The Duncan family recognizes that their number one asset remains the people who work with and interact with customers.

As a new avionics technician, Cote spent six years troubleshooting navigation and communication components. From there, he had an opportunity to take a customer service position on the night shift, but that quickly opened the door to a new opportunity. Within a few months, Cote became a project manager for customers bringing aircraft to Duncan Aviation for maintenance. The project managers job is to act as single point of contact for customers throughout the project and to facilitate repair, coordinate planning with the teams and follow up with all areas of the company in an effort to ensure that the customer has a positive experience. “ My goal was to make customers feel as though they were Duncan Aviation’s highest priority all the time,” he explains. “Project managers are accountable to ensuring the company is successful at delivering exactly what was promised to our customers.” Duncan Aviation was the first to fully embrace the idea of single point of contact project management, Cote explains. “Project managers serve as a liaison between customers and our teams on the floor to the customer experiences seamless navigation through the process.” The next opportunity for Cote came when he was asked to be the program manager for the

8 | mar 2018

NetJets account. The job required collaboration with every department within the company along with NetJets leadership and on site NetJets representatives. “The NetJet program was growing rapidly at the time and required not only day to day oversight but a more strategic approach to properly manage and grow our partnership with NetJets,” Cote says. “Duncan Aviation ‘s partnership continues to thrive today because of the talents of our team members working the aircraft and the program leaders that have come after me. They took the program to the next level.

After another brief stint in customer service, Cote was asked to join the senior management team as leader of the completions and modifications group where he oversaw engineering, avionics installs and interior completions. “One of the things I am most proud of in my career was the opportunity to work with Andy Richards, my counterpart in Battle Creek, and our teams in both locations to build a new completion program from the ground up. I’m very proud to say that Duncan Aviation successfully delivered 19 green completions to customers all over the world.” Three years ago, Cote took on his current responsibilities following the retirement of another senior leader and a reshuffling of leadership responsibilities.

GROWING LEADERS The culture at Duncan Aviation works to grow their own leaders, and Cote could be considered the firm’s poster child for that strategy. “The company is a fourth- generation, family-owned business, which is very unusual in today’s corporate world,” says Cote. “The Duncan family recognizes that their number one asset remains the people who work with and interact with customers. “Duncan Aviation helps team members build careers and allows its team members to be as successful as they want to be,” he adds. “The company opens doors for people who demonstrate drive, capability and willingness to grow. They’re given opportunities to advance regardless of their education level.” Cote says he’s grateful for the

opportunities he received and explained that it was only possible in a culture free from office politics and a strict organizational hierarchy. “An organization chart is reflective of a corporation’s culture,” he notes. “Sure, we have an organizational chart on paper, but we value genuine servant leadership styles. It’s one of our core values and that’s how management leads from day to day.” That culture goes beyond an open door policy where any employee can meet with a senior team member at any time to express a concern or share an idea. The culture embraces

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