname, Cowtown. The second major industry developed in the first part of the twentieth century, with the discovery of rich oil and gas fields just west of Fort Worth. The city served as a base of operations for exploration companies, and refineries were built in Fort Worth to process the crude oil. World War I provided the initial sparks for development of Fort Worth’s aviation industry. In the early stages of WWI. Canada built 3 air fields around Fort Worth to take advantage of the warmer weather which allowed year round training for their pilots. When the United States entered the war, the United States took over the fields, thus setting the stage for the growth of aviation as part of Fort Worth’s economy. During World War II, additional air bases and an aircraft manufacturing plant with a mile-long assembly line were built. Consolidated-Vultee operated the aircraft plant during the war, and this plant produced more than 3,000 B-24 Liberator bombers with a peak employment of 32,000. The facility would change hands over the years to various defense contractors – Convair, General Dynamics and, currently, Lockheed. After World War II, Fort Worth’s aviation industry grew rapidly. Local companies such as Bell Helicopter and American Airlines combined with companies in nearby Dallas such as Vought and Braniff to form a major aviation center. These companies provided a large customer base for many smaller companies who produced parts, tooling and related services for the aviation industry.

CURRENT POSITION
Fort Worth ranks as the 16th most populous city in the United States with a population of over 745,000. It has been recognized as one of America’s Most Livable Communities of the decade. The city embraces and maintains its rich Western heritage, and its pioneer spirit. Fort Worth is part of the Dallas Fort Worth metropolitan area which has over 6,526,000 residents and ranks as the 4th largest metropolitan area in the US, and it is the largest metropolitan area in the South. The Dallas Fort Worth area has grown by about 1 million people since the last census in 2000. Fort Worth’s economy continues to support vibrant activity in its traditional industries of oil and gas, and aviation. In fact, Fort Worth is situated over large portions of the Barnett Shale and gas exploration has provided a new source of growth in the energy sector over the last few years. Lockheed Martin Aeronautics is designing and building the F-35, known as the Joint Strike Fighter (JSF), which is the largest current weapon system development program. This is a unique program in that the countries of the United Kingdom, Italy, The Netherlands, Canada, Norway, Denmark, Australia and Turkey have formally joined the US in the development phase. The city’s economy has diversified greatly, and now includes substantial employment in transportation, healthcare, construction, technology and manufacturing. Fort Worth is home to a number of major corporations including D. R. Horton, Pier 1 Imports, Radio Shack, Alcon (a subsidiary of Novartis), TTI, BNSF Railroad, Justin Boots, Acme Brick, AMR Corporation (American Airlines and American Eagle) and Cash America International. General Electric recently built a new locomotive manufacturing plant in Fort Worth, and is ramping up production. The City of Fort Worth formed an public/private joint venture and opened Alliance Airport in 1989 for industrial and general aviation use only – no commercial airline service. It is a Free Trade Zone and has grown into a major transportation hub with nine 3PL companies operating on-site. Major tenants include BNSF Railway, Bell Helicopter, Drug Enforcement Administration, DynCorp International and FedEx Express. Fort Worth continues to rank as one of the fastest growing cities in the US. While many states in the North and East have experienced a net decrease in population from inter-state migration, Texas, and Fort Worth, have enjoyed a net increase. This trend is continuing as the country recovers from the recent recession. The warm climate, low cost of living, low taxes, low unemployment and a business environment favorable for business growth make Fort Worth and Texas a destination for people and new business.

FUTURE OUTLOOK
The overall outlook for Fort Worth is a continuation of recent trends and economic growth at a faster pace than most of the country. All of the underlying drivers that have fostered growth and diversification over the last decade remain in place – low cost housing, available labor, low taxes and warm weather. Pro-business leadership at the city and state levels is very secure and is expected to maintain the tax, labor and regulatory policies that have contributed to growth in both Fort Worth and Texas. While the recession has dampened economic activity, Fort Worth and Texas continue to be affected less than other parts of the country as evidenced by lower unemployment numbers, continued population growth, and increasing activity in the housing sector. Fort Worth is expected to continue seeing relatively high levels of population growth as people migrate to Texas. Fort Worth continues to be a center for oil and gas businesses, both in exploration as well as related services. The growing use of hydraulic fracturing and horizontal drilling technology will drive continued growth in the energy industry as well, though debate continues on the environmental safety of these techniques. These new drilling technologies are driving a renewed interest in both oil and gas, and, in fact, recent drilling permits in Texas for oil exceed those for gas. The aviation industry is also expected to continue growing. Lockheed Martin’s JSF Program (F-35) is still in the low rate initial production phase and has many years of production ahead of it. Bell Helicopter’s V-22 Osprey aircraft is operational and the company continues to bring new products to market and also expects future growth. Both Lockheed and Bell have focused their operations more on development, test and assembly, as they increasingly rely on suppliers for component manufacturing. Continued growth at the two airframe manufacturers will drive a stream of work for local suppliers. American Airlines’ merger with US Air will make for a stronger airline and the largest airline in the world. American’s vast flight schedule in and out of the Dallas/Fort Worth Airport will also continue to drive the need for maintenance, repair and overall parts and services, thus, adding growth to the local aviation industry. Alliance Airport provides infrastructure and available capacity to support continued growth in transportation to Fort Worth, though growth may be slowed somewhat in the near term by the overall slow US recovery. As the economy grows, Alliance Airport is expected to increase its role as a transportation hub and business center. Fort Worth will also benefit economically from continued advancements in university level education. Texas Christian University (TCU) continues to grow with respect to enrolment and programs, and many of its programs are gaining in recognition at the national level, notably the Neeley School of Business. Texas A and M University recently acquired the law school at Texas Wesleyan University and will expand that program and attract new talent. Also, the University of North Texas Health Science Center continues to grow and expand. This graduate level facility already includes programs in osteopathic medicine, biomedical sciences, and pharmacy. It also houses research centers and institutes in a number of therapeutic areas which support a strong medical ecosystem in Fort Worth.

PERSONAL DETAILS:
Teddy Landry
Global Partner status (Associate – Executive – Senior): Senior
Country of registration: United States of America
City of registration: Fort Worth

SERVICE SKILLS:
Product Development
Supply Chain
Manufacturing Strategy
Manufacturing Operations
Aftermarket Services
IT Strategy and Planning
IT Governance and Value Management
Business Process Improvement
Project Management

INDUSTRY SECTOR EXPERIENCE:
Industrial Manufacturing
Aerospace and Defense
Automotive
High Tech
IT Services

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
Masters of Engineering – Texas A and M University
BS – Texas A and M University

CLIENTS OR EMPLOYERS:
Ernst and Young
A.T. Kearney
HP
Deloitte Consulting
Lockheed Martin

LANGUAGES
English

PERSONAL PROFILE:
Mr. Landry has developed and utilized an effective blend of skills and knowledge in the critical areas of engineering, business and information technology. Mr. Landry earned a Bachelor of Science degree in Applied Mathematics and a Masters of Engineering in Industrial Engineering / Operations Research. Both of these degrees were awarded from Texas A and M University in College Station, Texas. Mr. Landry augmented the technical requirements of these degrees with business classes including accounting, cost accounting and finance, as well as classes in information technology. Upon leaving Texas A and M, Mr. Landry began his professional life working for General Dynamics in Fort Worth, Texas, which is now Lockheed Martin Aeronautics. Mr. Landry’s role was to reduce manufacturing costs through the application principles of group technology and cellular manufacturing to machining, sheet metal and electric harness fabrication. This effort was part of a unique program between General Dynamics and the United States Air Force (USAF) called Technology Modernization. This Program was designed to provide incentives for USAF contractors to reduce costs by sharing both the costs and the savings from manufacturing operations improvements. The Program was very successful and the USAF and the Department of Defense (DoD) decided to expand the Program to both prime contractors and subcontractors. Mr. Landry left General Dynamics to work for Theodore Barry and Associates, a management consulting firm, where he provided consulting services to over 20 defense contractors in their Technology Modernization programs. These clients included large prime contractors as well as a wide variety of smaller subcontractors. Mr. Landry’s role was to analyze manufacturing operations, identify cost reduction opportunities, document the improvement opportunities, and develop a business case to secure DoD funding and associated business contracts. While working for Ernst and Young, Mr. Landry began to provide consulting services in product development and information systems. Mr. Landry addressed opportunities for overall business improvement through improved integration between product development and manufacturing, and he began to work with manufacturing clients in the A and D and industrial sectors to better integrate manufacturing and engineering during the product development process to reduce costs and cycle time. Mr. Landry also achieved certification in SAP. Mr. Landry used this detailed knowledge of how SAP works to help companies achieve greater business value from their ERP investments by helping supply chain and manufacturing people communicate better with IT analysts who implemented ERP. Over time Mr. Landry developed a niche capability of working with business and technology people to stream-line business processes, improve cultural change and design ERP solutions that drive business value. Eventually, Mr. Landry led several ERP (SAP, Oracle, QAD) implementation projects with a focus on effectively using ERP to drive tangible business value. While working for A.T. Kearney, Mr. Landry led IT-enabled business transformation programs at large A and D manufacturing companies in the areas of product development, manufacturing and aftermarket services. In these roles, Mr. Landry worked with his clients to design and implement high value business process changes enabled by ERP and other IT systems. These programs resulted in significant reductions in both cost and cycle time for product development and manufacturing. During these large-scale business transformation programs, Mr. Landry began to help clients effectively position themselves for a new aftermarket approach called power-based logistics (PBL). PBL is an operational concept whereby a prime contractor provides a defined scope of product support services at a fixed cost while guaranteeing a defined service level such as overall system availability, and it requires a distinctly different approach. Mr. Landry had the opportunity to work with a number of companies to transition their current aftermarket operations for success in PBL contracts. Mr. Landry’s experience in manufacturing, supply chain, product development and ERP proved to be a valuable knowledge base for this work. Mr. Landry’s experience at Deloitte Consulting provided him the opportunity to spend time on helping clients realize greater value from their ERP investments. Mr. Landry helped clients to define their expected value and prepare business cases, and he also worked with clients after implementation to accelerate benefit realization. Mr. Landry brings this knowledge and experience with him to the Academy of Business Strategy to help clients create tangible business value through strategy, operational improvements and effective use of information technology.

GEOGRAPHICAL LOCATION
Fort Worth – United States of America
Houston – United States of America
San Diego – United States of America
Atlanta – United States of America
Chicago – United States of America

Global Partner preferred location
City: Fort Worth
Country: United States of America

CONTACT
To contact Teddy Landry (SGP), please forward an email to the Academy of Business Strategy.

Jeffery Smith (CBS) MBA MS BS is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is manufacturing strategy. He has achieved an MBA from Birmingham University, an MS and a BS from Oregon State University. He has been employed as a Chief Operating Officer, Chief Financial Officer, Chief Executive Officer, President, Director of Engineering and Consultant for various companies and has experience within the automation, hard disk manufacturing and laser machining industries His clients or employers have included Vivax-Metrotech Corporation, Palco Labs and Directed Light. He has geographical working experience in the USA and China. He speaks English and German. His service skills incorporate lean manufacturing, process development, cash optimization, finance and manufacturing strategy.

To contact Jeffery Smith, please contact the Academy of Business Strategy by forwarding an email, or visit Jeffery’s CBS Blog.

Last week the House of Representatives passed by a vote of 379 to 38 the National Manufacturing Strategy Act. The act is more of an exploratory effort in shaping strategy for job and economic growth than a tactical plan, but it is a step in the right direction and one that both parties agree upon. Other plans last week that passed the house were in regard to reducing tariffs and investment in training which are tangible plans to help our economy. The full story in Industry Week is below.

http://www.industryweek.com/articles/congress_moves_to_establish_national_manufacturing_strategy_22431.aspx

The article is pessimistic however. The article says that while the bills have strong bi-partisan support in the house, the Senate doesn’t have any immediate plans to vote on them. Why? Doesn’t any senator, or any party want to be known as the one that brought forth ideas for job creation and helping the economy? Especially in an election year, this is the issue that most people care about. Hit a man in his pocketbook and he will pay attention. Fill a man’s pocketbook and he will sing your praises.

There are lots of ways to slice up a life cycle into phases, so the decision pattern we’ve included is a good general start that may require some tweaking on your part.  Typically this tailoring is just a matter of ignoring or deleting the decisions that aren’t significant to your type of product.   If your product is 99% software, then you may blow away the Manufacturing Strategy branch.  If it’s a throwaway or consumable solution, then many of Support Strategy decisions will be “Not Applicable”. 

Life cycle decisions are about “How and Who” the product will be realized and supported.  These aren’t decisions about the product design itself, but they will produce derived requirements that will constrain these product design decisions.  Many of the Specialty Engineering Integration (“ilities”) decisions under Product Architecture branch answer the question, “How will we accomodate this life cycle requirement in our product design”?