Quotes of All Topics . Occasions . Authors
We want to generate jobs in the U.S.
Every airplane sale overseas generates U.S. jobs.
I spent the first 15 years of my career in Seattle.
Our business thrives on free and open global trade.
Global traffic has become very networked, very connected.
Substantial services growth is core to Boeing's strategy.
I think it's really important to have a long-term perspective.
The commercial airplane business is an incredible growth business.
I'm an avid bicyclist, so I catch some sun while I'm out bicycling.
I believe you'll see a low Earth orbit space travel business begin.
Robots allow our employees to work safely, faster, and at less cost.
In the long run, competition makes us better... it drives innovation.
I have always loved aeroplanes and spacecraft and the design element.
We're going to continue to invest to win in the narrow-body marketplace.
It makes no economic sense for the U.S. not to have an export credit agency.
We'll continue to take the right actions to make sure we're a profitable business.
I think it's really important that we have a level playing field for global trade.
Our enduring values as a company are the most important of our mission and purpose.
Aerospace services represents one of our biggest growth opportunities for the future.
The future of innovation has to include not only the technology, but economic viability.
The thing I love about President Trump is he's really focused on helping business succeed.
We're not in the business of taking large operations in the U.S. and moving them overseas.
We can create opportunities to generate value by working across the entire breadth of Boeing.
I think you're going to see an interest in space tourism, space travel for the sake of travel.
We see the Super Hornet as an opportunity... to tie directly into the 'Make in India' strategy.
We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.
If you want to work in engineering and to have an impact that's global, come work in the aerospace sector.
We're not going to see an exclusively robotic factory, but we will see the optimum use of robots and people.
The Max 10 will provide customers with even more flexibility in terms of airplane range and higher seat count.
I've witnessed firsthand the critical role suppliers - and especially the best ones - play in Boeing's success.
The energy that's going into autonomous vehicles is very significant, and we expect to continue to invest there.
We treat the management-to-workforce relationship as very important and will continue to invest in that relationship.
We expect to be a prime in the fighter jet business for the long run. This is not a business we're getting out of at all.
Our continued investment in productivity will add to our margins, and you'll see that reflected in the bottom line earnings.
If the U.S. were to not reauthorize the Ex-Im bank, it's in essence unilaterally disarming in a globally competitive environment.
We know our future's not guaranteed, so every day, we have to relentlessly pursue additional actions to drive our competitiveness.
Eventually we're going to go to Mars, and I firmly believe the first person that sets foot on Mars will get there on a Boeing rocket.
We have ambitious goals for the future, and I know we will achieve them, in part, by working closely with our exceptional extended team.
I think tax reform is the single most important thing we can do in this country to unleash economic energy. It's going to unleash growth.
This idea of mutual appreciation and partnerships and investment in our people is very important to me and will continue to be important.
Our commitment to integrity, our commitment to diversity and inclusion, to respecting our teammates - that's what makes this business work.
The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.
As we deliver airplanes and we enable global travel and global cargo delivery, it provides overall economic growth around the world as well.
It's vital to understand where you may have gaps in your knowledge or experience and to surround yourself with a team that complements that.
Our concept of One Boeing assumes an integrated business mix of deep commercial and military expertise applied across the global marketplace.
It's very important that we all have a common understanding of our purpose as a business - what we aspire to - and a strategy for achieving it.
I'm a big fan of having a team with different thoughts and backgrounds and experiences; that makes for a better enterprise and better decision-making.
I've always thought of Boeing as the premier aerospace company in the world, so as I was coming up through school, it was the company I aspired to work for.
We aspire to be a top performer in every area of our business, and that includes leading in the communities where our employees and their families live and work.
If we ramp up capabilities in China, including additional 737-related work, the actions that we'll take are actions that ultimately allow us to grow jobs in the U.S.