Getting to Know Mandy Trainer, Vice President of Fabrication

 

You shifted from contracts to a vital manufacturing role. Tell us about that transition.

After having transitioned to the VP of Contracts from the 787 Program Leader role in early 2021, I knew I eventually wanted to get back to a more factory facing role. 

Contracts was a great role because my team touched every segment of the business (Aftermarket, Commercial and Defense).  We were on the front end of all new programs and opportunities which was exciting, but we were far more removed from the product itself. 

Spirit’s product is what makes us unique; it is also what makes us money, so it is great to be a part of that value chain. I was very excited when the opportunity arose to join the fab team. 

Relative to the transition, I had a lot of learning to do.  I had been the recipient of fab products when I ran both 787 and 747 but did not have a true appreciation for the depth and complexity of what we do in fab. 

For instance, I had no idea we were producing roughly 60,000 parts per week out of CFC.  That is amazing! The reality is we have the largest fabrication capability in the world, and it is quite impressive.  There isn’t much we can’t do here in fab.  Certainly, I quickly had to learn what the pain points are and the key levers to make us successful. 

At the VP role, my job is really to support the team and help remove roadblocks to enable their success, which has been my primary focus since joining the team along with getting out to meet our employees. 

Early in your career, you supported the VC-25 (Air Force One) program. What pressures did you experience in that role?

When I joined the Boeing Company at age 25, I knew I was going to be a finance analyst, but I had no idea what program I was going to be supporting.  I can remember meeting my team lead my first day and she told me I would be supporting VC-25.  Of course, I asked what that was and when she told me it was Air Force One, I was so excited to be part of what is quite honestly the most iconic airplane in the world. 

At first, the biggest challenges were just learning aerospace. We use a lot of acronyms in aerospace, and we also have a lot of unique processes, especially in the defense sector.  I had a steep learning curve the first six months of my career.  Thereafter, the largest pressures were helping get budget to the floor. 

I became the lead analyst that baselined our next heavy maintenance cycle.  It was a considerable amount of work to ensure we had all our work packages created and ready for when the bird came in, so our mechanics would be ready to go to work. 

Since 2021, you have served on the Greater YMCA of Wichita board. What attracted you to join that board?

I really love the mission of the YMCA, as they strive to serve the needs of the whole family.  I think a lot of people think of the YMCA as a gym, but they do so much more for our community.  They create a safe place for kids to go after school.  They support many positive youth development programs, as well as programs that support the needs of adults and families. 

What most attracted me to the YMCA is their focus on job preparatory skills for our area youth.  Having the right job prep skills can change the trajectory of a young person’s life by allowing them to find gainful employment.  One of my personal missions is to support programs that help address generational poverty in our community, and the mission of the YMCA supports that goal.

In college, you studied in the Washington Semester Program at American University in Washington, D.C. What did you learn in that intense program of study that helps you at this stage of your career?

I was fortunate to be accepted into the Washington Semester Program, and it was honestly one of the most enriching and hands-on experiences of my life.  I lived in D.C., and my focus of study was American Justice.  Admittedly, at the time, I was highly considering going to law school. 

I interned several hours each week at the American Bar Association and worked for the editor of their journal.  That experience alone taught me the power words and assisted in honing my research and writing skills, which have served me well in all my roles in aerospace.  The ability to effectively communicate is so important in this business.  When I wasn’t at my internship, I was in class learning about all aspects of the justice system. 

Despite not pursuing a career in justice, the areas I learned about and witnessed first-hand helped me have an appreciation for the challenges and issues in each of these areas that affect Americans every day from every walk of life.  As leaders, we talk about having empathy and understanding.  Developing a broader knowledge of American justice improved my empathy and understanding.  I work to tackle these challenges in my civic stewardship. 

What makes you smile each day?

First and foremost, my family.  I have two rowdy boys that keep me laughing most days with their antics.  As a parent, it makes me proud to see their own accomplishments within each of their own little lives. 

At work, our team makes me smile.  We have a good team, and I genuinely enjoy being around them.  The fab team is full of highly dedicated and skilled employees that have a strong sense of pride in what they do.  It also makes me smile when I see our team doing great things or receive a compliment from another Spirit leader recognizing fab for a job well done.  As a leader, watching your team excel is a proud moment, always. 

Spirit delivers amazing product and I love being out in the factory and seeing our team’s hard work.  There is always someone who smiles and waves, which equally makes me smile. 

How important is being a good mentor in leadership?

Being a good mentor, both formally and informally, is incredibly important.  For me personally, it is important because I truly believe every opportunity I have had in my career was because of a mentoring relationship.  As such, it is important to pay that forward for others working to grow their career and navigate the corporate ladder. 

I also believe that modeling behavior is an undervalued form of mentorship.  If people see you leading by example, that is often more impactful than any conversation you can have with them.  Thus, I want to ensure that they are seeing the right behaviors and attributes. 

Edmund Lee said, “Surround yourself with the dreamers and the doers the thinking and the believers but most of all surround yourself with those who see greatness in you even when you don’t see it in yourself.” 

I’ve had many mentors who have believed in me in that way.  It is important to be a mirror for others to look into and see the potential that we know is there.

What advice would you give to a young person who wants to join our Spirit team in 2023?

2023 is going to be a big year for us.  It will be busy and challenging, but it will be exciting.  We will need young, new talent to help forge the path. 

Through our tuition reimbursement program, Spirit truly can be the jumping off point for anyone to start a career.  So, whether you already have a college degree or aren’t sure if college is the right path for you, Spirit has a place for everyone.  We can provide financial assistance for technical training, as well as traditional degree programs and masters level courses. 

If people are willing to come invest their time with Spirit, Spirit is willing to invest in their future.   So, my only question would be: “What are you waiting for?”