In this webinar, Ernie Spence discusses how he used culture to turn the worst performing FA-18 squadron into the best in the U.S. Navy.  


The HRO way

 Photo Credit:  ms.akr

High-Reliability Organizations have figured out how to turn culture into a competitive advantage to get the most out of their investments. We will show you how they view culture differently and use it to outperform their peers. 

Identify culture gaps

Photo by zimmytws/iStock / Getty Images

How do you know if your performance is being held back by your culture? Most cultural surveys are flawed by biases or limitations. We will show you how to appropriately measure culture in way that facilitates actionable change. 

Specific actions


Most organizations agree that culture is important, but where do you begin? We will give you specific steps you can take within your team to transform the culture and unlock the potential of your technology, processes and talent.

About the presenters

Chris Seifert

Chris is an advisor to senior executives on leadership, culture, and execution. He has led numerous Operational Excellence (OE) assessment, OE improvement programs, OEMS design projects, and OEMS implementation programs for Fortune 500 companies in the energy, manufacturing, and other industries. 

Chris has served as an Operations Leaders with Owens Corning, where he increased productivity by over 25% in just nine months. He also worked as Manager of Business Strategy and Analysis, and later as a Plant Manager for Georgia Pacific (Koch Industries) where he led dramatic operational performance improvements across multiple lagging facilities. 

Chris began his professional career in the US Navy's Nuclear Program. He served as the Supply Officer on a nuclear-powered attack submarine, where he was ranked #1 of 9 junior officers, and later was named Instructor of the Year at Navy Supply Corp School. Chris currently resides in Houston, Texas.

Ernie Spence

Ernie’s specialty is turning around and transforming struggling organizations into high-performing organizations. He has received numerous awards for implementing transformational, organization-wide change. A proven strategic leader with a background in engineering, analytics, organizational development, leadership, and coaching, Ernie has a unique ability to help clients develop and implement practical solutions to pressing operational and strategic challenges.

Ernie served in the US Navy for 22 years as a fighter pilot and test pilot. He commanded and successfully turned around multiple F/A-18 squadrons, including the largest and most broken squadron in the Navy, where he was responsible for leading a diverse workforce of 1300 employees and 117 aircraft to train 60% of the Navy’s fighter aircrew. In this role he reduced Operations & Maintenance costs by 36% in just one year while simultaneously restoring to service over $3.6 billion worth of high-performance aircraft and increasing pilot production by 44%.

Ernie holds an MS Aeronautical Engineering from the Naval Postgraduate School, an MS National Resource Strategy from the National Defense University Eisenhower School, a BS Aerospace Engineering from the University of Colorado, and is a graduate of the prestigious US Naval Test Pilot School. He is an avid outdoorsman and an atrocious self-taught guitar player. He resides in the Washington, DC area