is to be everywhere we need to be, and we have to be very strategic in how we schedule and deploy our resources. How we do that can be the difference between success and failure. Although somewhat improved, there are lingering post-COVID supply chain issues, especially when it comes to composites, chemicals and electronics. Also the looming geopolitical environment is making it more difficult to strategically plan for long-term investments.”
So, are there any good opportunities? Williamson answers,
“Getting more products into the hands of our current customers and converting new customers. We feel that Dart has better value when compared properly; we often offer lighter-weight products, longer- lasting products, and longer intervals between maintenance. When the customer is properly informed, we always see good results.”
He also likes how the acquisitions of SEI (Bambi Buckets) and Simplex (Fire Attack Systems) have positioned Dart with a unique offering to help fight wildfires. “There’s more that could be done to help firefighters and save lives. I think Dart can play a role,” he says.
Challenges and Opportunities
So, what are the strategic challenges Williamson is focusing on? A major one is the complexity of the rotorcraft industry’s ecosystem. He says, “We have thousands of customers. Our biggest challenge
There is one unique trait of the helicopter industry that awes and encourages Williamson. “I’m always amazed when I walk the Heli- Expo or Verticon show floor at the sheer ingenuity of our industry. You always see something you never saw before. Somebody sees a problem and opens up a little rotorcraft business to solve that problem. Our industry is made up of thousands of those problem solvers.”
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