TransDigm's Product Innovation, Howley, & TDG 10-year equity returns

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In 1993, Nick Howley purchased four small aero component suppliers: Adel Fasteners, Wiggins Connectors, Aero Products, and Controlex. He then integrated the companies into two separate groups: AdelWiggins and AeroControlex. Both are operating companies of the TransDigm Group today. We interviewed a Former President of AdelWiggins to share insight into what it’s like working at a TransDigm operating company.

Adel Fasteners are ~$40 small shock absorbers which hold the wiring and pneumatic line in the fuselage. There are literally thousands of small Adel clamps in a single aircraft. Wiggins Connectors are ~$400 small fluid connectors for waste, water, and hydraulics throughout the aircraft. Both companies have long histories: Adel was founded in 1938 and Wiggins in 1925.

The durability of AdelWiggins is driven by two main factors: the aftermarket structure and product innovation. Over 90% of TransDigm’s revenue is from proprietary products and 80% from products as the sole-source provider. Given the component unit price is typically below $2,000, the products usually fly under the radar of competition. This combination of an oligopolistic market structure, proprietary, sole-sourced components, and decades of an aftermarket to service drives the durability of TransDigm opcos:

There were three competitors for each of those type of products. One or two main ones then, as TransDigm acquired Esterline, they gobbled up a competitor on the wire bundle clamps. It is now down to one in the States and one in Europe, so competition shrunk through acquisition. This is not a sexy product and it was not a big system integration so it was not on anybody's radar where there is a product needed in every aircraft on a critical system. As you know, with less competition, pricing becomes slightly easier to move upward.

The attractiveness of proprietary aero components is fairly well known; however, the innovation of operating companies is a crucial and often overlooked aspect TransDigm. Innovation is key to retain OE business and is one of TransDigm's three core strategic pillars:

The architecture of aircraft systems has not changed much and both Wiggins Connectors and Adel had a reputation in the industry with very innovative products. They continue to innovate, mostly to reduce touch labor at the OEMs. Many times, the old threaded fluid connectors took several minutes to join a certain pipe fitting and then there was also an electrical jumper for moving any static electricity from one section of the pipe to another. They made a clam shell quick connection which included grounding in the body. They kept innovating and leveraged their brand name in the industry. They had close relationships with both the OEMs and engineers. When Boeing designed a new aircraft, our engineers were always there helping develop new fluid and hydraulic subsystems.

Some argue that TransDigm merely buys proprietary IP and then just increases the price of the components. However, this underestimates TransDigm's innovative capability to retain and win new business. After all, there is no aftermarket business without winning the OE business to get on the aircraft platform in the first place. TransDigm focuses on growing dollars per shipset on new and existing platforms. This metric can be seen as a proxy for ‘same-store sales’. Growing dollars per shipset requires a deep relationship with Boeing and Airbus engineers so when new aircrafts are designed, TransDigm has a seat at the table. The closer you are to the OE, the more you can tailor the specification to your products to retain business as a supplier:

We always looked to expand our shipset value on current and new platforms. When I was at AdelWiggins, they had a composite product line in development with Boeing. This was probably one of the neatest new business stories out of the group. This composite product was called a lightning isolator… At almost $300,000 per 787, which ramped up to 14 per month, that was a significant product line which grew from less than $1 million to almost $40 million a year. We were also able to leverage that into the military platform on the A400M and work with Airbus on the A350. That was one of the great innovative stories of a new product line introduction.
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