Dennis Muilenburg

Our first use of cash is invested organically, secondly returning values our shareholders - roughly 100 percent free cash flow. And then thirdly, mergers, acquisitions, partnerships that complement our organic strategy. We are going to continue down that path.

We can create opportunities to generate value by working across the entire breadth of Boeing.

Our concept of One Boeing assumes an integrated business mix of deep commercial and military expertise applied across the global marketplace.

Our business thrives on free and open global trade.

Standing up Global Services will accelerate our capabilities across all Boeing services and support areas - from our traditional parts, modifications, and upgrades business to strengthening our data analytics and information-based offerings.

Global traffic has become very networked, very connected.

I think it's really important that we have a level playing field for global trade.

As we deliver airplanes and we enable global travel and global cargo delivery, it provides overall economic growth around the world as well.

The future of innovation has to include not only the technology, but economic viability.

We need to stay on the leading edge of technology, that technology in our products, in our internal process and manufacturing. But most importantly, we need the talent. It's multidisciplinary talent. It's talent that knows how to operate globally, that has technology savvy and a business savvy.

The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.

We aspire to be a top performer in every area of our business, and that includes leading in the communities where our employees and their families live and work.