Avionics News January 2014 - 53

In 1999, White joined Bombardier as supervisor of procurement. "I had the opportunity to work in management
for the first time," he said. Within a few years, some uncertainty developed over whether Bombardier would shut
down in Wichita or Learjet would move to Tucson, Ariz. So
he went to work for Hawker Beechcraft, where he remained
until he was recruited by Aero-Mach Labs in 2012.
White explained, "Don Bolain, owner and chairman,
was looking for somebody to come in as part of a succession plan to take the company from the previous 40 years
and continue to build on that legacy and reputation."
White knew Bolain as well as Chuck Perkins, then-president, as suppliers since 2005. White added, "Don told me
if I decided to leave a big company, he would like to discuss potential opportunities at Aero-Mach, and the timing
was right for both of us when I joined Aero-Mach."
He joined Aero-Mach as general manager with a plan
in place to become president on Dec. 1, 2013, as part of
a planned transition. "I was given time to learn about
the business, and with Chuck staying on board, this will
ensure a smooth transition," White said.
According to Perkins, "Jason and I have worked closely together during the past 18 months toward this change,
and he possesses the skills and vision to make sure we
continue to deliver on Aero-Mach's commitment to our
customers."
What's the difference between general manager and
president? White said his previous responsibilities as
general manager involved more day-to-day logistics, getting parts in the door and turned around. As president, he
is more "future-focused," he said. "I need to see where
we need to be in the next five to 10 years. It's about our
corporate strategy."
With 120 employees, Aero-Mach is a small company
compared to White's previous employers. "At a smaller
company, the decisions you make take an immediate
effect," White said. "You can make a decision this morning and see the outcome this afternoon. That can be good
and bad; you hope you're making the right decision based
on your experience and vision."
And about teamwork, White said at his first management position, "I quickly realized that I had responsibility
for someone other than myself. Being in athletics most of
my life, I was always part of a team. I had strived to lead
the team to achieve our goals, so management wasn't a

huge transition. You learn to recognize the level of talent
everyone brings to the team."
While at Wichita State, White also felt "the thrill of
victory." He said, "I was fortunate to go to the College
World Series and had the chance to play in front of 20,000
people." He added that minor league baseball is a "huge
opportunity, but it also humbles you quickly because the
majority of your life is spent on a bus or in a hotel. We
played 142 games from April to September. Even though
you're part of a team, each individual has a goal to make
it to the big leagues. There's recognition that you're part
of a team, but you're also competing with your team."

"Relationships are the foundation
of every business deal."
►

Jason White

All those hotel rooms and bus rides paid off, however.
White found a silver lining in them. Recalling his four
years in the minor leagues, he said, "It's a benefit to
have been in all those places; it's a relationship builder.
Whenever I meet someone in business, I've probably
been where they're from. It's a conversation starter."
Currently, he has turned his athletic prowess from
baseball to golf and coaching youth sports (football, basketball and hunting) for his son, Kennison, who is 14, and
his 12-year-old daughter, Carson (volleyball, basketball).
"One of the thoughts I live by is that your kids don't
care what your title is," he said. Finding a work-life balance is important to him. He concentrates on those family
relationships as well as those he develops in business.
He said, "Relationships are the foundation of every business deal." But he sees this changing and business deals
becoming more contract related. He added, "To me, your
word is still your bond."
As for the future, he noted that under his leadership,
Aero-Mach will continue to build on its reputation. "We
will diversify our markets and product lines," he said.
"We'll look for growth through international distribution
and potential acquisitions. We will remain competitive
and grow our business. I'm very optimistic." q

avionics news

january

2014

Avionics News January 2014

Table of Contents for the Digital Edition of Avionics News January 2014