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NORTHROP GRUMMAN

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NOVEMBER/DECEMBER 2018

contents(r)features

on the cover

”I will always remember the camaraderie among the people I served with, and I appreciate the men and women who are continuing with the mission to defend our country.

—Mary Lynn Hecht Manager Systems Engineering

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26

10

182012

12 Hiring Our Heroes Today and Tomorrow

14 Two Ways to Serve

16 From One Generation to the Next

18 Salute to Our Veterans: Mission Essential

20 Thank You for Your Service

22 We’ve Got You Covered

24 Moss Point Celebrates A First for Fire Scout

26 New PTSD Research Aims at Prevention

28 Sectors Look to The Future: Demonstrating Autonomous Maritime Capabilities, Fire Scout Mission Expansion

30 A Guiding Force

6 connections

8 letter from (r)sector vice president

9 headlines

10 (r)heritage

25 by the numbers

32 high-performing Norm

Front Cover: Mary Lynn Hecht, department manager, Aerospace Systems, is a 14-year employee at Northrop Grumman and 17-year veteran of the U.S. Air Force. Back Cover: Senior staff Project Manager Shawan Banks, who has spent 30 years at Northrop Grumman, is an 18-year veteran of the U.S. Air Force.Cover photos by Daniel Perales and Michael Regan

connections

engineering advancements to impact- ful community outreach, we will share more — and learn more — about our company, our industry and each other. How great is that?

Although this is the last issue of (r)evolution, both its name and the innovative spirit it was designed to instill come full circle. For in its own way, the publication featured the ongoing evolution of not only Northrop Grumman but our continued explora- tion of how best to engage everyone in the conversation. Our Aerospace Systems Communications team does an outstanding job of bringing forth the finest quality of storytelling through publications, videos and podcasts. Team members touch the heart of our culture and will continue to do so by building upon all the hard work and passion that made (r)evolution such a success. Let’s turn the page and get ready to make this new endeavor even better.

Every time I read (r)evolution, I am inspired. This beautiful, award-winning magazine has shared our sector’s history, painted images of our future and touched us with incredible stories about our people. The stories I read here bring me closer to the heart of our company – and all of you. We need to share these stories. We want to share these stories.

Through the years, our company’s stories have been published sector by sector, often via magazines or newsletters. At the start of 2017, Aerospace Systems unveiled (r)evolution — a reinvigorated sector magazine, complete with a new name and an eye-catching feel and format. And just like great publications produced by other sectors, it added an informative and entertaining component to how we communicate.

As an enterprise of 85,000 employees, we are committed to preserving

freedom and advancing human dis- covery. We are more than the sector where we work. Our badges say “Northrop Grumman” — that is what connects us. So it’s only fitting that we join together and tell our story as OneNG.

Leadership sees the exciting potential that a more unified, OneNG approach to storytelling could offer. And so here we are! Each sector of Northrop Grumman is enthusiastically embracing digital transformation and helping roll out an impressive, inclu- sive enterprise magazine in 2019 that will make a statement and build momentum.

Through this dynamic platform, our company is well prepared to “bleed blue” and showcase all of Northrop Grumman. From employee accomplishments and interests, to our receipt of world-changing government contracts … from amazing

6 NOVEMBER/DECEMBER 2018

By Janis Pamiljans

7

magazineONE

for OneNG

Photo by Michael Regan

Janis PamiljansCorporate Vice President and President, Northrop Grumman Aerospace Systems

9

Letter from (r)sector Vice President

James Webb Space Telescope Speaks for First TimeThe two super elements of the James Webb Space Telescope successfully communicated for the first time. The test was completed by Northrop Grumman, in partnership with NASA, and demonstrated operability of the electrical interfaces between the Optical Telescope element/Integrated Science instrument module (OTIS) and Spacecraft Element (SCE).

With hardware for the telescope 100 percent complete, this is the first in a series of integration and testing efforts for Webb. The team tested operability of the commanding motors that control Webb’s 18 mirror segments comprising the primary mirror. Like earlier simulation tests of hardware and software, the completion of this test was a continuation of new ongoing risk-reduction efforts designed to ensure the success of future integration activities.

“The successful completion of this test was a significant event in the testing and integration phase of the SCE and OTIS for the program,” said Scott Willoughby, vice president and program manager, James Webb Space Telescope. “Completing tests such as this one are among many firsts for Webb, and they retire risk on our critical path forward toward launch.”

Once the telescope is fully integrated, the entire observatory will undergo more tests during what is called observatory-level testing.

The James Webb Space Telescope will be the world’s premier space science observatory of the next decade. Webb will solve mysteries of our solar system, look beyond to distant worlds around other stars, and probe the mysterious structures and origins of our universe and our place in it. Webb is an international program led by NASA with its partners, the European Space Agency and the Canadian Space Agency.

— Lindsay McLaurin

Employees Honored at SWE ConferenceNorthrop Grumman employees Kris Acosta, Nora Lin, Ana Luisa Mendoza, Amy Jo Moore and Ling Wu received awards at the Society of Women Engineers (SWE) annual conference held in October in Minneapolis. SWE awards recognize innovators and leaders who support the enrichment and advancement of women in engineering.

Acosta, a Global Supply Chain manager in Aerospace Systems, received the Prism Award recognizing a woman who has charted her own career path and provided leadership in technology fields and professional organizations. She has held materials engineering, systems engineering, program integration and program management positions on space and air programs. Acosta has been the co-chair of professional development conferences for the SWE Los Angeles chapter and is the chair-elect for the SWE curriculum committee.

Goodbye (r)evolution, Hello Revolution in PublishingWelcome to the final edition of (r)evolution magazine. It’s been quite a journey. This publication began as a fledgling Aerospace Now in June 2009, then evolved into the groundbreaking Inside Aerospace in February 2013. Finally, at the dawn of 2017, it became the award-winning (r)evolution magazine you now hold. Whatever the magazine’s name, it has taken readers into the hearts of our programs and the minds of our employees, providing a detailed look at the hardworking women and men who make Northrop Grumman tick.

Today we write a new chapter, as the company’s sectors join forces for the first time to produce a single magazine covering all of Northrop Grumman. Aerospace Sys- tems’ finest communicators will continue to contribute their stories to the new publication so we can share our accomplishments and showcase our best and brightest employees. And rather than our sector’s voice being lost in the shuffle, it will be enhanced with the voices of Enterprise Services, Innovation Systems, Mission Systems and Technology Services, plus the corporate office.

Every month, editors from across the company will meet to discuss the best, most important stories we have to tell. All of these stories will appear in an online publication available for easy access at any time. The best of the bunch will also appear in a quarterly print publication, which will be available to employees across the entire company.

While (r)evolution provided our readers with a publication they could be proud of, I’m confident that the new, enterprise-wide magazine — both the print and expanded online versions — will be an even more amazing product: a revolution in publishing. Enjoy the continuing journey.

— Cynthia Curiel Sector Vice President, Communications

headlines

Mendoza, a program manager in Aerospace Systems, received an Emerging Leader Award honoring a woman engineer who has been actively engaged in an engineering or technology profession. She has demonstrated outstanding technical excellence and accomplishments, and has 10 to 15 years of engineering experience. Mendoza joined Northrop Grumman in 2005 and has held roles of increasing responsibility in program management, system engineering management, test, logistics and production. She was co-founder of the Northrop Grumman sector and enterprise Hispanic employee resource groups, organizations she previously led as the chair.

Lin, a senior engineering manager in Mission Systems, received the Distinguished Service Award recog-nizing an SWE member who has made significant contributions to the organization for at least 20 years. She joined SWE as a senior member in 1997, became a life member in 2003 and has held various SWE leadership positions at local, regional and national levels.

Moore, a mechanical engineering manager in Technology Services, received a Distinguished New Engi- neer Award honoring women in the first 10 years of their career who have demonstrated outstanding technical performance. The award also recognized leadership in professional organizations and the community. She has worked for Northrop Grumman since 2010 on missile programs in guidance, control systems, ground systems and other areas.

Wu, a senior technical advisor in Mission Systems, also received an award. It recognized her contributions to the advancement of women by mentoring and for demonstrating leadership and initiative in helping women engineers be successful and identify advancement opportunities. She has 36 years of industry experience and holds two patents in fiber optics.

— Mark Root

Technicians and engineers work to prepare the two halves of the James Webb Space Telescope for continued integration and testing.

Photo by Chris Gunn, NASA

(r)evolution © 2018 Northrop Grumman Corporation

All Rights Reserved. Printed in USA

(r)evolution magazine is published for employees by Aerospace Systems Com-munications. Please contact Chris Boyd ([email protected]) for per- mission to reprint, excerpt material, request additional copies, or provide story ideas.

All photography courtesy of Northrop Grumman unless otherwise indicated.(Sector Vice President, Communications

CynthiaCuriel

Editor in Chief PeteHaney

Executive, Employee & Functional Communications Manager

SachaRicarte

Executive Editor ChrisBoyd

Managing Editor AnnCarney

Creative Director AdamUgolnik

Art Director AntoinetteBingZaté

Content Strategist BrookeMiner

Sector Advertising DarrellBrock

Contributors Shana McGregor-Hota

Editorial Board Chris Boyd, Darrell Brock, Ann Carney,

Warren Comer, Ken Fisher, Steve Fisher, Matthew Garth, Pete Haney, Daniel Hazard,

Lindsay McLaurin, Brooke Miner, Dianne Baumert-Moyik, Leona Mynes,

Rhonda Nelson, Diane Pennington, Bonnie Poindexter, Rebecca Richardson,

Larry Stewart, Jaysen Turner, Adam Ugolnik, AnnaMaria White, Antoinette Bing Zaté


NORTHROP’S FIRST

(r)heritage

By Alan Radecki

of military transport aircraft, such as the C-47 — the military version of the venerable DC-3 — that would flood the civilian market. Despite its advantages, no orders for the Pioneer were forthcoming.

The single prototype was lost on Feb. 19, 1948, while flight testing a modified vertical tail, a piece of which broke loose. The test pilot, L. A. “Slim” Perrett, maintained control long enough for the flight test engineers to bail out, but he perished in the crash.

Though unsuccessful in the civilian market, the concept attracted the U.S. Air Force. The Air Force was interested in the design to meet its Assault Transport role, a tough medium-transport that could operate from unimproved forward locations. As such, it would do the job that troop transport gliders performed during the war.

Northrop modified the Pioneer design and came up with the C-125 Raider. The Air Force ordered 13 C-125A Assault Transports and 10 C-125B versions modified for Arctic search-and-rescue work. The first C-125 flew from Hawthorne with Northrop test pilot Max Stanley at the controls on Aug. 1, 1949.

The design retained the P-61’s flaps and ailerons and introduced a host of innovations. It could carry 32 troops or 6 tons of cargo, and using rocket-assist, could take off in under 500 feet fully loaded. If needed, it could

t the close of World War II, military aircraft orders dried up, but

prospects for the civilian aviation industry looked promising. Trade studies showed there would be a large market for a rugged civilian transport that could operate from rough dirt fields worldwide. Potential markets were identified in South America, Africa and the Far East, as well as Canada and Alaska.

With its own money, Northrop Aircraft designed and built its first post-war civilian aircraft to meet this specialty need, resulting in the N-23 Pioneer. It first flew on Dec. 21, 1946, from Hawthorne Municipal Airport in Southern California.

The tri-motored Pioneer could carry 36 passengers or up to 5 tons of cargo, taking off in less than 400 feet and landing in 600. Innovative elements such as full-span flaps and retractable ailerons were borrowed from the successful P-61 Black Widow.

What the trade studies failed to pre- dict, however, was the huge surplus

Top: The size of the N-23 Pioneer is displayed in this company publicity photo.

Facing page: The prototype C-125A Raider (with a civilian registration number) at the Hawthorne airport demonstrating how accessible all its systems and components are for field maintenance.

Photos courtesy of Northrop Aircraft photo archive


1949: take off and climb on only two engines. The tail wheel doubled as a hydraulic jack to raise the back of the plane, so that cargo could be loaded and unloaded from the large ramp door. Because maintenance would have to be performed in the field, engineers kept the mechanics in mind and made all the systems and components very accessible.

Equipped for a standard mission, a C-125B had a range of 1,260 miles and an endurance of nine hours. As this was the era before aerial refuel- ing, for long-range operations, fittings on the main landing gear legs allowed the aircraft to be towed like a glider and later start its engines in flight.

For soft-field operations, the main gear axels could accommodate a second main wheel. The Arctic “B” model could also be equipped with hydraulically retractable skis, or alter- natively, fixed with a pair of pontoon floats for amphibious operations.

The final Raider was delivered to the Air Force in late 1950. The fleet served only until 1955, when the planes were retired to make way for the newer C-123 Provider and the turboprop-powered C-130 Hercules. Most of the retired Raiders were sold off as surplus to bush operators in Central and South America. Two have been preserved in museums: a C-125A in the Pima Air & Space Museum in Tucson, Ariz., and a C-125B in the National Museum of the Air Force in Dayton, Ohio.

C-125B Raider in-flight as equipped for the Air Force’s arctic search-and-rescue mission.

Photos courtesy of U.S. Air Force

11

A

By Laila Yette

OURAs a former captain in the U.S. Marine Corps, Steven Oatridge, project manager, has learned to prepare for the unknown. Some uncertainty continued from his military service into Northrop Grumman. Being able to participate in the CFP helped alleviate that.

“I wanted to have the ability to set myself up for a smooth transition from the military into the private sector,” Oatridge said. “Northrop Grumman was the most prominent company that frequently displayed a proven track record of success.”

“Another key factor in choosing Northrop Grumman was knowing I would have the opportunity to mentor transitioning service members that come to Northrop Grumman through the fellowship program.”

As a corporation, Northrop Grumman continues to commit to supporting and hiring more veterans who have served our country. Another cohort kicked off in August with 12 more fellows, additional sites participating, and Mission Systems welcoming its first two fellows. Moving into 2019, Northrop Grumman is committed to bringing in more fellows.

“Feedback I’ve gotten from the business is great,” said Soares. “The service members are eager to learn new skills, and they bring much leadership and discipline.

“The managers want more fellows to work in their business and are eager for the next cohorts to start.”

To learn more about the HoH CFP, visit hiringourheroes.org/fellowships.

These are just a few of the numbers that represent Northrop Grumman’s commitment to veterans. Another important number — three.

Three military service members joined Northrop Grumman in May 2018 as the inaugural cohort of the company’s Hiring Our Heroes Corporate Fellow- ship Program (HoH CFP). Those same three ser vice members are now full-time employees.

According to Veterans Initiative Pro- gram Manager Carl Soares, HoH CFP is a “skillbridge program that bridges the gap by giving our transitioning service members a chance to experience how work is performed in the private sector.” During the course of 12 weeks, three times a year, a class of 15 to 30 active-duty service members work at various companies across the industry to gain corporate experience and attend weekly educational sessions.

Through the CFP, Northrop Grumman and the service members determine if they’re a good fit for each other before making an official commitment.

“What interested me the most were the opportunities the program offered to gain new knowledge, skills and in- sight of what is today’s private sector,” said Chris Murphy, program cost and material analyst and a former major in the U.S. Army.

“After a military career of 20 years, I looked forward to the experiences and challenges from this opportunity prior to official transition. It was exciting to experience new work hours, a new job, new people, but mostly my new uniform or lack thereof!”

HIRING

Today and Tomorrow

13

Chris Murphy (l) and Steve Oatridge

Photo by Daniel Perales and Alan Tran

HEROES

united behind our mission


ONENorthrop Grumman’s ranking on DiversityInc and U.S. Veterans Magazine’s lists of the best companies for veterans.

2,396The number of Northrop Grumman employees enrolled in the VERITAS (Veterans, Employees, Reservists Inspired to Act and Serve) employee resource group.

20The percentage of Northrop Grumman employees who self-identify as veterans.

By Ann Carney

WORKING BOTH SIDESKris Ecker joined Northrop Grumman two years ago as E-2D production and delivery program manager. In that role, he is the primary customer interface for Navy production aircraft. In January, he will retire from the Air Force Reserves after 13 years of active duty with the rank of lieutenant colonel.

A career Acquisitions officer, Ecker states that his military training and experiences, combined with his job at Northrop Grumman, allow him to draw upon a both-sides perspective of managing and executing contracts. By prioritizing integrity and transpar- ency, he earns the trust needed to lead a team and improve the customer -contractor relationship. As he says when referring to his customers, “I’ve walked in their shoes and shared their challenges.”

The technical definition of “citizen soldiers” is that they are private citizens who train for military duty so they’re ready to defend their state or country when needed. At Northrop Grumman, they are also employees who bring a high level of acumen and seasoned judgment to the table. Dugan, Cortez and Ecker are citizen soldiers who exemplify those elements. They “see both sides” and strengthen our company in the process.

Read on to learn more about how Northrop Grumman supports reservists.

The ability to “see both sides” is a skillset any corporation appreciates — especially concerning customer service.

At Northrop Grumman, thousands of employees bring that expertise to their jobs every day. That’s because they have served in the military and understand the needs and concerns of our customers like no one else can. In addition to retired veterans, our company greatly benefits from employees who serve in the National Guard or the Reserves. As both company personnel and active military members, they provide insights and perspectives that make a tremendous difference. Brad Dugan, Jeannette Cortez and Kris Ecker are three such employees.

Dugan is a flight simulator trainer for Northrop Grumman, stationed at Whiteman Air Force Base in Missouri. He has worked for our company since 2010. He is also an Air Battle manager and chief of Weapons and Tactics for the 134th Air Control Squadron at McConnell Air Force Base in Kansas with the Air National Guard. His current rank is captain. Previously, Dugan had eight years active duty in the U.S. Air Force. He started as a mechanic working on the B-2 and in 2009, transitioned to the Guard. Dugan, who resides in Missouri, drives seven hours round-trip at least once monthly to fulfill his guard duty.

“Military training helps me connect with our customers in ways my co-workers can’t,” said Dugan. “It helps me relate to what customers deal with each day. They don’t have to bring me up to speed because I am standing side by side with them during my drill training and deployments. I use that experience to discover solutions before the customer even asks.”

MILITARY STRUCTUREFor Jeannette Cortez, it was a job right out of college that led her to the Army Reserves. Hired as chief of Lodging Operations at Fort Bragg in North Carolina, she discovered that she liked the military structure, strong camaraderie and patriotism. After working there for nearly three years, she joined the Reserves. That was 17 years ago. Today, she is a staff sergeant and has been deployed to Guantanamo Bay, Cuba, and Abu Ghraib, Iraq. This February, she leaves for Fort Hood in Texas for a one-year mobilization to work Intelligence Operations.

Cortez joined Northrop Grumman three years ago and is a project manager for the UK E-3D Sentry. She states that military training makes her interactions with the customer a bit more personal.

“It also makes understanding the wants and needs of the customer easier, as well the reasons why they make certain requests,” Cortez said. “That understanding reinforces trust, which is always pivotal in any aspect of business.”

15


Photos courtesy of Brad Dugan, Kris Ecker and Jeannette Cortez

TWO WAYSSERVETO

I use that experience todiscover solutions before

the customer even asks.

“

—BRAD DUGAN Flight Simulator Trainer

shoes and shared theirI’ve walked in their“

challenges.

—KRIS ECKER E-2D Production and

Delivery Program Manager


Understanding reinforces trust, which is always pivotal in any

aspect of business.”—JEANNETTE CORTEZ

Project Manager

eorge Schneickert, Engineer- ing Business Facing manager,

Mission Systems, joined legacy company TRW 28 years ago after retiring from a career in the U.S. Army. Among his memorable duty assignments, he managed operations research and systems analy- sis training at Fort Lee, Va. He led a research and development program for ground combat vehicle survivability at the Defense Advanced Research Projects Agency. George described his Army experiences as leading to his systems engineering role at TRW and program management with Northrop Grumman. This was largely because operations research and modeling is similar to modeling and simulation in systems engineering.

Located in Fairfax, Va., George recalled his various company assignments around the country.

“I’m honored to have sustained a long career with the company, especially supporting the troops through our work here at Northrop Grumman.” Family commitment to the company continues with his son Kevin, Solutions architect, Technology Services, who has been with the company for 13 years. After graduating from Virginia Tech, Kevin’s first work experience was with a small firm. Then he decided to make a change. He didn’t actually discuss a career at Northrop Grumman with his father — he just decided on his own to apply for a position.

“I had a very good impression of the company, and I was aware of their mission because of my dad’s work,” he said.

Currently working captures and writ- ing proposals as part of business

development, Kevin enjoys the added benefit of being able to learn from his father’s business capture experience. “He’s somewhat of a mentor for me professionally. It’s nice to have the perspective of someone who’s been there before, to better understand the challenges I face in my environment,” he said.

When asked how he feels about his son extending the family legacy with the company, George said, “I’m very pleased that he chose Northrop Grumman, and I’m proud that he did it on his own.”

ack Jeransky, Mission Assurance Manager, Aerospace Systems,

has a family connection beginning with legacy company Grumman that reaches back to the early 1940s. With more than 100 years of combined service, Jack’s grandfather, grandmother, father, mother, three uncles and a brother have proudly worked for Grumman. One of his uncles, Phil Seligman, was a chauf- feur to Leroy Grumman. Another uncle was Grumman test pilot Roy “Pappy” Seligman.

Growing up with such a rich aerospace family history, Jack and his brother, Joseph, heard many stories about Grumman aircraft from their father, Joe, who worked for the company for 47 years. As boys they relished the opportunities to visit the plants to see things first- hand, and it made an indelible mark on them. Jack’s father, Joe, shared, “It was a great place to work, a family environment, with a team of professionals striving to make a positive difference.”

Eventually, Jack joined the U.S. Navy in 1985, and while serving as a reservist he joined “the family business” at Grumman in 1987. With naval service spanning 29 years, his military leadership experiences have influenced his Northrop Grumman career. He currently supports the E-2/C-2/ALMDS programs at both the Melbourne and St. Augustine, Fla., sites. When asked what lessons from the military apply, Jack said, “Always take care of your employees above and beyond yourself — their welfare is first and foremost.”


One GenerationFrom

thetoNext

By Kevin Gonzalez

Jack Jeransky (U.S. Navy) and George Schneickert (U.S. Army) are military veterans. They are also Northrop Grumman employees whose families have served the company for generations.

Inset photo: Roy “Pappy” Seligman, far left, was a test pilot with Grumman.

Photos courtesy of Jack Jeransky

Main photo: Jack Jeransky

Photo by Mike Johnsen

Always take care of your employees above and beyond yourself.“

—JACK JERANSKY Mission Assurance Manager

J

G

George Schneickert in Infantry Officer Advanced Course, 1974.

Photos courtesy of George Schneickert

I’m honored to have sustained a long career with the company, especially

supporting the troops through our workhere at Northrop Grumman.”—GEORGE SCHNEICKERT

Engineering Business Facing Manager

17


By Marsha Mikulen

18 NOVEMBER/DECEMBER 2018 19


Reflecting back, my time in the service was one of the best and rewarding times in my life. I feel fortunate to now work for Northrop Grumman, whose mission includes protecting our freedoms and providing vast and diverse career opportunities.

FULFILLING NEEDSMaslow’s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs (*McLeod, 2018). The hierarchy needs are physiological, safety, love and belonging, esteem and self-actualization.

The model represents what Northrop Grumman embodies for me. My basic needs are met by having a stable, well-paying job, and I feel safe in my work environment. I often hear our leadership share that one of Northrop Grumman’s missions is to “protect our freedoms,” something that is extremely important to me and our nation. My psychological needs are being met because I have developed some great friendships with some very good people from Northrop Grumman. Networking and mentoring are highly encouraged, and I am an avid participant in both. Through the Education Assistance Program and the support of my leadership, I earned a bachelor’s degree at Cal State Dominguez Hills, a master’s degree at Purdue University, and a Strategic Communications certificate credential, also at Purdue University.

To reach self-fulfillment, I look for and embrace many of the opportunities presented by this company that interest me. I’ve joined the 12 employee resource groups (ERGs) to receive their upcoming event newsletters (all have different offerings). I raise my hand often to try new things or to help others. It’s a busy 24/7 schedule, but I continue to grow, learn and surprise myself with what I am able to achieve.

And moving into the private sector doesn’t mean that I’ve left my military days behind. I am privileged to be the co-chair of the VERITAS ERG in the South Bay. This group embraces “all things military” at Northrop Grumman and in our communities. At Northrop Grumman (and always), I am still a career airman!

My career goal was to get involved with law enforcement, which became my AFSC (Air Force specialty code: an alphanumeric code used by the Air Force to identify a specific job). My tenure in the Air Force ended up being “one hitch” — about four years — and out.

Thanks to the Air Force, I had many opportunities at the young age of 18. I was highly motivated and was told by Air Force leadership that I could possibly be the first female chief master sergeant of the Air Force — a highly coveted position. I was stationed at Lackland Air Force Base in Texas; Ellsworth Air Force Base in South Dakota and Torrejon Air Base in Spain.

THANKS FOR THE MEMORIESSome of the law-enforcement positions I held while in the Air Force

include: base entry controller, vehicle patrol officer, bomb site sentry, law enforcement desk sergeant, investigations, Office of Special Investigations and confinement facility acting NCO (noncommissioned officer). While stationed in Spain, one of the operations jobs I worked was in the Vehicle Registration Office, where I translated English into Spanish on required forms American citizens submitted to register their vehicles. And I didn’t even speak or write Spanish! I was certified as a Military Customs inspector. I boarded and customs-cleared military aircraft leaving Torrejon Air Base for the United States.

One of my favorite memories was supporting the Bob Hope USO Show that visited Torrejon Air Base. I had the privilege of escorting “Laugh-In” comedian Ruth Buzzi and musician Stephen Stills during their perfor- mances in an aircraft hangar near the flight line. I still possess a personal note and autograph that Stills gave me. The USO show, the “sellout” crowd of military personnel and the energy in the hangar created lifelong memories for me.

I never lost sight of developing myself. I attended college while in the Air Force and was appointed the NCO class president for the leadership class.

Oddly enough, when I came to work at the Northrop Grumman Palmdale site, I was hired by a retired Air Force chief master sergeant to support the first flight of the B-2 bomber. I know I was hired into Northrop Grumman because of my military experience and what it could bring: experience, reliability, responsibility, maturity, teamwork, diversity and, last but definitely not least, a security clearance. Photos courtesy of Marsha Mikulen

See more photos of your veteran colleagues on pages 20-21 and online at our veterans photo gallery.

SI joined the U.S. Air Force in the early 1980s. My dad, an Air Force Korean War veteran, was my inspiration to join, ever since I was in high school.

I am still a career airman!

—MARSHA MIKULEN Project Manager

WHEN I WAS YOUNGER, I WANTED TO BE A CAREER AIRMAN. AND YOU KNOW WHAT? I STILL DO!

aluteto Our Veterans: Mission Essential

Lee Mikulen



THANK YOU FOR YOUR SERVICE

22 23NOVEMBER/DECEMBER 2018


By Ann Carney

employees are called to duty, it’s my responsibility to ensure they know that their jobs are secure — that they have our company’s full support and appreciation.”

Gamboa explained that the rest of his team pitches in and helps manage the workload when a reservist is away. That’s not always easy, but together, they make it happen. As Gamboa summarized,

“When members leave on duty, they know we have their backs. “Everyone on my team joins me in feeling honored to reinforce that policy. Northrop Grumman is known for its strong support of employees who serve in the Guard or Reserves. That says a lot about our company and the high value it places on military service.”

One employee who repeatedly exemplifies that promise is Tony Gamboa, department manager for Engineering Property at our Palmdale Aircraft Integration Cen- ter of Excellence. Last September, Gamboa was recognized for his ongoing support of that important company priority. He was presented the Patriotic Employer Award by the Office of the Secretary of Defense, Employer Support of the Guard and Reserve. And boy, was he surprised.

“One morning my director, Mike Rabens (director, Integration Test Flight Systems Team), asked me to join him in a meeting,” said Gamboa. “Around the table, among others, were [Norm Eng, vice president, Engineering] and a manager on my direct team, Cynthia Villa.”

After receiving the award from a representative of the Employer Support of the Guard and Reserve, Gamboa learned that Cynthia had nominated him.

“That means a great deal,” said Gamboa. “It was a very nice surprise and I was touched that she took time to do that.”

Aside from her position with Northrop Grumman as manager of Property/Asset Management, Villa is Wing Command Chief with the Air Force Reserve Command at March Air Reserve Base in California. She left on military orders shortly after Gamboa’s award presentation and returned to work at the end of November.

Villa joined Northrop Grumman eight years ago. She has been on Gamboa’s team for one year, although he has known her since she first became an employee. Gamboa describes Villa as dedicated and someone who exemplifies leadership, integrity and loyalty.

“I have 140 direct reports,” said Gamboa, who has been with Northrop Grumman for 31 years. “Several of them are Reservists. When those

Tony Gamboa, center, department manager for Engineering Property at the Palmdale Aircraft Integration Center of Excellence, receives the Patriotic Employer Award.Shown with Tony are (l-r) Wayne Stitzinger, Environmental Regulation Compliance analyst, Norm Eng, vice president, Engineering, Terry L. Williams, Employer Support of Guard and Reserve, and Cynthia Villa, manager, Engineering.

Photo by Bill Krause

WE’VE

“We’ve got you covered.” At Northrop Grumman, that’s not just an expression. It’s a dedicated promise to all employees who serve

as members of the National Guard or the Reserves.

COVEREDGOT YOU

CELEBRATES A FIRST FOR FIRE SCOUT

For 12 years, Northrop Grumman’s Moss Point employees have manu- factured rotary and fixed-wing autonomous systems and supported manned programs for the United States and its allies. This summer, the Moss Point team, partnering with the Fire Scout program team from San Diego, expanded its capabilities by supporting the first flight of the MQ-8C Fire Scout at Trent Lott International Airport.

After months of preparation, the Moss Point team, led by site Director Lewis Pedroza and Fire Scout Pro- gram Director Melissa Packwood, was ready for liftoff. On the first day of testing the autonomous air vehicle, the team not only conducted two flights but also cleared all the necessary test points for the MQ-8C aircraft. This was an unprecedented level of success for an initial test. By clearing testing requirements where production occurs rather than performing the tests at other locations around the United States, the team demonstrated why testing in Moss Point significantly increases program efficiency.

The aircraft has since completed its testing and has been delivered to the U.S. Navy.

“The ability to now conduct MQ-8C Fire Scout flight tests where the production occurs will bring new efficiencies and effectiveness to our local operations and improve our ability to serve the U.S. Navy,” Packwood said.

Northrop Grumman’s Moss Point facility is key to producing and testing the MQ-8C Fire Scout, the U.S. Navy’s newest autonomous helicopter, bringing increased speed, endurance and payload capacity to distributed maritime operations. The U.S. Navy recently completed the shipboard portion of initial operational test and evaluation aboard the USS Coronado (LCS 4) for the MQ-8C Fire Scout, which has more than 1,500 program flight hours. The aircraft is a modified Bell 407 helicopter that is produced

in Moss Point and supports quality manufacturing jobs in Mississippi.

“Our success this year would not have been possible without the dedication and hard work of the women and men in Moss Point,” Pedroza said. “From manufacturing fuselages to production of Fire Scout aircraft, I value everything they do to deliver for our customers and our company.”

Northrop Grumman has expanded operations in Moss Point and grown the site’s aerospace workforce by more than 40 percent since 2017. The company has done so by bringing in new work through partnerships with key government stakeholders. Earlier this year, site and sector leaders joined Mississippi Gov. Phil Bryant and members of Mississippi’s federal and state delegations to offi- cially open a new operational area of their Moss Point facility.

Elected officials joined local employees to cut the ribbon on the new machine shop section. With recent facility upgrades, the site is now cap- able of performing work on manned aircraft, diversifying the portfolio of work and bringing new opportunities for employees in the region.


MOSS POINT

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BY THENUMBERS:

25

Situated alongside the marshlands and tributaries of the Gulf Coast just west of the

Alabama-Mississippi state line, Northrop Grumman’s Moss Point, Miss., production facility

is a leading aerospace and defense employer in the state. It’s also an important manufacturing

location for Aerospace Systems.Northrop Grumman’s MQ-8C Fire Scout production line in Moss Point, Miss.

Photo by Alan Radecki

Moss Point, Miss

3programs supported at Moss Point

12years since Northrop Grumman’s Moss Point facility opened

40%increase in positions in Moss Point since 2017

Mississippi

135knots – MQ-8C top speed

16,000feet – MQ-8C ceiling

Our success this year would not have been“possible without the dedication and hard work of the women and men in Moss Point.

—LEWIS PEDROZA Director General Manufacturing

Northrop Grumman’s MQ-8C Fire Scout prepares to take off from

Trent Lott International Airport for its first test flight in Mississippi.

By Daniel Hazard


By Rick RobinsonPREVENTION

NEWPTSDRESEARCHAIMS AT

Brought to you by

The deadliest killer of American soldiers on the modern battlefield is not enemy artillery or sniper

fire, or even improvised explosive devices such

as roadside bombs.

OPERATING IN MULTIPLE DIMENSIONSWorking with virtual-reality tools through VIPE and STRIVE represents only one dimension of the ongoing battle against PTSD and its effects on service members. The tools of the information and intelligence battlefield, such as big data analytics, have also been enlisted to fight PTSD.

For example, as Patricia Kime reports in Military Times, researchers at Northrop Grumman teamed up with the Defense Personnel and Security Research Center and the University of Utah National Center for Veterans Studies to investigate “suicide cues” — warning flags of potential suicide efforts — that can appear in social media posts.

While the immediate focus of these efforts is safeguarding service members and veterans against the effects of battlefield PTSD, they will also help first responders, such as police, fire- fighters and paramedics, who are at risk from sudden exposure to horrific experiences. Ultimately, these tools will help us to understand and protect against traumatic effects of stress that can arise in all walks of life.

Learn more at http://now.northropgrumman.com.

TRAINING FOR TRAUMAAlbert “Skip” Rizzo of USC has played a leading role in these efforts, through a program known as STRIVE, which stands for Stress Resilience In Virtual Environments. As Roxanne Palmer writes in International Business Times, STRIVE is a “video game” that exposes its players to experiences that are left out of typical arcade games.

Thus, in the STRIVE environment, “a soldier becomes virtually immersed in missions that will force him or her to confront emotionally challenging experiences: the deaths or injuries of civilian children, the deaths of fellow soldiers and handling human remains.”

To maximize the immersive effect, PTSD research is drawing on technology tools such as Northrop Grumman’s Virtual Immersive Portable Environment (VIPE) Holodeck. In its broader training role, as Allen McDuffie writes in Wired, VIPE provides the fully immersive environment that effective training requires.

“For us to be able to execute realistic training — good training — we have to be able to bring that operational environment” into a virtual reality world, said Brig. Gen. Michael Lundy. This remains true even when that training involves learning to cope with the worst horrors of combat.

Instead, the deadliest killer is post-traumatic stress disorder (PTSD) — the overwhelming effect that sudden, shocking events combined with end- less uncertainty can have on the human mind. In recent and ongoing wars, more U.S. service members have lost their lives to suicide than in combat.

PTSD research has thus become a major focus of investigation by the defense and health communities.

This research is also taking the challenge to its next level, seeking to harness virtual reality (VR) not only to aid recovery from PTSD but also to pre- vent it from arising in the first place. This research effort starts from a reality of the battlefield that is known from ancient times: Training makes a profound difference.

As Matthieu Aikins of Popular Science writes about seasoned troops operating in Afghanistan, they “had done this so many times during training that they were operating from muscle memory. The surge in stress sharpen- ed their attention, heightened their performance.”

Preparing soldiers for the unexpected is a familiar role of military training. But research into using VR to help soldiers deal with horrific past experiences also pointed to the possibility that it could help prepare them for such experiences beforehand.

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”CHALLENGING EXPERIENCES.

IN MISSIONS THAT WILL FORCE HIM OR HERA SOLDIER BECOMES VIRTUALLY IMMERSED

TO CONFRONT EMOTIONALLY

—ALBERT “SKIP” RIZZO Director for Medical Virtual Reality,

USC Institute for Creative Technology

Iver3 transiting on the surface during ANTX. Inset photos (top): Mission Systems Engineer Dave Berman preparing Iver3 for the next mission. Northrop Grumman’s MQ-8C surrogate aircraft launches a sonobuoy into the water for the first time.

Photos by Michael Roe

By Daniel Hazard

SECTORS LOOK TO THE FUTURE:

our nation’s continued undersea superiority.”

Northrop Grumman’s seabed warfare capabilities and multi-domain unmanned system integration were also highlighted at the demonstration. Included was advanced mission management, which enables central- ized collaborative mission execution and control using multiple unmanned undersea vehicles and unmanned surface vehicles. The demonstration featured subsurface to above surface communications with cross-domain status, detection and tracking. Mis- sion planning, control and monitoring were also achieved. This was done via a remote tactical operations center and from Northrop Grumman’s maritime operations center.

The three-day annual exercise demonstrated future Navy technologies in a collaborative, low-risk environment. Government, academia and industry participants gathered to highlight new capabilities to push the boundaries of what is possible in a complex environment. Northrop Grumman partnered in the exercise with Physical Optics Corp., Ultra Electronics USSI, Hydroid, Optimum Solutions and Silvus Technologies.

he exercise’s theme? “Human Machine Interaction.”

This not only created an opportunity for a cross-sector, cross-program team to demonstrate advanced capabilities in the command and control of future autonomous maritime missions, it also showcased the ability to more effectively deliver critical information to the warfighter in contested environments.

In collaboration with industry partners, the team successfully carried out an end-to-end, multi-domain, anti-mine warfare mission, by using multiple autonomous systems controlled via advanced mission-management software.

The exercise featured a first-of-its-kind air drop of sonobuoys from a Northrop Grumman Fire Scout surrogate aircraft during testing on the Narragansett Bay in Newport, R.I. The Fire Scout surrogate, also known within the company as P-10, is a modified Bell 407 helicopter. It is flown in a manned configuration but otherwise customized with the same suite of sensors and mission-management capabilities as the autonomous MQ-8C. This year the aircraft was modified to include sonobuoy launchers on its side, specially designed and modified for this anti-mine warfare exercise.

“Northrop Grumman’s expertise in networked sensors and advanced mission management for autonomous aircraft systems provides significant offensive and defensive capabilities for our customers in the maritime environment,” said Dan Redman, ANTX program manager. “By showcasing how sensors can be airdropped from a Fire Scout surrogate, our team demonstrated future mission applications for this platform.”

A central part of this demonstration was the operation of Northrop Grumman’s µSAS and real-time automated target-recognition technologies from a man-portable autonomous underwater vehicle. The µSAS is a low-size, weight and power, high-performance underwater sensor that — combined with machine learning-based techniques — enables autonomous classification and prosecution of mine-like objects.

“This technology is an example of leveraging digital transformation to rapidly provide software-defined, hardware-enabled capabilities to the fleet,” said Alan Lytle, vice president, Undersea Systems. “Integration of unmanned and autonomous capabilities into the battle space reduces staffing required to conduct operations and risk to personnel, while supporting

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Demonstrating Autonomous Maritime Capabilities, Fire Scout Mission Expansion

28 NOVEMBER/DECEMBER 2018 29

Each year, the U.S. Navy hosts the Advanced Naval Technology Exercise (ANTX) to allow industry leaders to demonstrate a wide range of future technology across the maritime domain.

T

“Integration of unmanned and autonomous capabilities into the

battle space reduces staffing required to conduct operations and risk to

personnel, while supporting our nation’s continued undersea superiority.”

—ALAN LYTLE Vice President, Undersea Systems

31

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best possible product has always been at the heart of his mission.

“I started my career as a communications technician on AWACS — also spending five years in Germany with NATO AWACS,” he said. “I came to Joint STARS in 2006, which enabled me to learn the differences about the platform, how to work with a blended wing and how much more modern Joint STARS was than AWACS.”

After a short stint in acquisitions, Maier was tapped to go to the Joint STARS Program Office at Robins Air Force Base. Later he went to the command-and-control requirements division at Air Combat Command in Langley, Va. He retired a little more than a year ago after 23 years of military service. He then joined Northrop Grumman at the urging of E-8C Training Program Manager Gene Lehman and Tech- nical Lead Russ Adams — a U.S. Air Force veteran and U.S. Navy veteran, respectively.

“It is important to me to continue to engage with our warfighters, to press for honest feedback so that we can continually improve our processes so they get what they need,” Maier added. “I operate

For Mike Maier of Melbourne, Fla., and Tracy Burkholder of Robins, Ga., their paths couldn’t be any different. Maier was born in Fairbanks, Alaska, and Burkholder was born in Southern California. While Burkholder enlisted in the U.S. Army infantry in 1982 and decided he liked jumping out of airplanes, Maier joined the U.S. Air Force 11 years later.

Despite being worlds apart in nearly all of their experiences — with the notable exception that they are both third-generation military service members — they have somehow found themselves united by their mission. Their primary purpose is taking those real-world experiences in the military on the Joint Surveillance Target Attack Radar System (Joint STARS) and parlaying them into post-military service as product training specialists directly supporting our warfighters of the 116th and 461st Air Control Wings.

“Early in my military career, I worked Army intelligence and flew OV-1 Mohawks (which were used as part of the PAVE MOVER program — the precursor to what Joint STARS would become),” said Burkholder. “I then joined the U.S. Air Force side of Joint STARS in 1995 as the Army element, putting the ‘joint’ in Joint STARS.”

He moved up to Robins Air Force Base in Georgia in 1996 and worked in the intelligence and training squadrons.

“I got to shape the future of the role of the U.S. Army crew on the plane, and that was very exciting for me,” Burkholder added.

Since joining Northrop Grumman in September 2002, Burkholder has developed mission scenarios as part of the Joint STARS Total System Support Responsibility contract at facilities located at Robins Air Force Base.

“Growing up in the infantry and fighting the war on the ground, I know what ground support our troops need because I was one of them,” he said. “In this role, I bring that unique perspective, which enables me to translate it into the deployment of Joint STARS during our mission training scenarios so our troops have that battlefield advantage.”

For Maier, who has more than 200 combat sorties and 5,000 total hours flying on U.S. and NATO AWACS (Airborne Warning and Control System), as well as Joint STARS, the focus on delivering the

from a place of honesty, integrity and accountability in all that I do so I can speak up and ask questions with my mission domain knowledge.

“Getting involved in the conversation is the first step in becoming a guiding force, and I feel like I am still in the fight, helping to shape the program’s future.”

Burkholder is proud of the 2,500 combined hours he has flying in the Mohawk and Joint STARS and his countless deployments, including Joint Endeavor I and II, Joint Guard and Desert Fox, to name just a few. But he is most proud of his continued connection to the mission.

“Even after retiring from 20 years of military service, I’m not out of it,” Burkholder said. “I’m using my talents and expertise to train the next generation of operators using real-time data from what the forward-operating locations are seeing and doing today.

“I’m taking a diverse set of stu- dents from all over the world, from all walks of life, and we are all pointing to the same goal. We’re working on this together, pushing hard to learn and be prepared, and we’re united in our mission. What could be better than that?”

GUIDINGFORCE

ABy Dianne Baumert-Moyik

Many of us travel through life wondering what our true purpose is. What is our calling? What can we do that makes a difference?

It is important to me to continue to engage with our warfighters, to press for honest feedback so that we can continually improve our processes so they get what they need.

“—MIKE MAIER

Product Trainer

Mike Maier

Tracy Burkholder

Thanks for joining me today, Kevin. Most of us have heard about the number of employees

we need to hire in the coming years, as well as the increasing priorities around retention and what we refer to as our human capital strategy. Can you tell me why this topic is so important to you and our entire organization?

Thanks, Norm. It’s no secret that we have lots of hiring to do. We plan to bring more than 4,000

new employees into our sector during the next five years to deliver on our customer commitments. At the same time, we’re experiencing the challenge of an increasing level of attrition. When employees voluntarily leave the company, we have to hire even more people. The challenge is especially real for us when it comes to hiring cleared engineering professionals.

How many years have you been with Northrop Grumman, Kevin? What has kept you here?

My experience is unique. I spent 25 years at Scaled Composites, a company that Northrop Grumman

acquired in 2007. Then I joined Aerospace Systems in 2015 as vice president of Advanced Design. I am passionate about our mission and I am just as proud to work here today as when I walked through the door on my first day. The fact that our commitment to our customer serves to ensure the safety and freedom of our nation and brings servicemen and women home safely inspires me to drive performance personally and in my teams. I am also passionate about being accountable to one another and continuing to build an environment at Northrop Grumman where employees want to stay and grow their long-term careers.

Kevin, I hear the Aerospace Systems leadership team is receiving lots of feedback from employees on

what we can do to attract new employees and retain our current workforce? What is the leadership team doing with that information?

You’re right, Norm. We’ve received lots of ideas, and we’re looking at this from every angle. We have some

highly engaged employees who have put a lot of thought into some creative strategies. And it’s really encouraging that our employees are invested in this. Everyone is truly playing for the house.

Are there any examples of employee feedback that has been put into action?

There sure are! Aerospace Systems’ leadership team has significantly increased the amount of employee

referral rewards. For many positions, employees are eligible to receive $10,000 for every referred candidate hired to the company. We’re also advancing more of our top talent through internal promotions, and that’s good for everyone. We’re doing more to help employees develop their careers and build networks while creating a culture of recognition and appreciation. The recent People Symposium in Melbourne, Fla., is being adapted for other sites, and Employee Appre- ciation Day events help bring us all together. Sector and function cohort programs are developed based on employee feedback. So is the Northrop Grumman Development Center, where we can access literally hundreds of valuable no-cost courses for growing our skills. Suggestions about benefits and compensation are shared with enterprise leaders because we uni- laterally can’t change those at the sector level. Overall, we’re doing an increasingly better job at tracking feedback and implementing actions based on real data.

Illustration by Gloria Sola

High-Performing Norm is flipping the tables in this issue as he sits down with Kevin Mickey, sector vice president and general manager, Military Aircraft Systems, about talent retention and attraction.

KEVIN MICKEY & HIGH-PERFORMING NORM TALK

RETENTIONBy High-Performing Norm*

Story cont. on pg. 34

With some Aerospace Systems work- sites seeing double-digit attrition (i.e. employees leaving the company through retirement or otherwise), this subject is top of mind.


high-performing norm

* As told to Bonnie Poindexter

Data-driven decision making sounds really cool. Can you tell us more about that?

Strategy and business decisions should be made based on sound, reliable data. Anything else possibly

constitutes reaction based on hearsay, potentially driving poor decisions. We have some really smart people using analytics to tackle retention.

How can our employees help?

We should think of our own careers in the long term. Northrop Grumman is an expansive, growing com-

pany, and our employees have access to almost infinite opportunities, new programs and different business areas.

More than 3,400 positions have been filled so far this year; more than half by internal candidates. I encourage everyone to be proactive in reaching out to your manager, a mentor or trusted colleague and think big picture. It might sound like a cliché, but it is very true that people generally look to leave their boss, not their company. Northrop Grumman is a great place to work, and there are plenty of people and resources to help each of us find our best fit.

Is there anything else you’d like to add?

For those in roles with an impact on demand planning, please be more proactive. Get better at forecasting

your needs sooner. All of us are accountable to help ensure that Northrop Grumman’s talent pipeline is solid today and into the future. Share opportunities with friends and family, join an industry association, teach a course, sponsor a STEM club or volunteer in a classroom. Share all the reasons YOU are proud to work here.

It’s really encouraging that our employees are invested in this. Everyone is truly

playing for the house.”—KEVIN MICKEY Sector Vice President and

General Manager, Military Aircraft Systems

high-performing norm


Everyone’s story.

Everyone’s space.

COMING FEBRUARY 2019

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