Kerry Lynch stepped into the role of editor of the&nbsp;Aviation International News&nbsp;monthly magazine in May 2022 after serving with&nbsp;AIN&nbsp;for eight years. She joined&nbsp;AIN&nbsp;in December 2014 as a senior editor covering Washington and business aviation news. She has also served on Convention News teams, including as editor of&nbsp;HAI Convention News. Lynch previously spent 25 years with Aviation Week. During her time there, she reported for and later steered&nbsp;The Weekly of Business Aviation, oversaw business aviation content on the&nbsp;Aviation Week Intelligence Network, served on the&nbsp;Show News&nbsp;staff, and held roles as the Washington columnist for&nbsp;Business &amp; Commercial Aviation&nbsp;and&nbsp;Overhaul &amp; Maintenance&nbsp;monthly magazines. In 2021 she was honored with the National Business Aviation Association Platinum Wing Award for lifetime achievement in journalism and was the 2004 recipient of the National Air Transportation Association’s Aviation Journalism Excellence Award. She also has been a recipient of an Aerospace Media Award for business aviation (2022) and NBAA Gold Wing Award (2003, 2024). Lynch graduated from The Ohio State University with a bachelor of arts in journalism.

Editor, AIN monthly magazine

Kerry Lynch

Honeywell Aerospace is marking the 2026 Farnborough International Airshow as its public debut as a standalone company with 36,000 employees and 10,000 customers across the defense, commercial, business, general aviation, and space sectors. Farnborough is its first major airshow appearance since completing its spinoff on June 29, when it emerged as an independent company trading on Nasdaq under the ticker symbol “HONA.” Honeywell Aerospace is in a “quiet period” now in advance of its first public financial results report—for the second quarter—on August 5.
However, speaking to reporters ahead of this week’s event, Honeywell Aerospace CEO Jim Currier outlined a vision and plans moving forward for the new entity. Noting that the spinoff occurred in 15 months—ahead of original plans for completion in the latter part of 2026—Currier said that the accelerated timeline “was incredibly demanding.” It required bringing on board 2,500 employees, 1,900 from corporate Honeywell and 600 new hires, to ensure it could operate independently, including in areas such as finance, IT, human resources, and legal and contracts.
“That’s almost like a full integration that you would do when you acquire a company,” he noted. Another dynamic was building on Honeywell's corporate culture, which had operated within its parent company's culture.
He explained the difference as one of a strategic business group versus that of a conglomerate corporate culture. He credited the employees for doing their “main job” every day while devoting substantial time to the spinoff. “That is a massive undertaking, and I think a true testament of the grit and the grind and the commitment.”
Currier also stressed the importance of the new brand rollout, which he joked was 180 degrees from the original recommendation, and pointed out that the coloring was not driven by his alma mater, the University of Miami. The burnt orange is a nod to the original red but also the sun rising on the horizon, and a swoosh in the logo symbolizes a company taking off. This rebrand was so important that half of the company’s employees worldwide listened in to the reveal in real time, he told AIN, “which I think is highly indicative of how important this is for them to have this self-identity.”
Critical to Honeywell Aerospace, the company now has a “purpose-built” management rather than what previously came from a corporate holding company. “There’s no such thing as a holding company in Honeywell Aerospace anymore,” Currier added, saying the team is running the business and the strategy specific to that business. “That’s a huge differentiation as a result of this,” he said.
Further, Honeywell Aerospace now has a purpose-built board of directors solely focused on the mission of the company rather than an overarching corporation. The first official board meeting is set for this week. The spinoff also changes how Honeywell Aerospace is able to deploy capital.
“Now, as a pure-play [aerospace and defense company] with that singular mission, singular strategy, singular purpose-built management team and board, we know exactly where we want to deploy capital, and it’s all going to be around driving organic growth of the business going forward, because our demand that we have for our products and our technologies has been greater than we’ve ever seen before.” He noted that the company’s backlog is at a record high, at $19 billion, up 20% year over year.
Currier added that organic growth will be the fastest path to meet that demand, which is coming from all of the company’s major markets. However, he did not rule out mergers and acquisitions activity either, saying that if such opportunities met the company’s criteria moving forward, it would consider them. He added that the line on such opportunities is also at a high point.
While organic growth is the fastest way to balance demand, Honeywell Aerospace is exploring ways to leverage opportunities across its businesses and rethink its approach to engineering and product development to accelerate time to market and enable scalability.
On the defense side, which is 40% of the company’s overall business, budgets for products are record-setting, but Honeywell approaches these budgets differently in the U.S., which is substantially focused on new platforms and sustainment, particularly driven by the war with Iran, and international fronts, where the company has more of a commercial focus with defense businesses. Its international business is reinforced through its international presence and particularly its manufacturing capability.
On the civil side, Currier discussed further-reaching capabilities, such as electrification. He cited electromechanical actuation systems as an example of a potential next-generation single-aisle aircraft. He called such technologies critical to increase the efficiency of airframes between 20% and 30%.
But a move in that direction will require an architectural change within the aircraft system, including the environmental control systems and pressurization. “That changes the entire architecture of an aircraft,” he said. “Now you have to come up with electrical pressurization systems. Now you have to come up with electrical cooling systems for the aircraft. And those are technologies that we’re developing.” He also pointed to changes in the wing with electromechanical actuation.
While addressing the next-generation single-aisle airliner, the company is maturing these technologies for other end markets, including advanced air mobility, defense, and business and general aviation. In fact, the company already has platform commitments that it is not ready to announce in the defense, business, and general aviation sectors. “The beauty of that is that all of those products will be certified before next-gen single-aisle selections are made,” he said. This goes back to the drive for speed. “It’s super important that we keep [moving] these programs, get them certified, reduce substantial risk for next-gen single aisle.”
As for such an aircraft, he said Honeywell anticipates a range of possibilities, but it’s important to start with the architecture design.

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