Success story: Mentorship program builds growth and connection across generations

At Hutchinson Aerospace & Industry, innovation is fueled not only by cutting-edge technology but also by the people who carry knowledge forward. To ensure the next generation of leaders thrives, Hutchinson developed a mentorship program that connects experienced leaders with rising talent.

Two participants: Tom Foley, General Manager at Vlier, and Shawn Czerniak, Engineering Manager at Hutchinson, illustrate the power of mentorship in action.

A program designed for growth

Hutchinson’s mentorship program was built by the executive team to provide one-on-one guidance for employees navigating their careers. Pairings are made across functions, intentionally removing direct reporting lines to allow for conversations that are more personal, open, honest and unbiased than formal performance discussions.

Tom, who mentors two employees including Shawn, sees it as a chance to pass on experience while learning himself. “We want to make sure we’re hearing their voices,” he explains. “This program gives younger employees resources to succeed as the industry’s veterans retire.”

A mentee turned mentor

Shawn joined the program in 2017. Over the years, he says, the value has been in lifting his perspective beyond the day-to-day. “It forces you to think about where you want to be in two, five, even ten years,” Shawn reflects. Tools like the “career tree” helped him envision different paths within the organization and gave him the confidence and sense of security to explore new roles, first in engineering, then in business management.

Today, Shawn is not only a mentee, but has also gone through training to learn the critical skills needed to become a mentor himself. “It’s rewarding to ask my mentee, ‘What skills do you want to build?’ and then help guide them toward opportunities,” he says.

Building trust, sharing knowledge

Mentorship at Hutchinson is more than formal check-ins. Pairs meet quarterly to discuss goals, but they also build relationships over lunch, creating space to talk about challenges and aspirations openly.

Tom’s broad experience moving from engineering into business provides Shawn with an outside perspective, while Shawn’s mentee keeps him sharp with fresh questions.
“It gives me a third point of view,” Shawn explains. “My mentee looks at problems differently, and that keeps me on my toes.”

A culture of people-first leadership

What unites both mentor and mentee is a shared belief that people are Hutchinson’s most valuable asset. “The people turn the lights on and off. They keep the train on the tracks,” Shawn says. “You do everything you can for the people.”

Tom agrees, noting that the mentorship program strengthens Hutchinson’s family-like culture while preparing employees for the future. “We want to see it expand and include more people over time,” he adds.

Looking ahead

Though still limited in size, Hutchinson’s mentorship program has already proven to be a game-changer. For Shawn, it accelerated his growth and helped him balance technical expertise with business acumen. For Tom, it’s an opportunity to guide promising talent while ensuring the company continues to thrive across generations.

The program embodies what Hutchinson values most: connection, growth and leadership by example.

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