Regulators keep on finding problems with safety at Boeing—and customers are paying the price

Nicholas GordonBy Nicholas GordonAsia Editor
Nicholas GordonAsia Editor

Nicholas Gordon is an Asia editor based in Hong Kong, where he helps to drive Fortune’s coverage of Asian business and economics news.

Boeing (led by CEO Dave Calhoun) reportedly failed 33 of 89 product audits by the FAA.
Boeing (led by CEO Dave Calhoun) reportedly failed 33 of 89 product audits by the FAA.
Aaron Schwartz—NurPhoto/Getty Images

Good morning.

Another terrible, no good, very bad day for Boeing. The New York Times got its hands on a slide presentation summarizing the Federal Aviation Administration’s six-week review of Boeing’s production of the 737 Max. The agency conducted 89 product audits, and Boeing failed 33 of them. It separately conducted 13 product audits on Spirit AeroSystems, which makes the 737 Max fuselage, and gave it seven failing grades. In one shocking incident, the FAA saw Spirit mechanics applying liquid Dawn soap to a door seal as a lubricant.

Meanwhile, Boeing’s customers continue to suffer the consequences. Southwest said it would have to reevaluate its 2024 financial forecast because of Boeing’s delivery delays. United asked Boeing to stop building the 737 Max 10s it was working on. “It’s impossible to say when the Max 10 is going to get certified,” CEO Scott Kirby told an investor conference. Boeing’s problem “is not a 12-month issue, it’s a two-decade issue.”

And all that came a day after the whistleblower who worked for the company in South Carolina was found dead in his truck from what appeared to be a self-inflicted gunshot wound. Boeing stock fell another 5%. Airline stocks were also down.

Separately, I missed the taping of this week’s Leadership Next, but my cohost, Michal Lev-Ram, reports the following:

A little more than a decade ago, René Lacerte stumbled on an epiphany: His title was wrong—or rather, it was in the wrong order. Since starting his payments software company BILL in 2006, Lacerte had always called himself its “founder and CEO.” But as the company grew, and hit some growing pains, he realized he needed to start thinking of himself as BILL’s “CEO and founder.”

“The reason I flipped it was to remind me every day that my responsibility to the company is as the CEO,” Lacerte told me. “I’m always going to be the founder of BILL, no matter what, right? The heart and soul and culture, that’s the easy part of being a founder. The hard part of leading is actually changing and growing as the leader that the organization needs, and that’s the CEO role.”

This simple switch in title, or “trick” as Lacerte calls it, isn’t pure semantics. It’s a meaningful mind-shift in how founding CEOs should think about their role. The founder part, as Lacerte says, will always be there—even when the founder steps down. But the CEO is more dynamic, just as companies are ever-changing. Founders tend to think of companies as their “babies.” But CEOs? It’s the organization that they have to lead.

You can hear the entire interview on Apple or Spotify. Other news below.


Alan Murray
@alansmurray

alan.murray@fortune.com

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This edition of CEO Daily was curated by Nicholas Gordon. 

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