Mr. Secretary
Successful business executive Donald Winter ’69
finds his ‘call to service’ as the Navy’s top
civilian leader.
By David McKay Wilson
In U.S. Secretary of the Navy Donald Winter’s
fourth-floor Pentagon office, a life-size Marine poster from World
War I hangs on one wall proclaiming “First in Fight”
while former Assistant Navy Secretary Teddy Roosevelt looks sternly
from a portrait across the room.
ON DUTY: Winter tours the USS Iwo Jima.
Winter ’69, with an American flag pinned to his
lapel, sits in a comfortable red leather chair one spring
afternoon, recounting his previous two days on the job. The
previous day, the “SECnav”—as he’s known in
Pentagon-speak—had flown to San Diego to christen a new ship,
meet with 400 community leaders, greet a Swedish submarine crew,
and visit a Navy hospital treating many Marines who’d been
injured in Iraq.
After arriving home at 1 a.m., he was picked up at 7
a.m. for a breakfast confab with his staff before a steady round of
meetings on land-use issues at the Navy’s Guam base,
acquisition concerns at the Marine Corps, and thorny budget
questions on Capitol Hill.
“I try to keep my work day at half a
day—from 7 a.m. to 7 p.m.,” says Winter, who keeps fit
cycling on his titanium Colnago road bike or skiing the groomed
runs at Beaver Creek Ski Resort in Colorado. “I will depart
at noon on 20 January 2009. That’s it, and it’s the
first time in my career that I’ve had a date-certain ending
for a job. So that does put a different flavor on it.”
Since 2006, Winter has served as the Navy’s top
civilian official. At the Pentagon, he’s charged with
training, recruiting, and dealing with personnel issues involving
the more than 640,000 men and women who serve in the U.S. Navy and
Marine Corps and the reserves, as well as those who work for the
Department of the Navy.
He also oversees acquisitions for the Navy, which now
has 276 ships and plans to boost the fleet to 313 by 2016.
Part of his duties include helping to develop a
strategic plan for the Navy in the 21st century as the United
States transforms its post–Cold War foreign policy to address
threats from terrorist groups and the rise in Chinese naval power.
Winter sees the Navy as a crucial piece of the American defense
force as well as an essential part of U.S. diplomatic efforts.
In June, Winter was in Guatemala, visiting the hospital
ship, USNS Comfort, which was on a humanitarian mission to ports in
Latin America. Winter recalls that President Theodore
Roosevelt’s decision to send 16 battleships on a world tour
in 1907 was a dramatic gesture to show that the United States was
an outward-looking world power, filled with goodwill. Using the
Navy for diplomatic missions also showcases American military
might.
“With a military force conducting diplomacy,
there is an implicit understanding that, when diplomacy fails,
other measures can be brought to bear on a situation,” Winter
told an audience in June at the U.S. Naval War College in Newport,
R.I. “In other words, there is both a carrot and a stick. And
carrots without a credible stick do not get you very far,
especially in dangerous, violent neighborhoods.”
The Navy’s 74th secretary, Winter took office
with the United States already fighting wars in Iraq and
Afghanistan. Though he has no role on the battlefield, the Navy
runs several military hospitals, Navy corpsmen tend to injured
Marines, and he receives casualty reports each morning when his
driver arrives at his home in McLean, Va., to take him to the
Pentagon in nearby Arlington.
CEREMONY: With his wife, Linda ’69, holding the Bible, Winter is sworn in as the Navy’s 74th secretary by Michael Donley, the director of administration and management for the secretary of defense, as part of a welcoming ceremony.
“It has been a very sobering experience,”
says Winter. “That’s what you start your day
with—the overnight assessment of what has occurred, the
intelligence and casualty reports—so I know what I’m
getting into when I step into the door.”
Since taking office, Winter has earned a reputation as
an approachable boss with a quick grasp of complex issues and the
business acumen to help reform the sprawling Navy bureaucracy.
When at the Pentagon, Winter typically eats lunch with
his staff at a large round table in what’s called the
Secretary’s Mess. Among those who often join him is Robert
Cali ’76, the Navy’s assistant general counsel for
manpower and reserve affairs.
“He is very visible and is in no way
aloof,” says Cali, who has worked with Winter on several
high-profile personnel issues. “He’s a very intelligent
guy who asks very detailed questions. He keeps his staff on its
toes, and has brought a nice discipline to the
department.”
Raised in Oceanside, Long Island, Winter arrived at the
University in 1965 to pursue his interests in science. A physics
major, he credits Rochester professors with developing his knack
for critical thinking.
“I gained the ability to reason, to think
critically,” says Winter. “There was an emphasis on
questioning and thinking through how you approach a problem set,
taking a broad perspective instead of just looking for the purely
technical answer.”
While a freshman, Winter volunteered as an engineer at
WRUR, where he met a fetching student named Linda Engel ’69.
She remembers the day their paths crossed a year after meeting at
the radio studio.
“It was the end of the week, all our classes were
done, there was sunlight glinting through the trees, and we ended
up walking together toward Todd Hall to get our mail,” she
recalls. “We walked back to the Hill, where the women’s
dorms were, and we sat in the lounge, talking for three hours. We
were both smitten, and that was that.”
The two fell in love, became engaged at the end of
their junior year, and were married a week after graduation, just
before Winter set off to pursue his doctorate in physics at the
University of Michigan.
For Winter, the high-ranking civilian post at the
Pentagon caps a successful career in the defense industry and the
U.S. military that began 35 years ago in California. After earning
his doctorate in 1972, he began working at TRW Systems, a
California-based defense contractor, where he was involved in
satellite research and development. He moved to Washington, D.C.,
in 1980 to work for DARPA—the Defense Advanced Research
Projects Agency—in the early years of research for the
space-based defense system later known as “Star Wars.”
He developed an experimental laser tracking device called
Talon Gold.
“That approach was never implemented, but it
helped formulate further strategies,” says Winter. “It
was a valuable experience.”
He returned to TRW after two years, and again took up
his work on space projects. That included classified satellites as
well as NASA’s Chandra X-ray Observatory, which was sent up
aboard the Space Shuttle Columbia in 1999, and continues to observe
high-energy regions of the universe.
By 2000, he was president and CEO of TRW Systems until it was
purchased in 2002 by defense giant Northrop Grumman. He was the
head of that company’s Mission Systems when President Bush
nominated him as secretary.
Winter began thinking of seeking a high-ranking
position in the Bush administration after the September 11 attacks.
He and Linda were in London that day, and he recalls the feelings
of solidarity he felt with the British when they gathered in
silence in Grosvenor Square to pay respect to those who had
died.
In May 2003, terrorists attacked a compound in Riyadh,
Saudi Arabia, killing 10 and injuring 60 employees of the Vinnell
Corp., a private military subsidiary of Northrup Grumman that was
under Winter’s purview.
Winter flew to Saudi Arabia the next day to survey the
carnage and console the survivors. “That was my life-changing
event, my call to service,” says Winter. “I owed it to
those innocent people who were killed, and I owed it to my country
to serve, and not just as a part-time volunteer.”
Winter put out the word through various networks that
he was interested in public service, and one day received a call
from the office of then Defense Secretary Donald Rumsfeld. He
interviewed with Rumsfeld, who told Winter he was under
consideration for several positions. A few months later, Winter was
waiting for a plane in an airport when he received a call from the
White House saying Bush wanted him to serve as Navy secretary, if
that was O.K. with him.
“I was blown away,” says Winter. “I
said, ‘By all means!’”
Winter came to the Pentagon with an appreciation for
management efficiency and an eye for the bottom line, skills honed
during his years leading TRW, a profitable, publicly traded company
with shareholders to please.
Not long after arriving, he had senior leaders trained
in an organizational strategy for eliminating waste called Lean Six
Sigma, which he’d used at TRW. The process requires managers
to document every action in a process and determine which ones
improve the ultimate outcome.
“It’s made everybody examine the processes,
and see what happens when you start with a piece of paper, and see
which boxes in the process add value, and which adds no
value,” says John LaRaia ’68, assistant for
administration in the Office of the Under Secretary of the Navy.
“What adds no value, you lean out.”
Winter also began an analysis of the Navy’s
multibillion dollar acquisition program, which involves the
purchase of ships that can take a decade to build and that will
last up to 50 years. What he found in the new littoral combat ship
program, for example, especially disturbed him. The Navy plans to
build 55 such ships, which are designed to operate in shallow
waters along coastlines.
In January 2007, following reports of huge cost
overruns on the first ship from Lockheed Martin, Winter ordered
work to stop on the second one. The projected cost of the first
ship had reached close to $400 million—almost double the
original projection of $220 million—while the second was
projected to come in at about $300 million. Winter canceled the
contract and proposed that Lockheed Martin build the ships under a
different type of contract designed to limit cost increases. But
the company declined, fearing that future design changes by the
Navy might lead to financial losses.
Winter says the Navy needs to do a much better job
projecting costs to restore credibility in its procurement process,
which he says has been characterized by a culture of
“over-optimism” as military chiefs makes their pitch to
congressional leaders.
In addition, Winter argues that over the years, the
defense department has given too much power to military
contractors, who have boosted their bottom lines at the expense of
taxpayers. He also thinks the Navy needs to be more savvy in
dealing with contractors who come often to the Pentagon, known to
those who work there as “the Building.”
What struck me when I came here was the imbalance that
exists,” says Winter. “The Building doesn’t have
a very good idea of industry. There are but a handful of us that
ever had a profit-and-loss responsibility in the defense industry.
Industry has a pretty good understanding of the Building, and they
get that from hiring a large percentage of our alumni and running a
fairly active intelligence-collection program against the Building,
which is to say they have marketers running the hallways all day
long.”
With less than 18 months left in office, Winter hopes
his attempts to restructure the littoral combat ship program will
be in place for the remaining ships the military wants to build. He
knows January 20, 2009, is creeping ever closer.
And then comes the next challenge for Winter, who has
been influenced by Edgar Bronfman’s book, The Third Act:
Reinventing Yourself After Retirement.
“I’ll be retired, so I’m not going to
be running out of here to find a job to make the mortgage
payment,” says Winter. “All kinds of possibilities will
open up. I’m not sure if it will be a government job or
something else. There will be something there, and I’ll worry
about it in a year.”
David McKay Wilson is a frequent contributor to
Rochester Review.
|