Former President at Transdigm
Brady has over 32 years of aerospace experience and is a Former President at TransDigm. He joined as Director of Operations at Adel Wiggins where he was responsible for the LA facility before being promoted to President of the division with full P&L responsibilities. Brady then joined Zodiac to run a Cabin facility and he now works at Senior Aerospace. Prior to Transdigm, Brady had roles running facilities at Honeywell and Moog.Read moreView Profile Page
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Brady can you provide a short introduction to your background please?
I have been in aerospace for a little over 30 years. I began in engineering, working for systems integrators and companies like Honeywell, then transitioned to Moog doing very intricate critical flight control systems, so understanding aircraft operations was critical. I moved around within Moog and ended up running one of their special processing facilities midway through my career. Moog acquired a vertically integrated facility in Torrance which had everything from heat treat and special processing to non-destructive testing.
I got good exposure to that piece of the business which was hard work. We expanded that business to include processing for all worldwide Moog facilities. We upgraded and automated it and would receive weekly shipments from rural New York or Baguio City, Philippines. We would do the special processing as a cost center, then ship it back. I completed my Master’s in Business when I was there and shortly thereafter went to work for TransDigm as the director of operations for one of their facilities in Los Angeles.
TransDigm focus on component suppliers, who are lower on the radar than system integrators. I spent two years as a director of ops, then became president at AdelWiggins in Los Angeles. I was in that role for eight years, then made a work life balance change by taking a role with Zodiac, which was an old Heath Tecna facility in Bellingham, Washington. I wanted to get out of LA and quit commuting, so moved up there. It was a turnaround situation so it was tough for the first few years, but good aftermarket business which was under leveraged.
I was able to use some of the skills I learned at TransDigm to expand the value in the five years I was there. The first year I was there we lost almost 30 million and when I left, we were making 15% EBITDA. It was one of the better cabin facilities within Safran who acquired it three and a half years ago. I then transitioned to Senior during the pandemic when Safran began making organizational changes due to wanting their decision making to be centralized. At Senior, I did large monolithic products for Boeing in the sub-tiers and the Japanese heavies. That is my background in a nutshell up to the current state.
Can you briefly describe AdelWiggins' business at TransDigm in terms of the products, employee count and revenue when you joined?
When TransDigm started, the founders Doug Peacock and Nick Howley acquired four businesses; Adel Fasteners, Wiggins Connectors, Aero Products and Controlex which were small component aerospace businesses at the time. Their first move, post-acquisition, was to merge them into two and reduce the management structure. AdelWiggins was formed in the mid-90s and was based out of Los Angeles. Wiggins Connectors are fluid connectors for aircraft – mostly under the floor of the aircraft – for waste, water, potable water, pneumatics and air conditioning vents. These are flexible fluid connectors, fuel systems and some hydraulics, combining all the tubing in the wall of the aircraft. The other project was Adel Clamps which is primarily vibration damping, clamps and P-clamps. There are literally tens of thousands of them in every aircraft and they hold every wire bundle and pneumatic line in the fuselage. It allows them to vibrate without shaking the wiring and the casing. Those were the two primary products at AdelWiggins. They also had special connectors with military quick disconnects and some refueling products.
Is it all commercial aircraft or were there also military uses?
No; it was 55% commercial and 45% military.
And mainly aftermarket or also some OEM mix?
It was both; direct OEM sales with Airbus, Boeing, Bombardier and Embraer but there was also a strong aftermarket segment. The wire metal clamps were sold directly to the clients on the fuselage side but the engines also used numerous clamps, so we had direct sales into Snecma, GE and Pratt.