Q&A with Erik Charles, Vice President and Solutions Evangelist at Xactly Corporation

MEDIA 7 | October 7, 2019

Erik Charles, Vice President and Solutions Evangelist at Xactly Corporation is an accomplished professional with over two decades of experience in Marketing, Consulting, and Product Evangelization. Erik focuses on helping companies drive expansion and growth by better aligning positions, responsibilities, and incentives.

Erik serves as a subject matter expert in the area of Sales Performance Management to ensure that Xactly’s marketing, sales and product teams have the necessary strategic input for industry leading messaging, positioning, and future direction.

MEDIA 7: When did you start working and what was it?
ERIK CHARLES:
  In early 1980s, I wrote software on TRS-80 model II coded in BASIC to enable for computerized quotes for a life insurance agency. I was in middle school at the time, that was a contract work. My next job was at a software store back when software used to be bundled up into a cardboard box with inserted floppy disks and then it went on from there.

M7: You have an astounding experience of over two decades with industry pioneers like Apple, Sun Microsystems, Canon and recently Xactly Corporation. What has been the driving force behind your remarkable career?
EC: 
There are two things: as a marketer, I don’t believe in mistakes, I only believe in experiments and what we can learn from them, that has kept me moving forward. I keep on trying new things and seeing what works. I assume that just because it worked last week doesn’t mean it’s going to work tomorrow. So, I’ve never allowed myself to get into a rut. I have always been more than willing to find people who can provide excellent advice at critical moments, even on a specific direction. Finding someone that I can speak with, that can give me a few tips, tricks, hints, ideas, direction or path on moving on. So, I have never been afraid to ask just how could I do this better.


"Sales and marketing have to be best friends, they have to be fully aligned with each other, and they have to know what each other is doing at all times so they can partner. Companies that don’t do that cause themselves a lot of heartache."

M7: As the Vice President and Solutions Evangelist at Xactly Corporation, what are some of the challenges that you face and what has helped you in overcoming them?
EC:
The biggest challenge I face – it is a changing marketplace out there. As we know, from a pure marketing perspective, there’s plenty of data sources out there. 60-70% of the buyer’s journey occurs without ever talking to the sales organization which puts more pressure on the marketing team.

Over the course of this interview I’ve already received two inbound phone calls that are unmarked/unlicensed or I don’t have in my directory. I just reject them automatically, they go straight to voice mail, I later read the transcribed voicemail and decide if I want to talk to them. So, cold-calling is not necessarily dead but it does take more work. I wake up every morning and delete approximately 50 cold emails, oftentimes from people who haven’t done any research on what my company does. They’ll hunt my name and my company but they don’t even realize what we do. So, I flip that to my own role in supporting Xactly and make sure that our voice is heard in an appropriate fashion.

The biggest challenge that I work on the most is in the area of thought leadership in terms of not ‘the same old all over again’ but actually being able to talk about what is going on in any given industry/market. I provide that advice backwards and set up Xactly and myself as the thought leaders and experts in the space, so customers have someone to turn to, to know where you should be going next.


"From a pure marketing perspective, there’s plenty of data sources out there. 60-70% of the buyer’s journey occurs without ever talking to the sales organization which puts more pressure on the marketing team."

M7: You’ve been in leadership roles for both sales and marketing functions, how do you think this alliance has evolved over the years and how significant is it for upcoming organizations to align both the departments?
EC:
If you don’t have sales and marketing aligned, all you’re going to do is go through a revolving door of firing your CMO or firing your CRO every 18 or so months. Sales and marketing have to be best friends, they have to be fully aligned with each other, and they have to know what each other is doing at all times so they can partner. Companies that don’t do that cause themselves a lot of heartache. I believe that everybody should work in sales at some point in their lives. Even if it’s retail sales at the shopping mall, dealing with the general public, dealing with the challenges of a sales organization at minimum just doing ride-alongs with the sales organization to see what their life is like.

How on earth can you create a presentation deck for sales to use if you’ve never delivered it yourself or at least heard it being delivered in a customer or prospect facing situation. If you haven’t done that you get yourself into trouble very fast in my opinion. In smart organizations, the CMO and the CRO should be going out for coffee and cocktails whenever possible and talking about what’s working or not working in a non-threatening, not a senior staff offsite situation but more of a “Huh, we have this challenge how can we work together better?” But too often I’ve seen companies where marketing and sales are not in partnership. One of my advantages has been because I’ve been in sales, because I’ve carried a bag, because I’ve had a quota it has helped me significantly. So, when I’m talking to sales I can say, “Here’s a different way I might present this information, see if it works for you and if it does please let me know and we can share it out with the other members of the team”.

M7: You are a regular speaker at summits. Could you share some insights into being an industry thought leader?
EC:
Yeah, don’t sell your product, provide information. Provide interesting, current, actionable information that is backed by both data but entertained with anecdotes. You have to remember things like the Ebbinghaus curve which gets into the fact that within 20 minutes how much people have forgotten and within 2 weeks how much more they have forgotten. I want people to walk out of my sessions and if somebody asks, “What did you learn in there?”, they should be able to list off almost bulletized format, three to five total things that they learned that they’re going to take away and act upon. And if they do that two weeks later, if they didn’t write it down, they’re still left with three of them and they’ll actually be able to get value out of my talk. I work very hard so that when people walk out they don’t think they’ve been sold to.


"In smart organizations, the CMO and the CRO should be going out for coffee and cocktails whenever possible and talking about what’s working or not working."

M7: According to you, what are the key marketing areas that industries will need to focus on in the coming 5 years?
EC:
From a marketing perspective, one is to make sure you are adjusting your channels of communication to meet the next generation of employees. Millennials and the follow-on generation are taking over the workforce, and personally I welcome them. I think it’s magnificent, but note how they are communicating – people text as opposed to calling, they are using tools like Whatsapp to communicate. That is slowly shifting the communication medium and how people wish to absorb information on the business side as well. So, that’s going to be critical.

The other is people have gotten very good at detecting false narratives being used solely to sell product. People are looking to learn – constant learning is important for professionals but if you treat your outbound conversations also as constant learning people will respond positively. I had a customer at Xactly ask me, “Look, I’m a customer now, but can I still come to some of the talks and webinars and learn something?” And the answer is, “Of course!” That’s how they became a customer, they were interested in the education that we provided and that actually raised our profile as a company within the marketplace and it makes people want to do business with us.

M7: What have you learned from your experiences?
EC:
You’re going to stumble and fall a lot, mistakes will be made, mistakes will happen. You will butt heads with opposing personality and you’ll have to learn to work with people with a variety of different interaction, styles, and skills, introverts and extroverts, people that go on the attack very quickly, etc. Understanding the personal side of the professional world is very important. People can claim that they can turn it off, I don’t think that’s true, especially now that it’s a 24/7 world.

I do international business so it’s always work time someplace on the globe for someplace that my company does business and I just have to accept that. So at the same time, I need to be able to accept that for my employees and for the people I’m talking to. They do have a personal life; unfortunately, personal life is blended into their professional life. Recognize it, accept it, work around it.

ABOUT XACTLY CORPORATION

Xactly delivers a scalable, enterprise platform for planning and incenting sales organizations, including sales quota and territory planning, incentive compensation management, and predictive analytics. Using this powerful sales performance management (SPM) portfolio, customers mitigate risk, accelerate sales performance, and increase business agility. Combined with Xactly Insights™-- the industry’s only empirical big data platform, Xactly empowers companies with real-time compensation insights and benchmarking data that maximize the bottom line. With an open, standards-based architecture, Xactly seamlessly integrates within an enterprise’s existing infrastructure, with the ability to work with any ERP, CRM, or HCM application, while meeting the highest enterprise standards in security, reliability, and privacy.

More THOUGHT LEADERS

“Our aircraft emits only 45 decibels of sound, 100x quieter than helicopters” says Louise Bristow Vice President, Marketing & Communications at Archer

Media 7 | September 8, 2022

Louise Bristow, Vice President, Marketing & Communications at Archer discusses the company's minimally disruptive, futuristic, and sustainable approach to revolutionizing flying. Continue reading to learn more about air, sustainable and low sound emission flying, eVTOL, innovative electronics, intelligence, security, and marketing methods....

Read More

‘Our vision is ‘Driving Comfort in the Sky’ says Timo Lenzen, Director of Engineering (America) at RECARO Aircraft Seating

Media 7 | September 8, 2022

Timo Lenzen, Director of Engineering (America) at Recarco Aircraft Seating, discusses seat recycling concepts, ecofriendly seat production, and weight reduction. Continue reading to learn more about aircraft seats, its market and how the present geopolitical, economic, and market climate affects the sector....

Read More

'We Protect Those Who Protect Us' says Caitlin Hayden Senior Vice President for Communications at BAE Systems, Inc.

Media 7 | June 17, 2022

Caitlin Hayden, Senior Vice President of Communications at BAE Systems, Inc., discusses communication strategies, global supply chain management, and making business decisions. Continue reading to learn about air, land, sea, and space travel, as well as advanced electronics, intelligence, security, and information technology solutions and support services....

Read More

“Our aircraft emits only 45 decibels of sound, 100x quieter than helicopters” says Louise Bristow Vice President, Marketing & Communications at Archer

Media 7 | September 8, 2022

Louise Bristow, Vice President, Marketing & Communications at Archer discusses the company's minimally disruptive, futuristic, and sustainable approach to revolutionizing flying. Continue reading to learn more about air, sustainable and low sound emission flying, eVTOL, innovative electronics, intelligence, security, and marketing methods....

Read More

‘Our vision is ‘Driving Comfort in the Sky’ says Timo Lenzen, Director of Engineering (America) at RECARO Aircraft Seating

Media 7 | September 8, 2022

Timo Lenzen, Director of Engineering (America) at Recarco Aircraft Seating, discusses seat recycling concepts, ecofriendly seat production, and weight reduction. Continue reading to learn more about aircraft seats, its market and how the present geopolitical, economic, and market climate affects the sector....

Read More

'We Protect Those Who Protect Us' says Caitlin Hayden Senior Vice President for Communications at BAE Systems, Inc.

Media 7 | June 17, 2022

Caitlin Hayden, Senior Vice President of Communications at BAE Systems, Inc., discusses communication strategies, global supply chain management, and making business decisions. Continue reading to learn about air, land, sea, and space travel, as well as advanced electronics, intelligence, security, and information technology solutions and support services....

Read More

Related News

AIR TRANSPORT

INDUSTRY COLLABORATES TO BRING AUGMENTED REALITY TO HAWK AIRCRAFT

BAE Systems | December 06, 2022

BAE Systems will collaborate with Red 6 to explore the integration of the Advanced Tactical Augmented Reality Systems (ATARS) onto the Hawk fast jet trainer aircraft. This will enable pilots to identify, engage and defeat virtual threats and co-operate with virtual wingmen whilst airborne. BAE Systems has signed a Memorandum of Understanding with Red 6, an augmented reality technology firm at the forefront of synthetic air combat training. The collaboration will explore ways to combine BAE Systems' experience in delivering training to military forces alongside its expertise in helmet-mounted displays with Red 6's breakthrough ATARS technology. "The modern battlespace is becoming increasingly complex and integrating technology such as Red 6's augmented reality with the Hawk aircraft is key as we prepare pilots for life in a fast jet cockpit for decades to come. We're trusted by armed forces around the world to train over 450 pilots per year and it's essential we have the right technologies and partnerships to ensure they stay ahead of the curve. We're really excited to combine our unique insight from working alongside air forces across the globe with the truly game-changing capabilities of Red 6." Lucy Walton, Head of Training, BAE Systems' air sector Daniel Robinson, Founder and CEO of Red 6, said: "Readiness and lethality are critical if our war fighters are to prevail against near peer adversaries. I'm thrilled that BAE Systems recognises the radical innovation that ATARS brings to drive the change in military flight training that is so desperately needed and that together can help drive this transformational shift. The companies announced they will be working together at I/ITSEC 2022, one of the world's leading training and simulation shows, in Orlando, Florida. BAE Systems has been a leader in the fast jet augmented reality market for over 60 years. The Company developed the world's first heads up display (HUD) for the Buccaneer in 1958 and the family of Striker Helmet Mounted Display Systems (HMDS) used on Typhoon and Gripen aircraft. Working with Red 6 takes this capability a step further for the pilots of tomorrow, by bringing constructed adversaries, wingmen and surface threats into the training space at a fraction of the cost and emissions of the live equivalent. About BAE Systems BAE Systems has decades of experience working with armed forces across the globe to deliver and evolve training to meet their current and operational requirements. Today we work throughout the training pipeline from recruiting future air force personnel, synthetic and live environments to deliver next generation effects-led training, producing the right skills – from the classroom to the frontline and everything in between. Hawk, the most successful and proven military aircraft trainer, is at the heart of what we deliver with a global fleet of 650 aircraft preparing pilots for life in the fast jet cockpit of aircraft including Typhoon and F-35. Its advanced airborne simulation has put tens of thousands of students at the controls of the latest frontline capability and will continue to integrate next generation mission systems, wearable technology and cockpit displays, ensuring it continues as the world's leading flying classroom. About Red 6 Red 6, founded in 2018, is the creator of Airborne Tactical Augmented Reality System (ATARS), Combined Augmented Reality Battlespace Operational Network (CARBON), and Augmented Reality Command and Analytic Data Environment (ARCADE). Red 6 systems are the first wide field-of-view, full color, demonstrably proven outdoor augmented reality solution that operates in dynamic outdoor environments. Together, they bring virtual and constructive assets into the real-world by allowing pilots and ground operators to see synthetic threats in real-time, outdoors, and critically, in high-speed environments.

Read More

AEROSPACE

At Long Last: First Look at the World's First Sixth-Generation Aircraft

Air & Space Forces Association | December 05, 2022

History will be made today with the unveiling of the B-21 Raider, America's first new bomber aircraft in more than 30 years. The new bomber the world's first sixth-generation aircraft will be the world's most advanced long-range attack aircraft, capable of reaching any place on Earth on short notice, and of penetrating even the most advanced integrated air defenses.The B-21 has been designed and built to Air Force requirements by Northrop Grumman, and will be the Air Force's first new combat aircraft since 2016, and only the fourth new manned combat aircraft in the past 32 years. Among U.S. allies, only the United States possesses bomber aircraft. Yet existing bombers are, on average, more than 60 years old. Modernizing the bomber force has been a long time U.S. Defense Department and U.S. Air Force priority. The B-21 brings a generational leap in technology, capability, and advanced next-generation stealth to strengthen both nuclear and conventional deterrence—and to fight, and win, if necessary, said AFA Executive Vice President Maj. Gen. Doug Raaberg, USAF (Ret.).In order to deter potential adversaries from risking war, you have to be able to pose a credible threat in response," said Raaberg, who commanded the nation's only B-2 stealth bomber wing when it spearheaded the air campaign for Operation Iraqi Freedom in 2003. "The B-21 is central to our continued ability to deter war because it possesses the ability to penetrate deep into any territory on the globe. As someone who has deployed long-range strike capabilities, I can say with confidence that this aircraft will become the essential backbone of U.S. national security strategy. Its ability to get in, stay in, and kill targets—to hold targets at risk—is how we deter potential adversaries from taking the chance of war with the United States and our allies. The B-21 Raider is set to roll out of Northrop's Plant 42 in Palmdale, Calif., on Dec. 2, where it will begin the initial testing process. Its first flight is forecast for mid-2023.

Read More

AIR TRANSPORT

JetBlue Announces Science-based Emissions Reduction Target and Strategy to Achieve Net Zero by 2040

JetBlue | December 07, 2022

JetBlue today announces a science-based target approved by the Science Based Targets initiative (SBTi), a coalition that defines and promotes best practices in emissions reduction targets. With this target, JetBlue commits to reducing well-to-wake (lifecycle) scope 1 and 3 greenhouse gas (GHG) emissions related to jet fuel by 50% per revenue tonne kilometer (RTK) by 2035 from a 2019 base year1. JetBlue’s most aggressive near-term emissions reduction target to-date, this science-based target aligns with the goals of the Paris Agreement and the growing airline’s own goal to reach net zero carbon emissions by 2040 10 years ahead of broader airline industry targets. Aligned with SBTi requirements, JetBlue will also regularly review and update this target following any significant change to JetBlue's business or structure. To meet this aggressive near-term target, the airline will increase its investments in lower-carbon solutions within its operation​ and will evaluate future sustainability investments with its science-based target in mind. JetBlue also recognizes how critical external partners are to decarbonizing the aviation industry and is committed to encouraging and supporting efforts by aircraft and engine manufacturers, governments, regulatory agencies, and fuel suppliers to realize their own GHG emission reduction goals. “Effectively cutting our per-seat emissions in half will require substantial change to the way we run our business today,Our team is fully committed to hitting the goal, but we can’t do it alone. We are calling on governments, aircraft and engine manufacturers, and fuel producers to support the development of the products and solutions that airlines need to achieve our ambitious goals.” Robin Hayes chief executive officer, JetBlue Charting a path to net zero JetBlue further illustrates its path to achieving its 2035 and net zero goals and contributing factors with its JetBlue Projected Emissions Reduction Pathway (graphic attached). Sustainable aviation fuel (SAF) is expected to be the key contributor to large-scale lifecycle emissions reduction, which is highly dependent on availability and costs of supply. Advancements in aircraft technology and fuel efficiency represent the second-most significant opportunity for emissions reduction. This includes efficiencies from the airline’s transition to newer and more advanced aircraft, the incremental improvements for aircraft delivered in subsequent years, as well as the potential for broader efficiency improvements for next generation aircraft yet to be developed, but anticipated to be commercially available by the late 2030s or early 2040s. Procedural optimization via Air Traffic Control (ATC) modernization led by the Federal Aviation Administration (FAA) and fine-tuning of the airline’s own operations will also significantly contribute to further emissions reductions. Finally, investing in high-quality carbon removals and offsets is expected to play a role in addressing emissions the airline is unable to avoid. JetBlue is committed to prioritizing the lower-carbon solutions within its operation first, to drive down the need for carbon credits as much as possible. The aviation industry is at a critical time in our push towards net zero. Many of these lower carbon solutions are proven, but still haven’t achieved the scale needed to make a meaningful impact,” said Sara Bogdan, director of sustainability and environmental social governance, JetBlue. “Encouragement of these maturing technologies is needed and the investments we make today will help shape the trajectory of these solutions as they grow to realize their fullest potential. Since 2020 when the airline first outlined its net zero goal, JetBlue has made significant headway in its own sustainability efforts. Reducing Fuel Burn JetBlue operates a robust fuel savings strategy that starts with a young, fuel-efficient fleet that reduces emissions from fuel burn, from the outset. Its growing fleet of Airbus A321neo aircraft are improving fuel economy by approximately 20%. Further, JetBlue continues to take delivery of Airbus A220s, reducing emissions by up to 35% per seat compared to the aircraft they are replacing. To support fuel efficiency and cost goals, JetBlue is accelerating the retirement of its E190 fleet, with the final E190 aircraft scheduled to exit the fleet in 2025. And to ensure all aircraft are flown efficiently, JetBlue also operates a cross functional Fuel Optimization Team targeting a range of procedural and technology shifts that maximize the efficiency of its flight operations. Due to JetBlue’s fleet and fuel optimization initiatives, the airline is on pace to achieve a 6% improvement in emissions per available seat mile (ASM) in 2022 versus 2019 flying. Further emissions reductions can be achieved by looking at operational airspace and JetBlue continues to advocate for air traffic control modernization (NextGen) efforts. Current Air Traffic Control inefficiencies account for as much as 12% of fuel burn and resulting emissions. One of the most impactful ways to help reduce airline emissions across the industry is transitioning the United States’ aging radar technology with GPS based technology, which would allow for greater efficiency, more consistent flight planning, and as an added benefit, improved on-time performance for all travelers. To reduce the impact on the ground, JetBlue set a public goal to convert 40% of its three most common ground service vehicle types to electric by 2025 and 50% to electric by 2030. In 2019, JetBlue rolled out the largest electric fleet of any carrier at John F. Kennedy International Airport with 118 electric vehicles and continues to roll out electric ground service equipment at other airports including Boston Logan, the airline’s second largest city, and Newark Liberty International Airport. Transitioning to Sustainable Aviation Fuel (SAF) JetBlue views SAF as the most promising avenue for addressing aviation emissions in a meaningful and rapid way – once cost-effective SAF is made available commercially at scale. SAF is a type of renewable fuel that exists today that drops directly into existing aircraft and infrastructure with no impact to safety or performance. SAF can be produced from a wide array of renewable sources such as agricultural wastes and used cooking oils—not fossil fuels—and can lower lifecycle greenhouse gas emissions by roughly 80% compared to traditional petroleum-based fuels. Supporting and growing SAF availability is critical to reaching larger industry goals and JetBlue continues to do its part to encourage a diverse and competitive SAF market. The shared focus is necessary to build the economies of scale needed to compete with traditional fuel sources. Since 2020, JetBlue has continued to secure immediate as well as future supplies of SAF on its path to convert 10% of the airline’s total fuel to be SAF by 2030. Since 2020, JetBlue has been flying regularly using SAF from its California airports in Los Angeles and San Francisco, partnering with both currently available SAF suppliers in the U.S., Neste and World Energy. To further encourage a vibrant and competitive market, in 2022 alone, JetBlue has signed agreements with three additional SAF producers for future supply: Aemetis, AIR COMPANY, and Fidelis New Energy. While its 2021 agreement with SG Preston has been terminated, JetBlue will continue to look at future SAF partnerships to grow its SAF portfolio, with a particular interest in encouraging SAF in its Northeast focus cities. Through these existing and future SAF offtake agreements, JetBlue seeks to build a diversified portfolio of future SAF suppliers and feedstocks while continuing to send the message that strong demand for SAF exists. Advancing the Future of Flight The airline’s subsidiary, JetBlue Ventures (JBV), continues to invest in and partner with early-stage startups improving travel and hospitality, including those in the sustainable travel space. Referred to as, “the most active startup investor across all airlines in green aviation technologies,” JBV has invested in seven direct and three adjacent sustainability companies to date. The team explores advanced methods of measuring and reducing emissions, technologies that improve environmental protections and encourage sustainable tourism, and game-changing transportation powered by alternative propulsion systems like electric or hydrogen powered commercial aircraft. Most recently, JBV announced an investment in Rubicon Carbon, a next generation carbon solutions provider also backed by TPG Rise Climate. Refreshed Carbon Offsetting Strategy Since first setting the airline’s path to net zero, JetBlue has maintained its stance that carbon offsetting is a bridge solution toward greater sustainability efforts that directly reduce air travel emissions. JetBlue is proud to have voluntarily offset more than 11M metric tons of CO2 emissions to date (EOY 2022), including providing domestic and transatlantic carbon neutral flights for all customers from June 2020 to 2022. As lower-carbon solutions within the airline’s operations are made more readily available, the use of carbon offsets was always intended to decrease. While JetBlue still strongly believes there is a role for high-quality carbon offsetting solutions, the airline has elected to not continue its voluntary carbon offsetting of domestic flights into 2023. In place, it will reallocate its offsetting spending into operational investments that align with its science-based target, as well as evolve its offsetting strategy to support a curated list of primarily nature-based projects in and around the destinations the airline serves. JetBlue continues to see value in supporting high-quality projects that truly remove or avoid CO2 and deliver community benefits such as improving local air quality, introducing employment opportunities, and improving biodiversity of local habitats. JetBlue recently joined Rubicon Carbon as a launch partner for their innovative platform that delivers trusted, enterprise-grade solutions for carbon credit purchases. Rubicon Carbon was developed to deliver greater scale, confidence, and innovation across all facets of the carbon markets and meet the growing demand for high-integrity emissions reduction solutions. To further high-quality, high-integrity carbon credit availability in the voluntary carbon market, JetBlue will continue to collaborate with other like-minded organizations and recently joined the Business Alliance to Scale Climate Solutions (BASCS) as the first airline member to open opportunities for investment, policy influence, and discussions with other corporations and NGOS/IGOS in aligned messaging around scaling climate solutions. With the BASCS partnership JetBlue will specifically focus on workstreams seeking to encourage conservation and restoration projects for coastal and oceanic carbon ecosystems – referred to as blue carbon projects – as well as promote learning sessions offering transparency into the standards, methodologies, and corporate guidance initiatives that go into these carbon credit markets. JetBlue’s Focus on the Environment JetBlue depends on natural resources and a healthy environment to keep its business running smoothly. Not only do we all rely on those natural resources, but tourism also relies on having beautiful, natural and preserved destinations for customers to visit. The airline focuses on issues that have the potential to impact its business. Customers, crewmembers and community are key to JetBlue's sustainability strategy. Demand from these groups for responsible service is one of the motivations behind changes that help reduce the airline’s carbon output and overall environmental impact. For more on JetBlue’s sustainability initiatives, visit www.jetblue.com/sustainability. About JetBlue Airways JetBlue is New York's Hometown Airline®, and a leading carrier in Boston, Fort Lauderdale-Hollywood, Los Angeles, Orlando and San Juan. JetBlue carries customers to more than 100 destinations throughout the United States, Latin America, Caribbean, Canada and United Kingdom.

Read More

AIR TRANSPORT

INDUSTRY COLLABORATES TO BRING AUGMENTED REALITY TO HAWK AIRCRAFT

BAE Systems | December 06, 2022

BAE Systems will collaborate with Red 6 to explore the integration of the Advanced Tactical Augmented Reality Systems (ATARS) onto the Hawk fast jet trainer aircraft. This will enable pilots to identify, engage and defeat virtual threats and co-operate with virtual wingmen whilst airborne. BAE Systems has signed a Memorandum of Understanding with Red 6, an augmented reality technology firm at the forefront of synthetic air combat training. The collaboration will explore ways to combine BAE Systems' experience in delivering training to military forces alongside its expertise in helmet-mounted displays with Red 6's breakthrough ATARS technology. "The modern battlespace is becoming increasingly complex and integrating technology such as Red 6's augmented reality with the Hawk aircraft is key as we prepare pilots for life in a fast jet cockpit for decades to come. We're trusted by armed forces around the world to train over 450 pilots per year and it's essential we have the right technologies and partnerships to ensure they stay ahead of the curve. We're really excited to combine our unique insight from working alongside air forces across the globe with the truly game-changing capabilities of Red 6." Lucy Walton, Head of Training, BAE Systems' air sector Daniel Robinson, Founder and CEO of Red 6, said: "Readiness and lethality are critical if our war fighters are to prevail against near peer adversaries. I'm thrilled that BAE Systems recognises the radical innovation that ATARS brings to drive the change in military flight training that is so desperately needed and that together can help drive this transformational shift. The companies announced they will be working together at I/ITSEC 2022, one of the world's leading training and simulation shows, in Orlando, Florida. BAE Systems has been a leader in the fast jet augmented reality market for over 60 years. The Company developed the world's first heads up display (HUD) for the Buccaneer in 1958 and the family of Striker Helmet Mounted Display Systems (HMDS) used on Typhoon and Gripen aircraft. Working with Red 6 takes this capability a step further for the pilots of tomorrow, by bringing constructed adversaries, wingmen and surface threats into the training space at a fraction of the cost and emissions of the live equivalent. About BAE Systems BAE Systems has decades of experience working with armed forces across the globe to deliver and evolve training to meet their current and operational requirements. Today we work throughout the training pipeline from recruiting future air force personnel, synthetic and live environments to deliver next generation effects-led training, producing the right skills – from the classroom to the frontline and everything in between. Hawk, the most successful and proven military aircraft trainer, is at the heart of what we deliver with a global fleet of 650 aircraft preparing pilots for life in the fast jet cockpit of aircraft including Typhoon and F-35. Its advanced airborne simulation has put tens of thousands of students at the controls of the latest frontline capability and will continue to integrate next generation mission systems, wearable technology and cockpit displays, ensuring it continues as the world's leading flying classroom. About Red 6 Red 6, founded in 2018, is the creator of Airborne Tactical Augmented Reality System (ATARS), Combined Augmented Reality Battlespace Operational Network (CARBON), and Augmented Reality Command and Analytic Data Environment (ARCADE). Red 6 systems are the first wide field-of-view, full color, demonstrably proven outdoor augmented reality solution that operates in dynamic outdoor environments. Together, they bring virtual and constructive assets into the real-world by allowing pilots and ground operators to see synthetic threats in real-time, outdoors, and critically, in high-speed environments.

Read More

AEROSPACE

At Long Last: First Look at the World's First Sixth-Generation Aircraft

Air & Space Forces Association | December 05, 2022

History will be made today with the unveiling of the B-21 Raider, America's first new bomber aircraft in more than 30 years. The new bomber the world's first sixth-generation aircraft will be the world's most advanced long-range attack aircraft, capable of reaching any place on Earth on short notice, and of penetrating even the most advanced integrated air defenses.The B-21 has been designed and built to Air Force requirements by Northrop Grumman, and will be the Air Force's first new combat aircraft since 2016, and only the fourth new manned combat aircraft in the past 32 years. Among U.S. allies, only the United States possesses bomber aircraft. Yet existing bombers are, on average, more than 60 years old. Modernizing the bomber force has been a long time U.S. Defense Department and U.S. Air Force priority. The B-21 brings a generational leap in technology, capability, and advanced next-generation stealth to strengthen both nuclear and conventional deterrence—and to fight, and win, if necessary, said AFA Executive Vice President Maj. Gen. Doug Raaberg, USAF (Ret.).In order to deter potential adversaries from risking war, you have to be able to pose a credible threat in response," said Raaberg, who commanded the nation's only B-2 stealth bomber wing when it spearheaded the air campaign for Operation Iraqi Freedom in 2003. "The B-21 is central to our continued ability to deter war because it possesses the ability to penetrate deep into any territory on the globe. As someone who has deployed long-range strike capabilities, I can say with confidence that this aircraft will become the essential backbone of U.S. national security strategy. Its ability to get in, stay in, and kill targets—to hold targets at risk—is how we deter potential adversaries from taking the chance of war with the United States and our allies. The B-21 Raider is set to roll out of Northrop's Plant 42 in Palmdale, Calif., on Dec. 2, where it will begin the initial testing process. Its first flight is forecast for mid-2023.

Read More

AIR TRANSPORT

JetBlue Announces Science-based Emissions Reduction Target and Strategy to Achieve Net Zero by 2040

JetBlue | December 07, 2022

JetBlue today announces a science-based target approved by the Science Based Targets initiative (SBTi), a coalition that defines and promotes best practices in emissions reduction targets. With this target, JetBlue commits to reducing well-to-wake (lifecycle) scope 1 and 3 greenhouse gas (GHG) emissions related to jet fuel by 50% per revenue tonne kilometer (RTK) by 2035 from a 2019 base year1. JetBlue’s most aggressive near-term emissions reduction target to-date, this science-based target aligns with the goals of the Paris Agreement and the growing airline’s own goal to reach net zero carbon emissions by 2040 10 years ahead of broader airline industry targets. Aligned with SBTi requirements, JetBlue will also regularly review and update this target following any significant change to JetBlue's business or structure. To meet this aggressive near-term target, the airline will increase its investments in lower-carbon solutions within its operation​ and will evaluate future sustainability investments with its science-based target in mind. JetBlue also recognizes how critical external partners are to decarbonizing the aviation industry and is committed to encouraging and supporting efforts by aircraft and engine manufacturers, governments, regulatory agencies, and fuel suppliers to realize their own GHG emission reduction goals. “Effectively cutting our per-seat emissions in half will require substantial change to the way we run our business today,Our team is fully committed to hitting the goal, but we can’t do it alone. We are calling on governments, aircraft and engine manufacturers, and fuel producers to support the development of the products and solutions that airlines need to achieve our ambitious goals.” Robin Hayes chief executive officer, JetBlue Charting a path to net zero JetBlue further illustrates its path to achieving its 2035 and net zero goals and contributing factors with its JetBlue Projected Emissions Reduction Pathway (graphic attached). Sustainable aviation fuel (SAF) is expected to be the key contributor to large-scale lifecycle emissions reduction, which is highly dependent on availability and costs of supply. Advancements in aircraft technology and fuel efficiency represent the second-most significant opportunity for emissions reduction. This includes efficiencies from the airline’s transition to newer and more advanced aircraft, the incremental improvements for aircraft delivered in subsequent years, as well as the potential for broader efficiency improvements for next generation aircraft yet to be developed, but anticipated to be commercially available by the late 2030s or early 2040s. Procedural optimization via Air Traffic Control (ATC) modernization led by the Federal Aviation Administration (FAA) and fine-tuning of the airline’s own operations will also significantly contribute to further emissions reductions. Finally, investing in high-quality carbon removals and offsets is expected to play a role in addressing emissions the airline is unable to avoid. JetBlue is committed to prioritizing the lower-carbon solutions within its operation first, to drive down the need for carbon credits as much as possible. The aviation industry is at a critical time in our push towards net zero. Many of these lower carbon solutions are proven, but still haven’t achieved the scale needed to make a meaningful impact,” said Sara Bogdan, director of sustainability and environmental social governance, JetBlue. “Encouragement of these maturing technologies is needed and the investments we make today will help shape the trajectory of these solutions as they grow to realize their fullest potential. Since 2020 when the airline first outlined its net zero goal, JetBlue has made significant headway in its own sustainability efforts. Reducing Fuel Burn JetBlue operates a robust fuel savings strategy that starts with a young, fuel-efficient fleet that reduces emissions from fuel burn, from the outset. Its growing fleet of Airbus A321neo aircraft are improving fuel economy by approximately 20%. Further, JetBlue continues to take delivery of Airbus A220s, reducing emissions by up to 35% per seat compared to the aircraft they are replacing. To support fuel efficiency and cost goals, JetBlue is accelerating the retirement of its E190 fleet, with the final E190 aircraft scheduled to exit the fleet in 2025. And to ensure all aircraft are flown efficiently, JetBlue also operates a cross functional Fuel Optimization Team targeting a range of procedural and technology shifts that maximize the efficiency of its flight operations. Due to JetBlue’s fleet and fuel optimization initiatives, the airline is on pace to achieve a 6% improvement in emissions per available seat mile (ASM) in 2022 versus 2019 flying. Further emissions reductions can be achieved by looking at operational airspace and JetBlue continues to advocate for air traffic control modernization (NextGen) efforts. Current Air Traffic Control inefficiencies account for as much as 12% of fuel burn and resulting emissions. One of the most impactful ways to help reduce airline emissions across the industry is transitioning the United States’ aging radar technology with GPS based technology, which would allow for greater efficiency, more consistent flight planning, and as an added benefit, improved on-time performance for all travelers. To reduce the impact on the ground, JetBlue set a public goal to convert 40% of its three most common ground service vehicle types to electric by 2025 and 50% to electric by 2030. In 2019, JetBlue rolled out the largest electric fleet of any carrier at John F. Kennedy International Airport with 118 electric vehicles and continues to roll out electric ground service equipment at other airports including Boston Logan, the airline’s second largest city, and Newark Liberty International Airport. Transitioning to Sustainable Aviation Fuel (SAF) JetBlue views SAF as the most promising avenue for addressing aviation emissions in a meaningful and rapid way – once cost-effective SAF is made available commercially at scale. SAF is a type of renewable fuel that exists today that drops directly into existing aircraft and infrastructure with no impact to safety or performance. SAF can be produced from a wide array of renewable sources such as agricultural wastes and used cooking oils—not fossil fuels—and can lower lifecycle greenhouse gas emissions by roughly 80% compared to traditional petroleum-based fuels. Supporting and growing SAF availability is critical to reaching larger industry goals and JetBlue continues to do its part to encourage a diverse and competitive SAF market. The shared focus is necessary to build the economies of scale needed to compete with traditional fuel sources. Since 2020, JetBlue has continued to secure immediate as well as future supplies of SAF on its path to convert 10% of the airline’s total fuel to be SAF by 2030. Since 2020, JetBlue has been flying regularly using SAF from its California airports in Los Angeles and San Francisco, partnering with both currently available SAF suppliers in the U.S., Neste and World Energy. To further encourage a vibrant and competitive market, in 2022 alone, JetBlue has signed agreements with three additional SAF producers for future supply: Aemetis, AIR COMPANY, and Fidelis New Energy. While its 2021 agreement with SG Preston has been terminated, JetBlue will continue to look at future SAF partnerships to grow its SAF portfolio, with a particular interest in encouraging SAF in its Northeast focus cities. Through these existing and future SAF offtake agreements, JetBlue seeks to build a diversified portfolio of future SAF suppliers and feedstocks while continuing to send the message that strong demand for SAF exists. Advancing the Future of Flight The airline’s subsidiary, JetBlue Ventures (JBV), continues to invest in and partner with early-stage startups improving travel and hospitality, including those in the sustainable travel space. Referred to as, “the most active startup investor across all airlines in green aviation technologies,” JBV has invested in seven direct and three adjacent sustainability companies to date. The team explores advanced methods of measuring and reducing emissions, technologies that improve environmental protections and encourage sustainable tourism, and game-changing transportation powered by alternative propulsion systems like electric or hydrogen powered commercial aircraft. Most recently, JBV announced an investment in Rubicon Carbon, a next generation carbon solutions provider also backed by TPG Rise Climate. Refreshed Carbon Offsetting Strategy Since first setting the airline’s path to net zero, JetBlue has maintained its stance that carbon offsetting is a bridge solution toward greater sustainability efforts that directly reduce air travel emissions. JetBlue is proud to have voluntarily offset more than 11M metric tons of CO2 emissions to date (EOY 2022), including providing domestic and transatlantic carbon neutral flights for all customers from June 2020 to 2022. As lower-carbon solutions within the airline’s operations are made more readily available, the use of carbon offsets was always intended to decrease. While JetBlue still strongly believes there is a role for high-quality carbon offsetting solutions, the airline has elected to not continue its voluntary carbon offsetting of domestic flights into 2023. In place, it will reallocate its offsetting spending into operational investments that align with its science-based target, as well as evolve its offsetting strategy to support a curated list of primarily nature-based projects in and around the destinations the airline serves. JetBlue continues to see value in supporting high-quality projects that truly remove or avoid CO2 and deliver community benefits such as improving local air quality, introducing employment opportunities, and improving biodiversity of local habitats. JetBlue recently joined Rubicon Carbon as a launch partner for their innovative platform that delivers trusted, enterprise-grade solutions for carbon credit purchases. Rubicon Carbon was developed to deliver greater scale, confidence, and innovation across all facets of the carbon markets and meet the growing demand for high-integrity emissions reduction solutions. To further high-quality, high-integrity carbon credit availability in the voluntary carbon market, JetBlue will continue to collaborate with other like-minded organizations and recently joined the Business Alliance to Scale Climate Solutions (BASCS) as the first airline member to open opportunities for investment, policy influence, and discussions with other corporations and NGOS/IGOS in aligned messaging around scaling climate solutions. With the BASCS partnership JetBlue will specifically focus on workstreams seeking to encourage conservation and restoration projects for coastal and oceanic carbon ecosystems – referred to as blue carbon projects – as well as promote learning sessions offering transparency into the standards, methodologies, and corporate guidance initiatives that go into these carbon credit markets. JetBlue’s Focus on the Environment JetBlue depends on natural resources and a healthy environment to keep its business running smoothly. Not only do we all rely on those natural resources, but tourism also relies on having beautiful, natural and preserved destinations for customers to visit. The airline focuses on issues that have the potential to impact its business. Customers, crewmembers and community are key to JetBlue's sustainability strategy. Demand from these groups for responsible service is one of the motivations behind changes that help reduce the airline’s carbon output and overall environmental impact. For more on JetBlue’s sustainability initiatives, visit www.jetblue.com/sustainability. About JetBlue Airways JetBlue is New York's Hometown Airline®, and a leading carrier in Boston, Fort Lauderdale-Hollywood, Los Angeles, Orlando and San Juan. JetBlue carries customers to more than 100 destinations throughout the United States, Latin America, Caribbean, Canada and United Kingdom.

Read More

Spotlight

Xactly Corp

Xactly delivers a scalable, enterprise platform for planning and incenting sales organizations, including sales quota and territory planning, incentive compensation management, and predictive analytics. Using this powerful sales performance management (SPM) portfolio, customers mitigate risk, accele...

Events

Resources