growth strategy case study pdf

• Corpus ID: 236450078

STRATEGIC GROWTH CASE STUDY: STARBUCKS

• Ioanna Dimitrakaki
• Published 2021

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Sentiment analysis on tripadvisor reviews of customer satisfaction in tagaytay city from 2017-2021, 21 references, the strategy of starbucks and it's effectiveness on its operations in china, a swot analysis., what's swot in strategic analysis, an extension of neutrosophic ahp-swot analysis for strategic planning and decision-making, the impact of non-market forces on competitive positioning understanding global industry attractiveness through the eyes of m. e. porter, rethinking and reinventing michael porter's five forces model, five forces, guidelines for applying porter's five forces framework: a set of industry analysis templates, fathoming porter's five forces model in the internet era, blue ocean vs. five forces, starbucks marketing analysis, related papers.

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Hacking the Case Interview

A growth strategy or revenue growth case interview is a common type of case you’ll see in your first round and final round consulting interviews. This type of case interview may look something like the following:

Your client, Coca-Cola, is looking for new opportunities to grow after years of flat growth. They have hired you to determine the best way to grow.

In this article, we’ll cover a comprehensive framework that you can use to structure the different ways a company can grow. We’ll also show you the five steps you should take to solve any growth strategy or revenue growth case.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

Growth Strategy Case Interview Framework

You can think about growth through two major categories, organic growth and inorganic growth.

The most common type of growth that companies pursue is organic growth, which is growth driven by expanding output or engaging in internal activities. In other words, the company is growing through its own capabilities and efforts.

Inorganic growth, on the other hand, is growth driven by acquisitions, joint ventures, or partnerships.

These two categories form the foundation of our growth strategy case framework.

Organic growth

Organic growth can be segmented into growth through existing revenue sources and growth through new revenue sources.

Growth through existing revenue sources

Growth through existing revenue sources is either driven by an increase in quantity of units sold or by an increase in average price per unit sold. 

To increase the quantity of units sold, a company can:

• Improve their product
• Decrease prices
• Sell through new distribution channels
• Target new customer segments
• Expand into new geographies
• Invest more in marketing and sales

To increase the average price per unit sold, the company can:

• Increase prices for their products
• Focus on selling higher priced products

Remember that changing prices will impact quantity of units sold, so it is important to look at the net effect price changes have on revenue.

Growth through new revenue sources

To drive growth through new revenue sources, a company can:

• Launch new products
• Launch new services

Inorganic growth

Inorganic growth can be segmented into three categories:  

Acquisitions

• Joint ventures
• Partnerships

The first way that a company can grow inorganically is by acquiring another company. This gives the acquiring company all of the revenue that the acquisition target generates. In addition, there may be revenue synergies that the acquiring company can realize.

Acquiring a company gives the acquiring company access to the acquisition target’s distribution channels, customers, and products. The acquiring company may be able to increase revenues by cross-selling products, up-selling products, or bundling products together.

The advantages of making an acquisition are that the company increases its revenues immediately. They also have full control over how they want to manage and operate the acquired company. 

The main disadvantages are that acquisitions are expensive and there could be difficulties fully integrating the acquired company.  

Joint venture

In a joint venture, two or more companies enter a business arrangement in which they pool together resources and share risk in accomplishing a particular task. Each company in the joint venture is responsible for profits, losses, and costs associated with the project.

Joint ventures are beneficial to companies because they can share resources, expertise, and can decrease costs due to scale. Additionally, joint ventures are much cheaper than acquisitions. 

A disadvantage of a joint venture is that it will take time to generate revenue. Also, the company does not have full control over the operations of its partners.

Partnership

A partnership is an association between two or more companies that provides some kind of benefit to each partner. This is slightly different from a joint venture because in a partnership, companies do not necessarily have to combine resources or efforts. They just need to be associated with each other.

One advantage of a partnership is that it is most often cheaper than a joint venture since resources don’t necessarily need to be contributed. Also, all partners get the benefit from the brand names and customer access of their partners.

Similar to joint ventures, one disadvantage of a partnership is that it takes time to generate revenue. Also, companies do not have full control over their partners’ operations.

5 Steps to Solving a Growth Strategy Case Interview

Follow these five steps and you’ll be able to solve any growth strategy or revenue growth case that you get.

1. Understand what the company is trying to grow

The first step to solve any growth strategy case is to identify what the company is trying to grow. Are they trying to grow revenues, profits, number of customers, or something else? 

Growing revenues versus growing profits can lead to very different strategies. Understanding what the company is trying to grow will help you determine what growth strategies will be most effective.

Interviewer: Your client, Coca-Cola, is looking for new opportunities to grow after years of flat growth. They have hired you to determine the best way to grow.

You: Is Coca-Cola looking to grow revenues, profits, or something else?

Interviewer: They are looking to grow revenues.

2. Quantify the specific target or goal

Next, you want to quantify the goal or target that the company is aiming for. For example, if the company wants to grow revenue, how much of a revenue increase are they hoping for? In what time period are they trying to accomplish this by?

You: How much is Coca-Cola looking to grow revenue by? And in what time period are they looking to achieve this level of growth?

Interviewer: They are looking to grow revenues by $1B over the next three years.

3. Look at potential organic growth opportunities

Once you have quantified the company’s target or goal, you can walk the interviewer through your growth strategy framework. You’ll most likely want to start by looking at organic growth opportunities first because this type of growth is more sustainable than inorganic growth.

You: To determine the best opportunities to achieve a $1B increase in revenues over the next three years, I’d like to use the following framework.

First, I’d like to consider potential organic growth opportunities. This includes growth through existing revenue sources and growth through new revenue sources.

Next, I’d like to look into potential inorganic growth opportunities. Is there a particular acquisition, joint venture, or partnership that would make sense for Coca-Cola to pursue? 

Interviewer: That sounds like a great plan. How should we proceed?

You: Let’s look at organic growth opportunities first. Since Coca-Cola is a mature company that has seen flat growth, I am guessing that there won’t be significant opportunities to increase revenues from existing revenue sources.

Interviewer: That seems like a reasonable assumption.

You: Okay, so let’s look at potential new revenue sources. Are there particular drink beverage markets that Coca-Cola has no presence in that they could expand into?

Interviewer: Let me share with you these exhibits on potential drink beverage markets Coca-Cola could enter…

4. Look at potential inorganic growth opportunities

After you have thoroughly investigated the organic growth opportunities, move onto looking into inorganic growth opportunities.

Consider whether an acquisition, joint venture, or partnership would be most appropriate given your company’s situation. Each of these methods of inorganic growth have their advantages and disadvantages.

You: After looking at organic growth opportunities, we determined that Coca-Cola could increase revenues by $600M by entering three niche drink beverage markets. However, we are still $400M in revenue short of our goal. I’d like to look into inorganic growth opportunities next. 

Interviewer: That makes sense. There are a few acquisition targets Coca-Cola is considering. Let me share with you some further information…

5. Prioritize and recommend the best opportunities for growth

Once you have investigated all of the potential opportunities for growth, it is time to prioritize and recommend the ones that are best for the company.

You’ll likely need to develop some kind of rubric to evaluate each growth opportunity. You can score each growth opportunity on the basis of:

• Ease of implementation

In step two, you quantified the specific target or goal that the company is trying to achieve. Make sure that your recommendation meets these goals.

You: To achieve its revenue growth targets, I recommend that Coca-Cola enter three emerging drink beverage markets and that they acquire Company X. There are two reasons that support this.

One, Coca-Cola can leverage its existing production and distribution capabilities to gain meaningful market share in these emerging drink beverage markets quickly. They could increase revenues by $600M over three years fairly easily.

Two, the acquisition of Company X would increase revenues by $500M, helping Coca-Cola achieve its revenue growth target. Additionally, there are many revenue synergies that Coca-Cola can take advantage of to grow revenues even more over the next few years.

For next steps, I’d like to look into Coca-Cola’s market entry strategy for entering these emerging markets. I’d also like to look into whether the acquisition price for Company X is fair and reasonable.

Interviewer: Great. Thank you for your recommendation.

Final Thoughts on Growth Strategy Cases

The most important part of solving growth strategy cases is to be structured and methodical in considering all of the different growth opportunities. If you lay out a comprehensive and organized framework, the rest of the case should be a simple process of elimination.

You should pay special attention to the context of the case and the company’s circumstances. The stage of the company, how much free cash it has on hand, and the level of urgency the company is facing will help you narrow down your options.

After practicing a few growth strategy cases, you’ll notice that these cases follow a predictable pattern and you’ll be able to solve any growth strategy case that comes your way.

In addition to growth strategy case interviews, we also have additional step-by-step guides to: profitability case interviews , market entry case interviews , M&A case interviews , pricing case interviews , operations case interviews , marketing case interviews , and private equity case interviews .

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Please note you do not have access to teaching notes, boat: the indian startup scripts a revolutionizing growth strategy.

Publication date: 4 August 2022

Teaching notes

Learning outcomes.

The case will help learners to analyse how effective handling of an extended marketing mix of 7Ps (product, price, place, promotion, physical evidence, participants and processes) makes a startup profitable in its initial years of inception; understand the significance of the online marketing strategies like digital marketing and social media marketing implemented by firms to attain a competitive edge amongst established local and global competitors; examine the strategic challenges faced by a business enterprise while entering an emerging market; analyse the growth strategies of a startup relative to various market constraints; and propose long-term strategies for sustainable growth for a startup operating in the wearables market.

Case overview/synopsis

Founded in 2016, Boat Lifestyle is a Delhi-based Indian startup in fashionable consumer electronics. In the past five years, Boat earned remarkable profits and emerged as one of the most promising startups through its innovative products offerings and promotion. Aiming at its target customer segment, the millennials, it promoted its products through social media marketing such as influencer marketing and brand tie-ins with sports teams and music events. The case focuses on the dynamics of the Indian wearables market that is facing tough competition from global and local players. To ensure continued growth prospects, while maintaining a tight focus on product differentiation, quality, and customer satisfaction, there is a greater need for Boat to rethink its market development and growth strategies regarding new innovations and adopting long-term orientation like diversification and global expansion.

Complexity academic level

The case aims for teaching business management students at the Undergraduate, Postgraduate, and Executive education level. In addition, the case can be related to the Strategic Management course curriculum and Marketing course curriculum.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy

• Brand management
• Differentiation
• Diversification
• Competitive strategy
• Social media strategy
• Marketing mix

Acknowledgements

Disclaimer: This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.

Bhargava, S. and Gupta, P. (2022), "Boat: the Indian startup scripts a revolutionizing growth strategy", , Vol. 12 No. 2. https://doi.org/10.1108/EEMCS-09-2021-0318

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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How to Answer Growth Strategy Case Questions in Management Consulting Interviews?

Learn how to ace growth strategy case questions in management consulting interviews with our comprehensive guide.

Posted May 11, 2023

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Table of Contents

If you are pursuing a career in management consulting, then it is important to be familiar with case interviews. Case interviews are a common part of the recruitment process and are used to evaluate a candidate's problem-solving skills and ability to think critically. Growth strategy cases are one type of case interview that you may encounter. In this article, we will provide you with a comprehensive guide on how to answer growth strategy case questions in management consulting interviews.

Understanding the Basics of Growth Strategy Case Questions

Growth strategy case questions require you to analyze a company's current situation and identify opportunities for growth. The case may involve a company that is looking to expand into new markets, launch new products, or increase revenue. Your job as a consultant is to help the company develop a growth strategy that is based on sound analysis and effective decision making.

When analyzing a company's current situation, it is important to consider both internal and external factors. Internal factors may include the company's financial health, organizational structure, and current product offerings. External factors may include market trends, competition, and regulatory changes. By taking a holistic approach to analysis, you can identify the most promising opportunities for growth and develop a strategy that is tailored to the company's unique situation.

Tips for Analyzing Growth Strategy Case Questions

One of the key skills required for growth strategy case questions is the ability to analyze complex business problems. You need to be able to break down the case into its component parts, identify the key drivers and barriers to growth, and develop a structured approach to solving the problem. Some tips for analyzing growth strategy case questions include:

• Understanding the company's business model, including its products, customers, and competitors
• Identifying trends in the industry, such as changes in consumer behavior or emerging technologies
• Assessing the company's internal capabilities, including its financial position, operations, and talent

Another important aspect of analyzing growth strategy case questions is to consider the external factors that may impact the company's growth potential. This includes factors such as government regulations, economic conditions, and market saturation. It is important to understand how these external factors may affect the company's ability to grow and develop a strategy that takes them into account.

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Identifying Key Growth Drivers and Barriers in Case Questions

Once you have analyzed the case, you need to identify the key drivers and barriers to growth. These may include factors such as market size, the competitive landscape, regulatory environment, and customer preferences. It is important to prioritize these factors based on their impact on the company's growth potential.

Additionally, it is important to consider external factors that may impact the company's growth potential, such as economic trends, technological advancements, and political instability. These factors can have a significant impact on the company's ability to grow and succeed in the long term. By taking a holistic approach to analyzing the case, you can identify both internal and external factors that may impact the company's growth potential and develop a comprehensive strategy to address them.

Breaking Down Complex Business Problems to Develop Growth Strategies

Developing a growth strategy requires you to develop a deep understanding of the company's current position and future potential. You need to be able to break down complex business problems into manageable parts and develop focused solutions based on analysis. Some frameworks that you may find helpful for developing growth strategies include Porter's Five Forces, SWOT analysis, and the Boston Consulting Group (BCG) matrix.

One important aspect of developing growth strategies is to identify the key drivers of growth for the company. This involves analyzing the market trends, customer needs, and competitive landscape to determine where the company can differentiate itself and create value for its customers. By focusing on these key drivers, you can develop targeted growth strategies that align with the company's strengths and opportunities.

Another important consideration when developing growth strategies is to ensure that they are sustainable over the long term. This requires taking into account factors such as the company's financial resources, organizational capabilities, and risk tolerance. By developing growth strategies that are aligned with the company's overall vision and mission, and that take into account these key factors, you can create a roadmap for sustainable growth that will help the company achieve its goals over the long term.

Applying Frameworks to Solve Growth Strategy Case Questions

Frameworks such as Porter's Five Forces can help you evaluate the competitive dynamics of an industry, while the BCG matrix can help you analyze a company's product portfolio and make strategic decisions about investment. Applying these frameworks to the case will help you develop a structured approach to solving the problem and ensure that your recommendations are based on sound analysis.

Another useful framework to consider when solving growth strategy case questions is the Ansoff Matrix. This matrix helps you evaluate different growth strategies for a company, including market penetration, market development, product development, and diversification. By using the Ansoff Matrix, you can identify the best growth strategy for the company based on its current market position and growth objectives.

Using Data and Analytics to Support Your Growth Strategy Recommendations

An important part of developing a growth strategy is the use of data and analytics to support your recommendations. You need to be able to gather and analyze data on the market, customers, and competitors, and develop insights that support your strategy. Using analytics tools such as regression analysis and forecasting can help you make data-driven decisions and enhance the credibility of your recommendations.

Another important aspect of using data and analytics in your growth strategy is the ability to track and measure the success of your recommendations. By setting clear metrics and KPIs, you can monitor the impact of your strategy and make adjustments as needed. This allows you to continuously improve and optimize your growth strategy over time.

It's also important to consider the ethical implications of using data and analytics in your growth strategy. You need to ensure that you are collecting and using data in a responsible and transparent manner, and that you are respecting the privacy and rights of your customers. By prioritizing ethical considerations, you can build trust with your customers and stakeholders, and create a sustainable foundation for long-term growth.

Developing a Structured Approach to Answering Growth Strategy Case Questions

When answering growth strategy case questions, it is important to have a structured approach that helps you stay focused and organized. One effective approach is the MECE (Mutually Exclusive Collectively Exhaustive) framework, which involves breaking down a problem into mutually exclusive and collectively exhaustive parts. This approach can help you ensure that you are addressing all aspects of the case and not missing any critical insights.

Another important aspect of developing a structured approach to answering growth strategy case questions is to prioritize your analysis based on the most critical factors. This can be achieved by using a hypothesis-driven approach, where you start with a hypothesis about the most important factors driving growth and then test it through your analysis. By focusing on the most critical factors, you can avoid getting bogged down in irrelevant details and ensure that your analysis is focused and impactful.

Common Mistakes to Avoid When Answering Growth Strategy Case Questions

Some common mistakes that candidates make when answering growth strategy case questions include:

• Ignoring key data or insights that are relevant to the case
• Rushing through the analysis phase and not taking the time to fully understand the problem
• Jumping to conclusions without considering the bigger picture
• Not engaging the interviewer or asking questions to clarify the problem
• Focusing too much on one aspect of the case to the exclusion of others

Another common mistake that candidates make when answering growth strategy case questions is failing to consider the potential risks and challenges associated with their proposed solution. It's important to not only identify opportunities for growth, but also to assess the feasibility and potential drawbacks of each option. Additionally, candidates may overlook the importance of effective communication and presentation skills when presenting their findings and recommendations to the interviewer. Clear and concise communication is key to effectively conveying your ideas and demonstrating your problem-solving abilities.

Practicing with Sample Case Questions to Improve Your Skills in Answering Growth Strategy Case Questions

The best way to improve your skills in answering growth strategy case questions is to practice with sample case questions. There are many resources online that provide free sample case questions, as well as books and courses that offer more in-depth practice. Remember to focus on developing your analytical and problem-solving skills, and to take a structured approach to answering the questions.

The Importance of Communication and Presentation Skills in Answering Growth Strategy Case Questions

Finally, it is important to remember that communication and presentation skills are also critical when answering growth strategy case questions. You need to be able to clearly articulate your ideas and recommendations, and to present your analysis in a way that is easy for others to understand. Some tips for improving your communication and presentation skills include:

• Practicing your presentation skills, including voice projection, eye contact, and body language
• Preparing visual aids, such as slides or diagrams, to help illustrate your point
• Developing a clear and concise message that summarizes your analysis and recommendations
• Engaging the audience by asking questions or soliciting feedback
• Maintaining a positive and confident attitude throughout the presentation

How to Prepare for Growth Strategy Case Questions Before an Interview

If you are preparing for a management consulting interview that includes growth strategy case questions, there are several things you can do to get ready:

• Research the company and its industry to gain a better understanding of the context that the case questions may relate to
• Practice with sample case questions to develop your analytical and problem-solving skills
• Review frameworks such as Porter's Five Forces and the BCG matrix to become familiar with the tools that are commonly used in growth strategy analysis
• Seek feedback from others, such as colleagues or mentors, on your problem-solving and communication skills

Differences Between Answering Growth Strategy Cases in First-Round vs Final-Round Interviews

Finally, it is important to note that there may be differences in the complexity and depth of growth strategy case questions between first-round and final-round interviews. In first-round interviews, the focus is typically on evaluating your problem-solving skills and ability to think critically, while in final-round interviews, the focus may shift to evaluating your communication and presentation skills, as well as your fit with the company culture.

In conclusion, answering growth strategy case questions in management consulting interviews requires a combination of analytical, problem-solving, and communication skills. By developing a structured approach, practicing with sample case questions, and seeking feedback from others, you can improve your chances of success in these types of interviews.

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2024 Global Aerospace Summit Agenda

Agenda is subject to change.

Day 1 — Aviation

Day 2 — space.

Tuesday, September 10, 2024

Welcome Remarks — Main Plenary

• Christopher D. Roberti, Senior Vice President for Cyber, Space, and National Security Policy, U.S. Chamber of Commerce

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• 2024 Global Aerospace Summit
• Attendance Justification
• Sponsorship Opportunities

Keynote Remarks | FAA Update — Main Plenary

• Michael G. Whitaker, Administrator, Federal Aviation Administration
• Moderated by Karen Walker, Editor-in-Chief, Air Transport World

Fireside Chat |  RTX Insights — Main Plenary

• Gregory Hayes, Executive Chairman, RTX
• Moderated by Neil Bradley, Executive Vice President, Chief Policy Officer, and Head of Strategic Advocacy, U.S. Chamber of Commerce

Government Fireside Chat |  Aerospace Development — Innovation Stage

• Derek M. Tournear, Ph.D., Director, Space Development Agency
• Moderated by Sarah Mineiro, Senior Associate (Non-Resident), Aerospace Security Project, Center for Strategic & International Studies

Fireside Chat |  Airbus Insights — Main Plenary

• Guillaume Faury, CEO, Airbus
• Moderated by Phil LeBeau, Auto and Airline Industry Reporter, CNBC

Fireside Chat | Cybersecurity Across Transportation and Space Systems ​ — Innovation Stage

• Harry Coker, Director, Office of the National Cyber Director
• Moderated by Christopher D. Roberti, Senior Vice President for Cyber, Space, and National Security Policy, U.S. Chamber of Commerce

Panel Discussion | Advanced Air Mobility — Main Plenary

• Tyler Painter, Chief Financial and Operating Officer, Wisk
• Robert Rose, Chief Executive Officer, Reliable Robotics
• Kyle Clark, Founder & CEO, BETA Technologies
• Moderated by James A. Viola, President and CEO, Vertical Aviation International

Fireside Chat | Shaping the Future of Aviation Cybersecurity — Innovation Stage

• JR Williamson, Vice President and Chief Information Security Officer, Leidos Holdings, Inc.
• Jason Layman, Senior Vice President, Federal Technology Strategy, BigBear.ai
• Deneen DeFiore, Vice President and Chief Information Security Officer, United Airlines, Inc.
• Moderated by LaLisha Hurt, Public Sector Industry Advisor, Splunk

Fireside Chat | JetZero Insights — Main Plenary

• Tom O'Leary, Co-Founder and Chief Executive Officer, JetZero
• Moderated by Barry Eccleston, Former CEO, Airbus Americas Inc and Strategic Adviser, JetZero

Panel Discussion | Sustainable Space ​ — Innovation Stage

• Jennifer Essigs, Head of Sustainability at AE Industrial Partners
• Troy M. Morris, Co-Founder & CEO, Kall Morris Inc.
• Ellen Gertsen, Deputy Associate Administrator, Office of Technology, Policy, and Strategy, NASA
• Moderated by Douglas Gorman, Reporter, Payload Space

Panel Discussion |  Advanced Aerospace Manufacturing — Main Plenary

• Scott Wright, Division, President, Advanced Material, Huntsman
• Chris Power, Founder & CEO, Hadrian
• Steve Mathias, Senior Vice President Strategy and Growth, Defense, GKN Aerospace
• Moderated by Jenness Simler, Chair, National Security Practice, Invariant

Networking Break 1

Luncheon Government Keynote | Capitol Views — Main Plenary

• The Honorable Sam Graves, Chairman, House Committee on Transportation and Infrastructure
• The Honorable Rick Larsen, U.S. Representative (D-WA) and Ranking Member, House Committee on Transportation and Infrastructure
• Moderated by Jeffrey S. Shockey, Senior Vice President, Global Government Relations, RTX

Luncheon Keynote | FedEx — Main Plenary

• Richard Smith, Richard W. Smith, Chief Operating Officer, International, and Chief Executive Officer, Airline, Federal Express Corp

Carol B. Hallett Award Presentation — Main Plenary

• The Honorable Carol B. Hallett, Former Of Counsel, U.S. Chamber of Commerce, Former President and CEO, Transport Association, Former Commissioner, U.S. Customs Service, and Former U.S. Ambassador to the Bahamas

Keynote Presentation |  Politics 2024 — Main Plenary

• Neil Bradley, Executive Vice President, Chief Policy Officer, and Head of Strategic Advocacy

Fireside Chat — Main Plenary

• David Wroth, Director of Technology and Systems, UL Standards & Engagement
• Moderated by Bill Secord, Executive Vice President, Air Line Pilots Association and Captain, FedEx Express

Networking Break 2

Keynote Remarks — Main Plenary

• The Honorable Frank Kendall, Secretary, U.S. Air Force 

Artemis Mission Update — Innovation Stage

• Michael Sarafin, Artemis Mission Manager, Moon to Mars Program Office, NASA

CEO Fireside Chat — Main Plenary

• Blake Scholl, Chief Executive Officer. Boom Supersonic
• Moderated by The Honorable Marion Blakey, Former Administrator, Federal Aviation Administration

  CFM | 50 Years Extraordinary Together — Main Plenary

• H. Lawrence (Larry) Culp, Jr., Chairman and Chief Executive Officer, GE Aerospace
• Olivier Andriès, Chief Executive Officer, Safran

  Fireside Chat — Innovation Stage

• Jared Evans, Deputy Chief Investment Officer, Office of Strategic Capital, U.S. Department of Defense
• Moderated by John Neal, Vice President, Space Policy, U.S. Chamber of Commerce

CEO Fireside Chat | United Insights — Main Plenary

• Scott Kirby, Chief Executive Officer, United Airlines Holdings, Inc.
• Moderated by Lori Aratani, Reporter, The Washington Post

Capitol Views — Main Plenary

• The Honorable Dusty Johnson, U.S. Representative (R-SD), Member, House Committee on Transportation & Infrastructure and Co-Chair, Congressional Sustainable Aviation Caucus, U.S. House of Representatives
• The Honorable Sharice Davids, U.S. Representative (D-KS), Member, House Committee on Science and Technology and Co-Chair, Congressional Sustainable Aviation Caucus, U.S. House of Representatives
• Moderated by Robin Hayes, Chairman and Chief Executive Officer, Airbus Americas

CEO Fireside Chat | Allegiant Insights — Main Plenary

• Gregory C. Anderson, President and Chief Executive Officer, Allegiant Travel Company
• Moderated by Leslie Josephs, Aviation Reporter, CNBC

Fireside Chat | Hypersonics Take Flight — Innovation Stage

• Alex Tai, Chairman, New Frontier Aerospace
• Jess Sponable, Founder, President and Chief Technology Officer, New Frontier Aerospace
• Moderated by Oscar S. Garcia, Founding Partner, Chairman and Chief Executive Officer 
• The Honorable Garret Graves, U.S. Representative (R-LA), Chairman, Aviation Subcommittee, House Committee on Transportation & Infrastructure, U.S. House of Representatives
• Moderated by Lauren Beyer, President, Cargo Airline Association

Networking Break 3

Panel Discussion |  Sustainable Solutions — Main Plenary

• Jill Blickstein, Head of Environment, Social and Government (ESG), American Airlines
• Michael Winter, Chief Scientist, RTX
• Moderated by Tom Gentile, Chief Executive Officer & President, Hexcel Corporation

Panel Discussion | Connected Aviation Ecosystem — Main Plenary

• Jennifer Schopfer, President of Connected Aviation Solutions, Collins Aerospace
• Fabrice Villaumé, Head of Digital Business, Airbus
• Tim Murnin, Head of Industry Solutions & GTM, Amazon Web Services
• Moderated by Oriana Pawlyk, Aviation Reporter, POLITICO

Fireside Chat | The Future of Low-Cost Carriers — Main Plenary

• George Novak, President and CEO, National Air Carrier Association
• Faye Malarkey Black, President and CEO, Regional Airline Association

Evening Networking Reception with Giveaways

Wednesday, September 11, 2024

Morning Government Keynote — Main Plenary

• The Honorable Don Graves, Deputy Secretary, U.S. Department of Commerce
• Moderated by Jenna Shrove, Executive Director of Strategic Advocacy and Advisor to the Chief Policy Officer, U.S. Department of Commerce
• Marc A. Nichols, Chief Counsel, Office of the Chief Counsel, Federal Aviation Administration
• Moderated by John Drake, Vice President, Transportation, Infrastructure, and Supply Chain Policy, U.S. Chamber of Commerce

Fireside Chat |  Congressional Aerospace Priorities — Main Plenary

• The Honorable Jerry Moran, Senator (R-KS), Ranking Member, Subcommittee on Aviation Safety, Senate Committee on Commerce, Science, and Transportation, U.S. Senate
• Moderated by Rodney Davis, Head of Government Affairs, U.S. Chamber of Commerce

Fireside Chat | Direct Aviation — Innovation Stage

• Marc Allen, Chief Executive Officer, Electra.aero
• Moderator to be announced

Panel Discussion | The Future of Launch and Lift Capability — Main Plenary

• Lars Hoffman, Vice President, Government Sales, Blue Origin
• Brett Alexander, Chief Revenue Officer, Firefly Aerospace
• Daniel Murray, Executive Director of Operational Safety, Associate Administrator for Commercial Space Transportation, Federal Aviation Administration
• Moderated by Loren Grush, Space Reporter, Bloomberg News

Fireside Chat | Lilium Insights — Innovation Stage

• Klaus Roewe, Chief Executive Officer and Executive Director, Lilium

Fireside Chat |  CEO — Main Plenary

• Christopher J. Scolese, PhD., Director, National Reconnaissance Office
• Moderated by Andrew Bunker, Vice President of Government Operations and Business Strategy, RocketLab

Panel Discussion |  National Security Space Satellite Systems — Main Plenary

• John Serafini, Chief Executive Officer, Hawkeye 360
• Christina Cook, Chief Revenue Officer, True Anomaly
• Ron Lopez, President, Astroscale U.S. Inc.
• Moderated by Rob Geckle, Chief Executive Officer, Airbus US Space and Defense

  Fireside Chat | Hop-On Jet Service powered by JSX — Innovation Stage

• Alex Wilcox, Co-Founder and CEO, JSX
• Moderated by Gary Leff, Author, View from the Wing

Fireside Chat with the Chair of the FCC — Main Plenary

• The Honorable Jessica Rosenworcel, Chairwoman, Federal Communications Commission

Luncheon Fireside Chat with U.S. Space Force — Main Plenary

• Brig. Gen. Brian A. Denaro, Senior Military Assistant to the Under Secretary of the Air Force, Space Force
• Moderated by Jacqueline Feldscher, Managing Editor, Payload

Lunch | Luncheon Congressional Keynote — Main Plenary

• Speakers to be announced

Lunch |  Luncheon CEO Fireside Chat — Main Plenary

• Dirk Wallinger, CEO, York Space Systems
• Moderated by: Kirk Konert, Managing Partner, AE Industrial Partners

Panel Discussion | Future of Science in Space — Main Plenary

• Lucie Low, PhD., Chief Scientist, Axiom Space
• Twyman Clements, President and Co-Founder, Space Tango
• Clive Niels Svendsen, PhD, Professor and Executive Director, Board of Governors Regenerative Medicine Institute, Kerry and Simone Vickar Family Foundation Distinguished Chair in Regenerative Medicine, Cedars-Sinai

Panel Discussion | Aviation Workforce Development — Innovation Stage

• Christina Cassotis, CEO, Allegheny County Airport Authority
• Ryan Goertzen, Vice President Maintenance Workforce Development, AAR Corp
• Dr. Kelly Austin, Senior Vice President for Academic Affairs and Provost, Embry Riddle Aeronautical University
• Moderated by Andi Sims, Vice President for Business Development, HPM
• Peter Cannito, Chairman and Chief Executive Officer, Redwire
• Moderated by Michael Sheetz, Space Reporter, CNBC
• Tim Keating, Chief Strategy Officer & Senior Vice President, Global Government Relations, Sierra Space
• Moderator: Christopher D. Roberti, Senior Vice President, for Cyber, Space, and National Security Policy, U.S. Chamber of Commerce

Fireside Chat | Future of Space-based Nuclear Power and Propulsion — Main Plenary

• Amy C. Roma, Partner, Global Regulatory, Hogan Lovells
• Max Haot, Chief Executive Officer, Vast Space
• Moderated by Christian Davenport, Reporter, NASA and Space Industry, The Washington Post

Panel Discussion | Space Situational Awareness — Main Plenary

• Araz Feyzi, Chief Technology Officer and Co-Founder, Kayhan Space
• Tony Frazier, Chief Executive Officer, LeoLabs
• Richard DalBello, Director, Office of Space Commerce, NOAA, U.S. Department of Commerce
• Moderated Jeff Foust, Senior Staff Writer, SpaceNews

Closing Remarks