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Xavier Cano
Xavier Cano
💥 𝐈𝐧 𝟐𝟎𝟏𝟓, 𝐈 𝐡𝐢𝐭 𝐚 𝐰𝐚𝐥𝐥. <br><br>After six years of consistently ranking at the top of my peer group, I still wasn’t promoted.<br><br>Eventually, I decided to speak with a coach.<br><br>In a single 20-minute conversation, I uncovered a deeply embedded limiting belief I hadn’t consciously recognized, and learned how it had been shaping how I showed up.<br><br>🚀 𝐄𝐯𝐞𝐧 𝐭𝐡𝐨𝐮𝐠𝐡 𝐦𝐲 𝐚𝐧𝐧𝐮𝐚𝐥 𝐫𝐞𝐯𝐢𝐞𝐰 𝐡𝐚𝐝 𝐚𝐥𝐫𝐞𝐚𝐝𝐲 𝐜𝐥𝐨𝐬𝐞𝐝 𝐚𝐧𝐝 𝐈 𝐡𝐚𝐝 𝐛𝐞𝐞𝐧 𝐭𝐨𝐥𝐝 𝐚 𝐩𝐫𝐨𝐦𝐨𝐭𝐢𝐨𝐧 𝐰𝐨𝐮𝐥𝐝𝐧’𝐭 𝐡𝐚𝐩𝐩𝐞𝐧 𝐭𝐡𝐚𝐭 𝐲𝐞𝐚𝐫, 𝐬𝐢𝐱 𝐰𝐞𝐞𝐤𝐬 𝐥𝐚𝐭𝐞𝐫, 𝐈 𝐰𝐚𝐬 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝.<br><br>That moment fundamentally changed how I understood leadership and performance. It revealed that effort alone does not drive outcomes — identity does.<br><br>Today, I work as a 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 & 𝐇𝐮𝐦𝐚𝐧 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐚𝐧𝐭 and am the co-creator of 𝐌𝐚𝐬𝐭𝐞𝐫 𝐅𝐫𝐞𝐞𝐝𝐨𝐦 𝐂𝐨𝐝𝐞™ (MFC Method), a neuroscience-based methodology that helps leaders identify and remove limiting beliefs so they can respond to complexity and change with clarity, self-leadership, and emotional regulation<br><br>Over the past two decades, I’ve supported 𝟏𝟎,𝟎𝟎𝟎+ 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐠𝐥𝐨𝐛𝐚𝐥𝐥𝐲, including leaders at Google, Dell, Coca-Cola, Ford, IBM, and Merck. In 2023, I spoke to an audience of more than 20,000 in India.<br><br>🔓 𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐧𝐚𝐯𝐢𝐠𝐚𝐭𝐢𝐧𝐠 𝐜𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐲, 𝐥𝐞𝐚𝐝𝐢𝐧𝐠 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧, 𝐨𝐫 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧𝐢𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐢𝐧 𝐚𝐧 𝐀𝐈-𝐚𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐞𝐝 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭, 𝐥𝐞𝐭’𝐬 𝐜𝐨𝐧𝐧𝐞𝐜𝐭.
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Fabrizio Maria Guidi
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My colleagues at Oliver Wyman Vector are dedicated to helping airlines, MROs, and OEMs enhance their operational efficiency through our comprehensive reliability management programs. Our expertise spans the entire lifecycle, from assessment and design to training and continuous improvement, ensuring our clients lower their cost per available seat-mile (CASM) effectively. Key Offerings: ➡️ Proactive Reliability Management: Tailored programs to optimize maintenance processes. ➡️ FAA Authorization Support: Guiding airlines through the complexities of Operations Specification (Op Spec) D074 for streamlined maintenance. ➡️ Expert Reporting & Analysis: Acting as a virtual reliability department or providing on-site support for data compilation, reliability reporting, and root cause analysis. ➡️ Comprehensive Training: In-depth training on reliability management, including program administration for MIS, SDR, and CASS. Our commitment to training ensures that your team is equipped with the knowledge and skills needed for sustained success in reliability management. Connect with our team to learn more: Stephanie Alcivar, Brian Fasano, and Tim McDonald. #Aviation #Airlines #AviationIndustry
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Bruce Spear
Oliver Wyman • 2K followers
Working with the International Aerospace Women's Association (IAWA), our second Lift Off to Leadership report shares insights from a global survey of 250 industry leaders, highlighting the ongoing leadership challenges women face in aerospace and aviation. https://owy.mn/3PAnduY Key Takeaways: • Differing view of progress: Men and women perceive their career prospects and the industry's progress in diversity and inclusion differently, creating a gap that continues to hinder women's advancement and leadership development. • Challenging daily experience: Women face barriers such as implicit bias, negative career experiences, and male-focused cultural norms, making it essential to incorporate their voices and experiences in the development of workplace policies and gender-balance initiatives to create more inclusive environments. • Shift in what matters: Both men and women have increasingly emphasized the importance of flexible and remote working options compared to our 2021 survey as individuals demand greater work/life balance and seek careers aligned with their values. • Building a culture of advocacy: Women increasingly value sponsorship in achieving their career goals, with more survey respondents reporting support through sponsorship, mentoring, or coaching than in 2021; however, the number of leaders actively advocating for women as sponsors remains unchanged and must expand. • Recommendations: Our proposed initiatives would ensure aviation and aerospace retains the talent it needs to prepare for and mitigate the critical issues impacting the industry today and tomorrow.
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Patrice Barbier
Accenture France • 3K followers
Commercial aerospace is navigating uncertain skies—fast. According to our latest Commercial Aerospace Insight Report, 51% of executives expect production to rise within six months—and 73% anticipate a major ramp-up by 2026. And growth isn’t just taking off—it’s accelerating: • AI-driven tools are fueling a 21% YoY revenue boost • Predictive maintenance is powering 14% growth in MRO by 2025 • Sustainability is gaining altitude, with Europe mandating 2% SAF blends by 2025 From smart tech to sustainable skies, the future of flight is being built now. Read the full report to see where the industry is headed. https://lnkd.in/dU2eD-Cp John H. Schmidt Jeff Wheless Jean Cabanes #AerospaceIndustry #MROInnovation #FutureOfAviation #Accenture
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Yasi Akbari
McKinsey & Company • 2K followers
Delighted to share the latest research I've authored with Brooke Weddle, Kevin Sachs, and Elizabeth Mygatt in collaboration with the Aerospace Industries Association on the state of talent within Aerospace and Defense. A&D companies are investing in reskilling, focusing on emerging skills. But despite efforts like this, 79% are still struggling to attract employees. Our new report shows us that - - The A&D workforce expanded to 2.21 million employees, reflecting a robust growth rate of 4.8% from 2022 to 2023. - 79% of companies struggle to attract candidates due to better compensation elsewhere. - Attrition rates remain high at nearly 15%. - Companies are investing in reskilling, focusing on emerging skills. To retain top talent, A&D companies need to offer competitive compensation, create a strong culture, and invest in continuous skill development. Learn more about the most effective ways for A&D companies to retain top talent today: https://lnkd.in/gpi5gGMh #TalentGap #PAS2025 #AerospaceandDefense
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Ashish Jalan
CohnReznick LLP • 7K followers
Over the past three decades, I’ve had the opportunity to build and scale Global Capability Centers (GCCs) — from early-stage setups to large, multi-function global organizations. One pattern has become increasingly clear: The role of GCCs has fundamentally changed — but many organizations are still operating with an outdated playbook. In the early days, the focus was straightforward — cost, scale, and efficiency. Today, the expectations are very different. GCCs are now expected to: • Own critical capabilities • Drive transformation • Enable global growth • Act as strategic partners to the business However, scaling into this role is not automatic. What I’ve seen work in practice: → Investing in leadership depth early, not as an afterthought → Moving from process migration to capability building → Embedding strong governance with clear accountability → Aligning GCC priorities directly with business strategy The most successful GCCs are no longer defined by size — but by the value they create. In my experience, when this shift is done right, GCCs don’t just support the enterprise — they help shape it. Curious how others are navigating this transition.
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DARRYL A. SIMON MS ABS OD SPHR
Vantage Growth Strategic… • 4K followers
An interesting finding but not surprising if you think about the skills that an effective, premier consultant partner requires in today's Fortune 500/1000 landscape. You must have a deep industry or practice knowledge because it's more about real time strategy application, market understanding and implementation than pure thought leadership advisory, if it ever was. Top-tier roles have changed because business has changed in lasting fundamental ways. It's more dynamic, complex, global and interconnected, so market disruption is more frequent to learn from, and the pace and exposure across clients and sectors adds significant unique value. All this makes top-tier consultants more open, adaptable agile, engaging, flexible, resilient than typical traditional, more vertical CEOs. And being in the room at the table regularly if not daily is powerfully enriching. Consultants have a different view of the landscape. On top of that they enjoy powerful corporate relationships across clients and sectors that can open many doors. High quality consultants are in great positions to create value for themselves and others from relationships developed over many years. That seems to be the ideal state of play for corporate leadership today, quick, agile, immediate short term results, eyes have always looked up and out. Seems long term strategy has never been anything Wall Street ever cared about and it will be interesting to watch how they do over time. Thanks for the insights Heather Landy.
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Tina Tozzi
Robert Half • 2K followers
Aerospace and defense firms are facing mounting pressure to innovate—yet many are underleveraging one of their most valuable assets: talent. McKinsey outlines how aligning talent strategy with business priorities can unlock speed, resilience, and long-term impact. #Aerospace #DefenseIndustry #TalentStrategy #WorkforceTransformation #Leadership #FutureOfWork #EngineeringTalent https://lnkd.in/ggqgtJn4
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Russell Bertwell
Accenture • 2K followers
Commercial aerospace is soaring again, led by Boeing's recovery and surging MRO demand. But supply chains remain fragile. Aerospace executives are prioritizing resilience over speed—investing in AI, digital twins, and supplier collaboration to build a more durable industry. Accenture's latest report, "Resilience in Flight," explores how leaders are driving growth that's both secure and sustainable. #aerospacedefense #aviation #supplychain https://accntu.re/43chNdH
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Miguel dos Santos Godinho
AlixPartners • 3K followers
This week, as MIT celebrates its graduates and their bold ambitions for the future, it’s also laying the groundwork for a more resilient industrial base. The MIT Initiative for New Manufacturing (INM) is a sober, systems-level response to the real challenges facing industry: talent scarcity, geopolitical uncertainty, and technological disruption. Having worked in advanced manufacturing at ASML, I’ve seen firsthand the vision and persistence required to build the future. MIT’s approach, blending technology, workforce, and policy, is exactly the kind of thinking we need. I applaud MIT for leading with clarity and depth and demonstrating the long-view leadership we need!
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Carol B.
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As companies lean more heavily on technical expertise to fuel growth, the next big challenge is clear: how do we help technical professionals evolve into strategic, influential leaders? In this piece, Teal Reamer, Abby Curnow-Chavez, and Jeffrey Cass outline five key shifts technical experts must make to lead at the enterprise level—without losing what makes them great in the first place. They also share how we at Alvarez & Marsal equip these leaders to grow their influence while staying true to who they are. A must-read for anyone thinking about leadership development in today’s data-driven world. #LeadershipDevelopment #TechnicalLeadership #PeopleStrategy #AlvarezandMarsal
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Elizabeth Mygatt
McKinsey & Company • 2K followers
For a median-size aerospace and defense company, the value at stake in closing the talent gap could be $300 million to $330 million a year. What actions should companies consider to fill this talent gap? In a new report I co-authored with Brooke Weddle, Kevin Sachs, and Yasi Akbari, and in partnership with the Aerospace Industries Association (AIA), we uncovered three areas where companies can tackle this challenge: 1. Reimagining how work is designed and executed 2. Equipping the existing talent pool with new skills 3. Incentivizing critical employees in meaningful ways By focusing on these strategies, companies can address the talent gap and achieve substantial financial benefits. Learn more here: https://lnkd.in/ebVWyGv8 #TalentGap #PAS2025
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Robert Satterwhite, PhD, ACC
Odgers US • 5K followers
The future of aerospace and defense leadership demands more than titles and tenure—it calls for Challenger Leaders who drive transformation, integrate AI responsibly, and embrace distributed, diverse ways of thinking. This new article by my colleague, Mercedes LeGrand, explores how organizations can break from tradition to thrive in an era of disruption. Check it out! https://lnkd.in/eZUPyUXi
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CXO-TV India News | Techplus Group
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Ankit Agarwal steps in as Managing Director at Alvarez & Marsal. Known for hands-on execution and outcome-driven leadership, Ankit’s appointment signals continued demand for leaders who can work deep inside complex situations—where performance improvement, restructuring, and value creation need to happen fast and without noise. This move reflects a broader shift: organisations are prioritising operators who bring credibility in the trenches, not just strategy decks. #LeadershipMoves #ProfessionalServices #CXOAppointments #Transformation
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Matt Campbell
Alvarez & Marsal • 3K followers
Experts finding themselves in the C-Suite and wondering how to navigate and make sense of their expertise in the context of leadership roles is something we work with regularly. Thanks to Abby Curnow-Chavez, Teal Reamer, and Jeffrey Cass for capturing some great insights here. Thanks also to Michael Weitzmann for helping produce this piece. #leadership #transition #expert #coaching #leadershiptransformation
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Adam Malamut, PhD
5K followers
Tech Skills Get You In. Emotional Intelligence Gets You Ahead. Today’s most critical talent? Arguably, technology leaders. But technical expertise alone isn’t enough. Our TOP team at Alvarez & Marsal has developed a powerful guide to help unlock the full potential of technical leadership—with EQ at the core.
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Martin Nilvall
Bain & Company • 371 followers
“Having to invest in multiple drivetrains creates headaches all along the value chain,” Eric Zayer, senior partner at consultancy Bain & Co, told the FT’s Future of the Car summit last week. “Obviously that creates a lot of complexity and ultimately cost.” https://bit.ly/43WBmYd
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Jennifer Witter
Slalom • 2K followers
Manufacturing is at a turning point as disconnected systems, rising risk, and the push for intelligent operations expose critical capability gaps. Slalom’s 2026 Manufacturing Outlook highlights how forward-thinking companies are modernizing now to strengthen resilience and performance. https://lnkd.in/g8iubcj9
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Alex Plitsas
5K followers
U.S. Aerospace & Defense manufacturers are entering a surge cycle unlike anything in decades. Budgets are up. Demand signals are strong. But scaling the Defense Industrial Base isn’t just about adding headcount or floor space — it requires operational transformation. Infor CloudSuite Aerospace & Defense helps to solve problems and address pain points. To grow responsibly and competitively, A&D firms must: • Harden cybersecurity, financial, and export compliance CMMC 2.0, DFARS, ITAR, FAR — compliance is no longer a support function. It’s license to operate. • Modernize supply chain management Multi-tier visibility, supplier risk mitigation, reshoring, material traceability, and long-lead forecasting. • Elevate production quality and configuration control Digital work instructions, serialized traceability, warranty tracking, and full lifecycle visibility from design through MRO. • Control cost efficiency in volatile conditions Inflation, tariffs, labor shortages, and material scarcity demand precision cost accounting and real-time margin visibility. • Maximize throughput and constrained capacity Advanced planning & scheduling, constraint-based manufacturing, and program-level execution discipline. • Digitize end-to-end operations Connected engineering, shop floor execution, warehouse management, sustainment, and field service. • Enable applied AI securely Predictive maintenance, anomaly detection, demand forecasting, compliance automation — AI grounded in operational data. • Leverage business intelligence, reporting, and advanced analytics Real-time program performance dashboards, working capital visibility, and decision-grade insights at every level of leadership. This is exactly where industry-specific cloud platforms matter. Infor CloudSuite Aerospace & Defense was built to address these requirements — integrating ERP, supply chain, manufacturing execution, MRO, quality, compliance, and analytics in a secure, industry-native environment designed for complex manufacturers. The next phase of defense growth will not be won by scale alone. It will be won by digitally enabled, compliant, operationally disciplined manufacturers who can surge without breaking. The Defense Industrial Base is strategic infrastructure. Modernizing it is a national security imperative. https://lnkd.in/enDecTAd
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