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It may not even be enough to dominate the U.S. And it is not enough to be a leader in military avionics, because defense demand periodically turns down-usually just about the time commercial demand is picking up. It is not enough to be the original equipment manufacturer of world-class engines, because most revenues and returns are generated in the aftermarket.

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A senior Raytheon executive told me this week that planners expect a rapid acceleration in innovation arising out of the new enterprise’s technical depth and resources.ĭiversity: In order to be a leading player in global aerospace, an enterprise needs to reach all major markets across the full breadth of the product life-cycle. And no other company in the defense sector can claim broader expertise in digital radar, electronic warfare, hypersonic weapons and cybersecurity. No other company has developed a fighter engine for the military combining the performance features and stealth of that on the F-35 fighter. No other aerospace company in the world surpasses the new enterprise in the depth or breadth of its competencies.įor instance, no other company has brought geared turbofan engines to market, a technology that is inherently more efficient than conventional turbofans. That includes over 60,000 engineers working at the cutting edge of aerospace and defense technology, often with high-level clearances in the case of military work. On military missions like missile defense, the company can offer weapons, sensors, communications, battle management and logistics.ĭepth: Raytheon Technologies will have 195,000 employees, the vast majority of whom are highly skilled (production of commodity items was outsourced years ago). For example, on a Boeing 787, it provides electrical power, environmental controls, fuel measurement, braking, displays, lighting, seating, oxygen, fire suppression, thrust reversers, and cargo systems. The underlying unity of the enterprise will enable Raytheon Technologies to offer its myriad products in bundles that competitors have trouble matching. Moreover, its electronic and propulsion skills are applied mainly to aerospace markets-not just on planes and missiles, but in air traffic control, in satellite constellations, and in communications networks. In the simplest terms, Raytheon Technologies is an electronics and propulsion company.

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With $74 billion in pro forma (pre-coronavirus) sales, Raytheon Technologies isn’t just big: it is the number-one or number-two global supplier in most of its addressed markets, from jet engines to radars to cockpit displays to ejection seats to missiles.įocus: Despite its complex portfolio of products, there is an underlying unity to the competencies of the merged enterprise. When those military lines are combined with the robust commercial portfolios of Collins and Pratt in the merged enterprise, what emerges is the second-biggest aerospace and defense company in the world.