Chenevert’s presidency at Pratt and Whitney Canada set the bar on productivity helping the company succeed beyond its wildest expectations. His innovative methods and techniques are still utilized. It was early on that Chenevert realized that there were better ways of running a business than shipping jobs overseas. He knew that he wanted to do everything he could to save the workforce without compromising innovation. By 2006 when he decided to take on the responsibility of running an American business, Chenevert had worked out a plan to improve the company without sacrificing the workers.
He took on the role of Chairman and CEO of United Technologies Corporation (UTC) at a time when manufacturing was in the “dungeon”. Chenevert knew he had his work cut out for him at UTC. UTC like many of the manufacturing industries was in trouble. He would need to find a way to keep the workers on; provide them with the training they needed to compete in the global marketplace and make sure it was environmentally friendly. He also needed to keep costs down while providing the building and aerospace services that many had come to expect.
Chenevert’s methodology worked. UTC moved out of crisis mode and workers were provided with fair wages for their work. Chenevert was also able to contribute to Connecticut’s economy through his tireless support and firm hand of the company’s resources. When he stepped down in 2014, Chenevert wanted to utilize what he learned at Pratt and Whitney and at UTC on the larger scale. So he did.