Quick Six with Phil Wickler, Chief Transformation Officer and Pride Alliance Champion

From working parents to military veterans, GE Aerospace would not be the company it is today without its employees. We created “Quick Six” to celebrate our diverse talent by asking employees six questions that uncover the unique ways that they contribute to GE Aerospace and the world. 

In our newest installation of Quick Six, we interviewed Phil Wickler, chief transformation officer and Pride Alliance Employee Resource Group champion. 

Based at the GE Aerospace headquarters in Evendale, Ohio, Wickler’s had a long career at GE Aerospace and currently leads Environmental Health and Safety (EHS), quality, lean operations, and transformation across the company. 

You’ve had a remarkable career at GE Aerospace, starting with GE Lighting in 1995, and now as chief transformation officer. You are also the Senior Aerospace Leadership Team (SALT) Champion for the Pride Alliance Employee Resource Group (ERG). What does this role mean to you personally, and what have you learned since taking on this role?

I’ve had some amazing friends, relatives, and colleagues within the LGBTQ+ community, and I’ve long been an ally. When the Pride Alliance needed a new SALT champion, I thought it was a great opportunity for me to join and take on a more active role within the ERG. Since taking on this role in 2023, I’ve been really impressed by the leadership within the Pride Alliance and how much the group has grown over the years. We now have over 2,000 members, which enables us to support employees and their families, and champion inclusion and belonging at GE Aerospace. 

What does allyship mean to you, and how does it underscore GE Aerospace’s commitment to “Respect for People”?

Allyship is about valuing diverse perspectives and inclusive teams and is aligned to Respect for People, one of our core Behaviors at GE Aerospace. From the minute an employee walks in through the door to the moment they leave, our Behaviors provide the foundation for who we are as a company and the culture that we aspire to create. I’m proud to be an ally within the Pride Alliance and believe that all of us have an obligation to make sure we’re creating a positive environment that allows for employee growth and for employees to be themselves, which is something that should be afforded to everybody. 

What are some common misconceptions about being an ally, and how can individuals overcome them to provide meaningful support?

Oftentimes, there’s this belief that allyship only revolves around gender and race, but being an ally extends beyond these areas to include sexual orientation, disability, age, and more. When we talk about Respect for People at GE Aerospace, it’s about fostering an environment for everyone, no matter who you are. 

Why are ERGs important to GE Aerospace, and why is cross-community allyship important? 

I’m proud to say the Pride Alliance ERG celebrates 20 years this year! For decades, our Employee Resource Groups have been open to all employees and have added value by enhancing employee engagement and creating spaces where employees can learn, connect, and foster a sense of belonging. 

How can leaders create a supportive and respectful environment for all employees, including the LGBTQ+ community?

Creating an environment where employees feel comfortable sharing ideas and empowered to take risks is essential. As leaders, we must embody GE Aerospace Behaviors — Respect for People, Continuous Improvement, and Customer Driven — which are foundational to a lean mindset. Respect for People and Continuous Improvement come to life at genba, where we engage directly with employees. Toyota Chairman Fujio Cho’s principle, “Go see, ask why, show respect,” reminds us to step out of our offices, listen actively, and remove barriers. As the Pride Alliance ERG champion, I prioritize spending time at genba to listen, understand challenges, and identify opportunities to enhance physical and psychological safety. I encourage all leaders to invest time in listening and creating a better environment for everyone.

Reflecting on your career journey, what has been the most rewarding aspect of your work at GE Aerospace, and what advice would you give to emerging leaders in the organization?

One of the things that I admire most about GE Aerospace is having the opportunity to try different things and have unique experiences through various parts of the business. For me, I started my career on the operations side. I then moved over to the Commercial business, where I experienced the customer and product firsthand, which gave me a better understanding of the business. When I came back to operations, I was able to work with the team to uncover better solutions and ideas, because I had a broader lens. That said, I would encourage employees to be open to new experiences and trying things outside their comfort zone in order to support growth and professional development.