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In 2018, Delta became the first U.S. carrier to operate the Airbus A220.
Are you planning to make any changes to the organization? No. We have a strong growth strategy, and me being here is just about fueling the team that is here. We’ve got the three big next-generation engine platforms, and along with components, that’s our strategy.
What are your goals for the organization and revenue in 2024? We don’t break out the revenue yet as a separate item, but we are growing the organization. We should eclipse pre-pandemic numbers this year. We hope to get back to world-class execution and turn times. This year is about fine-tuning and not big movements.
You’re referencing surmounting supply chain challenges to reduce turnaround times? Yes. We’re fully staffed. We’ve hired a lot in the last three years. The supply chain is the final thing that needs to get smoothed out. The focus is on making sure that the parts flow matches the demand we’re seeing from customers. That’s the only thing that stands between us and delivering at the level we want to deliver.
How has engine turnaround time changed from last year, when several engines were waiting for parts? It’s generally improving, but there are still engines that are turning slower than their goal. There’s always a bump in the supply chain, but again, I think that’s improving—especially as the OEMs really get the final pieces worked out on their end and really understand what the demand is.
What’s the status of the CFM Leap capability? That’s our newest shop, and we’re preparing for our first induction, which will be this summer. We’re initially going to build capacity to deliver about 40 engines.
Can you provide metrics for the Pratt & Whitney geared turbofan? That shop is in partnership with Pratt & Whitney and is part of its network. There’s been a lot to digest across the network, but we’re starting to make good progress. Turn times are improving. It’s about making sure we have the key parts, because when we do, we can really accelerate.
Delta has added Rolls-Royce Trent 1000, Pratt & Whitney PW1100G and PW1500G engine capability the last few years, and now the CFM Leap 1B engine capability is coming online. Is TechOps planning on other major capability additions in the next three years? Looking forward, it’s growth on these three big engine product lines. We’ve got strong capacity initially planned on all three—and we’ve got plans to further invest in those three. It’s not only understanding the capital and the things we need to make that happen; it’s also about making sure we’ve got the real estate, and I think we do. We’re well poised to grow those next-generation engine platforms.
We’re also really investing in our component capabilities—making sure we are working on the most strategic components that customers want. More to come on that—but components will be a key part in our 3-5-year horizon.
Any particular components that you can disclose? We have historically been heavy in Boeing components. As we get deeper and deeper into Airbus components, it’s about making sure that we have the right product groupings and are as deep as we want to be.
Engine material in particular has faced supply chain challenges. How does Delta TechOps prioritize material between its different needs, including entry-into-service issues? It’s all production for me. Each has its own specific parts and lines, and in many cases, we’re partnering with the same OEMs and other providers to make sure that we’re running those legacy engine lines. But I will tell you, the other internal lines here are strong and healthy. Some of our engine platforms have returned to the pre-pandemic level of turnaround times, so some engines have returned faster than others.
In addition to the engine facilities in Atlanta, we’ve got an engine shop in Minneapolis. We’re recalibrating the test cell there. A key part of our overall footprint is having Minneapolis contributing to the MRO.
We do have legacy and next-gen engine capability, and we do balance it all.
Any changes planned for TechOps MX, the joint venture MRO with Aeromexico? It’s running well, and the hangars are full. We’re always looking at what our opportunities are, and Queretaro [Mexico] remains a vibrant part of the aerospace community, but I don’t have any plans to announce right now.
What are your biggest challenges, and what are you most excited about? I grew up in TechOps, and this is where I started and spent my first 20 years, so the most exciting part is easy: It’s being back with the Tech-Ops people. This is a special group of people here, and we’re in that category of people who love what we do. Our priorities are fine-tuning to get us to the level of operational excellence that we are capable of.
I see many positive signs, not only in turn times but also the operational performance of our biggest customer, Delta. It’s been an incredible run the past five months, accelerating the performance—including delays and cancellations due to maintenance. They’re all moving in the right direction. We have to make sure we continue to remove obstacles that have been created in the last three years or so.
When do you think Delta TechOps will return to its pre-pandemic levels of excellence? It varies by product, but I think we’re going to be looking pretty good by this time next year.
Aircraft retirements have been slow, which has squeezed used serviceable material (USM). When does Delta Material Services (DMS) think retirements and part-outs will increase? I think we’re going to start seeing some normalization of that. Aircraft OEM deliveries have returned to normal, with the exception of one. I think you’re going to see Delta and its customers return to a more normal fleet renewal cycle, which will provide a lot of USM. DMS is continually out looking for aircraft, engines and part-outs.
Are there any new repair developments you can discuss? That’s one of the cornerstones of our strategy. That’s an area where we bring unique expertise. Being an operator of many of the products we service, we’ve got deep service experience and deep engineering and technical capability—so yes, repair development is something we’re working, stand-alone and in partnership with the OEMs.
Delta Air Lines Fact File
History: Founded by Collett E. Woolman as Huff Daland Dusters on March 2, 1925, the carrier’s first operations as Delta Air Service began on June 17, 1929. In 1941, Delta established its headquarters in Atlanta. It entered the jet age in September 1959 when it became the world’s first Douglas DC-8 operator, just ahead of United Airlines. Delta also was the first to operate the Convair 880 (1960) and Douglas DC-9 (1965). Delta struggled like many carriers in the early 2000s and emerged from bankruptcy and a 19-month restructuring in April 2007. A year later, it merged with Northwest Airlines and became the first U.S. airline since Pan Am to serve six continents through a new Los Angeles-Sydney route.
Fleet: Delta’s 960-aircraft mainline operating fleet is a diverse mix of Airbus and Boeing, old and new, narrowbody and widebody. Commitments for 145 Airbus A220s, 155 A320neos, 39 A330-900s and 64 A350s as well as 100 Boeing 737-10s suggest the carrier’s fleet modernization strategy retains notable diversity.
MRO capabilities: Delta’s dedicated TechOps unit, which traces its roots to June 1960, services a variety of new and legacy airframes and engines, starting with much of its own fleet. It lists 15 engine types, five airframe families and a variety of components as capabilities, including “complete fleet” A320 and A330 support.
