IT Department Turnaround and ERP Modernization at Goodrich Corporation

Client: Goodrich Corporation – AIP Division

Industry: Aerospace Manufacturing

Challenge

Goodrich’s AIP Division was struggling with a failing IT department and an outdated, unsupported ERP system. Only two employees had working knowledge of the ERP platform, and due to poor performance, leadership was unable to obtain critical operational and financial reporting in a timely manner. This bottleneck was limiting management’s ability to make informed decisions and was putting the success of a half-billion-dollar division at risk.

Solution

After relocating from Seattle to Phoenix to take on the challenge, I quickly assessed the situation and implemented a turnaround plan:

• Staff Replacement with Offshore Expertise: Replaced the two underperforming internal employees by bringing in an offshore services team with direct experience supporting the legacy ERP system.
• ERP Stabilization: Restored stable access to the ERP platform and ensured leadership could retrieve timely, accurate reporting data to manage operations effectively.
• Executive Engagement: Earned the trust of leadership and was selected as the first-ever IT manager to join the Plant Manager Advisory Committee, a leadership team responsible for strategic decision-making across the division.
• Operational Improvements: Actively participated in strategic initiatives that modernized operational workflows, improved efficiency, and strengthened overall performance during a turbulent time for the aerospace sector.

Results

• Restored reliable, timely ERP reporting, empowering better executive decision-making.
• Successfully turned around the IT function from a major liability to a strategic asset.
• Contributed to record-setting financial performance, with the division delivering a $130 million contribution to corporate during a period when most divisions were in decline.
• Received formal recognition from Goodrich corporate leadership, including a team award, financial bonus, and personal acknowledgment of the impact.

Summary of Impact

By stabilizing a critical legacy ERP system, improving IT operations, and working alongside operational leadership, I helped turn around Goodrich’s AIP Division at a critical time. Our team’s efforts not only improved day-to-day business performance but drove record profitability and strategic resilience, earning formal recognition and solidifying IT’s role as a core enabler of business success.