Roger Wolfe graduated from Monte Vista High School, San Diego, class of ’74. Upon graduating I attended San Diego State University where I received a BA in Industrial Studies in ’78 and became a graduate teaching assistant (electronics, drafting) while working on advanced degrees.
I left the education field in ’80, and became an engineer at General Dynamics, where I worked on several advanced designs for the F-16 self-test/diagnostics (Processors/Pneumatics/Stores Management/Threat Simulation), and soon after moved to a small fast growing Turbine Engine Controls company (Continental Controls, which would become Bendix, Engine Controls), where I would spend the majority of my career in publically traded companies.
Soon after joining Bendix Engine Controls (a Turbine Engine Controls company), I completed my Masters in Business (’84), and moved into Management. I became President of Bendix Engine Controls in ’85, and developed a secondary product line consisting of advanced digital engine controls for reciprocating engines (fore runner of the multiple spark/detonation detection/control technique used in today’s engines).
Bendix was purchased by Allied Signal in ’89, and I became the new Corporations Director of World Wide Operations based in Santa Ana California. I remained a Corporate Officer for the next 2 years, while developing the company’s new primary manufacturing philosophy/technology/strategy (High Velocity Manufacturing, which became Continuous Flow Manufacturing), on a World Wide basis. After a short break in service (when I received my first private equity exposure) I returned to Allied Signal (as GM of Wheels and Brakes), which was shortly thereafter purchased by Honeywell, and ran their largest Aerospace Division ($2B rev, 12 global sites) “Airframe Systems” located in Phoenix Arizona.
Opportunity presented itself in 2002, in the form of another Private Equity (Carlyle Aero Fund) opportunity to create an Aerospace Entity (Landmark Aviation) after purchasing several unrelated Aerospace Companies, and developing a common market strategy, common operating strategy and branding strategy as CEO. The company successfully executed its growth strategy and was sold to Dubai Aerospace in 2007.
After a short rest break (contemplated retirement, but was too young, restless) I developed a similar strategy for Credit Suisse and executed a “turn around” opportunity for DeCrance Aerospace. DeCrane successfully grew throughout the Industry Downturn in ’08 and was sold to Goodrich Aerospace (later became part of GE Aerospace) in ’10.
Denise and I decided to retire at that time, relocated to Prescott Arizona, became active in the Prescott Lakes Country Club (helps being around retirees, when you’re trying to retire!). We purchased our first 5th wheel stayed at Outdoor Resorts in Palm Springs, visited ORI and immediately sold the 5th wheel and purchased our 1st Diesel pusher so we could rent at ORI. We fell in love with the people, activities, environment and purchased several years ago and have loved every moment.