VP and Director of Engineering for the DRS Training & Control Systems
Air Force engineer soars to great heights with DRS Technologies.
by Warren Duffie

In the business world, you’re advised never to sell a product you don’t believe in. Smart thinking since marketing an item you despise can sour your entire job/transition experience. Fortunately, Chris Lettiere won’t have to face such a problem anytime soon.

Overseeing the construction of equipment that helps protect America’s servicemen and women, this former Air Force captain brings a personal understanding of their needs to his work. “When I was a military engineer, I tested much of the same technology manufactured by my company,” Lettiere says. “Later in my career, I worked as a procurement officer obtaining that equipment to use in flight training. Those experiences help me impress on my co-workers that what we build goes beyond nuts and bolts — it saves human lives.”

Lettiere, 39, works for DRS Technologies, a defense contracting firm that builds and maintains computer and electronic systems used by the U.S. military, American government intelligence agencies, and foreign armed forces. Headquartered in Parsippany, N.J., the company – recently voted by Forbes as “One of the Best Managed Companies in America” – employs 10,000 people worldwide, earns annual revenues of $1.3 billion, and its products are featured in Aegis destroyers, M2A3 Bradley Fighting Vehicles, AH-64 Apache helicopters, and Trident and Virginia class submarines.

Lettiere is vice president and director of engineering for the DRS Training & Control Systems division, which produces computer and electronic systems for air combat simulators, missile launchers, radar, and unmanned sea craft used for mine sweeping, surveillance, and reconnaissance. Based in Fort Walton Beach, Fla., this branch spans six plants and more than 266,000 square feet of offices, manufacturing, and testing facilities.

“We also extend the lives of older military equipment,” Lettiere says. “For example, we recently took a 20-year-old Marine Corps vehicle, stripped out and replaced the old electrical systems, and gave it another 20 years of life.”

The former Air Force officer oversees 170 employees and $120 million in projects, requiring him to wear a lot of hats – engineer, when he reviews project blueprints; accountant, when he reviews his department’s budget; salesman, when he talks to customers and fellow contractors; and human resources specialist, when he hires or fires someone.

“One of the most important things the military taught me was how to communicate, write, and speak effectively,” Lettiere says. “I deal with so many different people during the day – each with his or her own special needs – so good communication is crucial to running my department.”

From Connecticut to DRS
A native of West Hartford, Conn., Lettiere came from a military family and always wanted to serve his country. He attended the University of Connecticut on an ROTC scholarship and graduated in 1988 with a degree in electrical engineering.

His first duty station was at Holloman Air Force Base in New Mexico, where he tested global positioning and internal navigation systems in C-141 and T-38 aircraft. After three years there, he attended the Air Force Institute of Technology to earn a master’s degree in systems management.

Over the course of his military career, he held several management positions, including his final assignment as program manager of the Air Combat Training System Program Office at Wright-Patterson Air Force Base in Dayton, Ohio. There, he managed a 17-person team in charge of a $15 million upgrade of aircraft instrument systems. Although he enjoyed his military career, Lettiere and his wife were preparing to start a family, and the prospect of non-stop moves was discouraging. So he decided to leave active duty, though he stayed in the Air Force Reserve and is now a lieutenant colonel. “I read as many books as I could on résumé writing and job searching,” he says. “I also spoke to friends who had left the military or were in the process of doing so. This led me to a buddy who worked at DRS Training & Control Systems, in business development. He got me an introduction to the head of the department; I had an interview, and was hired in July 1997.”

Engineering a Path to Success
Lettiere excelled at his new job – which required him to develop new customer contacts, negotiate new contracts, and write business proposals. In fact, soon after his hiring, he helped DRS secure a $30 million contract to manufacture a “rangeless interim training system” for the U.S. Air Force in Europe. The system comprised portable training simulators used by pilots to maintain combat readiness.

Not long after, Lettiere was made project manager of the system, earning an extra $16 million for the contract, and delivering the initial prototype to the client in just three months. After the project’s completion, he was promoted to his current position as vice president and director of engineering.

When asked whether the private sector offered greater opportunities than the military, his answer was a resounding “yes.”

“This is especially true regarding advancement,” he says. “Look at me. I wasn’t the most senior person when I was made a project manager, but I worked hard and took advantage of my opportunities. In the civilian world, promotions are more performance-based, so you can go as far as you want.

“Also, the pay and benefits are good,” he continues. “You don’t have the same kind of pension as you do in the military, but you can take advantage of 401(k) plans and other stock programs.”

Lettiere says about 20 percent of DRS Technologies’ employees have prior military experience – and the company’s values veterans for several reasons. First, the firm deals primarily with military and government agencies. Second, flexibility and a willingness to travel are key attributes in its sales force. Third, veterans usually have security clearances, which are very attractive to companies dealing with the armed forces.

“Veterans are also disciplined, organized, and reliable,” Lettiere says. “You know you can count on them. That’s why when I see a job candidate with military experience; I’m inclined to think very, very highly of him or her.”

Lettiere offers the following advice for transitioning veterans:

Do a self-assessment
“It seems obvious, but not enough people do this. Sit down with some paper, write down your skills and accomplishments, and determine what career path you want to follow. If you’re not passionate about what you do, your quality of life will diminish, so it’s important to plan ahead.”

Tailor your résumé
“I can’t tell you how many résumés I see with the opening statement as: ‘I want a job.’ Adjust your résumé to a particular job, whether it’s in sales or engineering. One standard document sent to a bunch of places is never a good approach.”