Passing the Torch: Walbar Peabody’s Legacy of Learning & Collaboration

Considering Walbar Peabody’s work in the aerospace industry, we have significant and often complex knowledge to share. There is a constant need to learn from one another—and that goes for both tenured and newer employees. 

Our younger generation of employees learns from experienced team members who possess extensive technical knowledge and know how to solve numerous problems. Our veteran employees, on the other hand, learn from the younger crew, who bring fresh perspectives, techniques, and resources.

We recently sat down with Operations Manager Joseph Cennami and Quality Manager Zachary Scanlon, key figures in carrying our torch of legacy and collaboration. They shared their insights on collaboration, leadership, and how we pass on this essential knowledge.

The Value of Experience

Joe Cennami has dedicated over 20 years to Walbar Peabody, starting on the shop floor and progressing through roles including supervisor and general manager. Similar to many of the individuals he hires today, Joe learned the intricacies of various processes across multiple areas, including bench work, chemical work, and roles as an inspector and off-shift lead. His early experience shaped his belief in the value of long-term employees and their deep knowledge of the company’s processes.

As Operations Manager, Joe manages operations and customer service, and he says that his hands-on experience informs his leadership and helps him build trust with his team. He focuses on relationships, support, and creating a sense of urgency.

“Knowing the other whole team here, and knowing what it took to get the work done, that was a benefit,” Joe explains. “It was a built-in trust, because I’m now helping to supervise and lead people who do the work that I once did. And when I did that work, I was also very productive. It’s just in my nature to be that.”

And what about his experience through various roles and ranks? “I got lucky, in a sense, where I was able to work the floor to understand what it took to get the job done,” Joe says. “And at first, I thought people would disrespect me for that, because I was a floor person. It’s the opposite. I think it’s a huge benefit to have that.”

Learning from the Ground Up

Zack Scanlon’s background as a nuclear engineer equips him with ample technical knowledge, leadership skills, and a collaborative nature. He transitioned to the private sector with Walbar Peabody as Quality Manager and explains that he appreciates the accountability and problem-solving aspects of his role, as well as the knowledgeable team he works with.

When he first started, Zack learned from experienced colleagues like Operations Supervisor John Altri. During floor walks John would share new product lines. “That’s how I always learned, even as a young engineer. You have to rely on the people who have been doing the job for a very long time,” he explains. By following team members and learning from their experiences, Zack says he gains a deeper understanding of their challenges and how to address them proactively. 

This is a powerful example of the value of collaborating and passing down knowledge, which newer team members like Zack can preserve more easily through technology and process improvements.

Collaboration in Action: Solving Problems Together

In addition to following his experienced colleagues, Zack also attends the Tier One meetings every morning. By learning from real-world problems on the shop floor, not just theoretical ones, he says he can solve them more efficiently.

“They tell you problems that they’re actually seeing instead of you sitting at your desk making up problems to solve,” Zack says. “So now I know what the team’s problems are, so that we can solve problems that matter to people.”

He notes that being present and showing genuine interest and care in helping make their jobs smoother, sooner in turn helps build relationships and trust with veteran team members.

“The shop floor is really good about wanting to solve problems,” Zack explains. “They really want to put out a good product.” Even when external auditors come onsite and find a minor problem, they have no concern about us rectifying it because they recognize our team’s passion and drive to deliver exceptional work. 

As another example of the power of collaboration, Joe shared that he has taken engineers to the quality clinic to demonstrate the urgency of tasks, such as sending a part immediately versus waiting a week. “So I’ve created that sense of urgency with a lot of people,” he says. “I don’t think that it was because they were lazy. I think it’s more so because they didn’t see the benefit of it.”

Challenges as Learning Opportunities

Seasoned pros and younger employees alike bring essential perspectives to Walbar Peabody, so it’s vital that they learn from one another. 

Joe was initially skeptical about implementing automation and new technologies, but has come to trust new approaches after seeing their positive impact on efficiency and delivery. 

“I’ve been here for so long that you tend not to know what else is out there,” Joe notes. “Then you have someone like Nate Starr [Quality Supervisor] or Zack or Ivan Barrios [Sales & Business Development Leader], who have experience outside of Peabody and have seen different things. That’s when the outside lens and respecting other people’s opinions are important.”

For example, obtaining our UK CAA certification enabled us to adapt to change and expand our capabilities following the UK’s departure from the European Union. While the EU has the European Union Aviation Safety Agency (EASA), the UK now has the UK Civil Aviation Authority. This opens us up to UK customers and those that sell to aerospace companies in the UK.

Joe also reflected on his initial concerns about scanning 8130s and other documents, but realizes now that it has proved highly beneficial by streamlining paperwork. “Nothing’s changed, besides the positive of being able to retrieve a document right away and not having to call a place and ask them to send you a box back, which takes forever.” 

Engineering has come to view quality control audits as opportunities for improvement and learning, not just criticism. They recognize that in the end the quality team wants to help improve their jobs and products.