Boeing

Every week, a small team of World Wide Technology network designers and smart-hands technicians shows up at Boeing sites across the Pacific Northwest, Houston, Huntsville, and Southern California to do the unglamorous but mission-critical work of keeping Boeing's network running — and modernizing it while the lights stay on. This summer, that team grew from three people to 12 by the end of August, and the number of active work items they're tracking now exceeds 80 a week. Here's a look at what that work actually looks like, through the people carrying it.

The WWT Flight Crew

Much of the PNW team is putting its efforts into one of Boeing's most demanding and time-sensitive infrastructure modernization efforts right now. It's the kind of project where the schedule cannot bend, so the team has to. David Overstreet is currently leading WWT's efforts and has a dependable group around him — Kailin Dumlao, Artemis Vuh'uni, and Neil Littlefield — each stepping up to keep configuration work moving on a tight timeline, with Steve Cook having gotten the effort off the ground early on. Newest PNW member Saul Trujillo Amezcua rounds out the team, with his first assignments directly tied to this project. 

Just because one project is high priority doesn't mean it's the only one. Joseph Russell took ownership of a challenging switch refresh after early attempts hit real setbacks. Rather than repeat the same approach, he and his team — Jonathan Cobb and Kailin — along with the Boeing designers, methodically worked through the issues and delivered a clean, on-schedule, repeatable result.

The PNW isn't the only place where WWT is having impact. Deiter Hall has become Huntsville's go-to person for network troubleshooting, the kind of engineer who stays calm and works a problem all the way through, whether it's a routine fix or something Mother Nature delivered unexpectedly.

In sunny SoCal, Jon Carmichael is carrying a major wireless modernization effort largely on his own — surveying, reconfiguring, and coordinating a multi-building rollout with the kind of independence and follow-through that a solo assignment demands.

And a lot of what keeps everything else moving never shows up as a single headline. Jonathan spent recent months doing the steady, hands-on staging and support work that makes every other project on this list possible. Neil and Artemis spent much of last year working through a cable-tracing and labeling backlog that had gone undone since the original installation — patient, unglamorous work that makes every project since easier to troubleshoot. And Steve, the team's longest-serving member and its anchor, presented the team's work directly to Boeing's own customers last year on Boeing's behalf — the kind of trust that only comes from years of consistent delivery.

In-Flight Refueling with the WWT Team

One advantage that WWT provides that no one else can is Reach Back — the ability to pull directly from WWT's own technical bench whenever a project calls for expertise beyond what's already on-site. When Boeing made the decision to migrate to another switching platform last year, the team needed to get up to speed on a new management tool fast. Rather than learning it on the fly, WWT's contractors leaned on the company's Advanced Technology Center (ATC), using its Learning Paths and On-Demand Labs to upskill quickly and keep the project moving without missing a step. It's the same model behind every engagement: these aren't just individuals doing good work in isolation — they're backed by the full depth of WWT's technical organization the moment a project needs it.

More than people on a project

WWT's Strategic Resources model goes beyond traditional staff augmentation. Embedded technical talent is supported by structured onboarding, technical evaluation, program management, training resources and access to WWT's broader technical organization.

When the Boeing team needed to build skills around a new switching platform and management tool, WWT's Advanced Technology Center Learning Paths and On-Demand Labs helped the team develop those capabilities while keeping the project moving. This "Reach Back" model connects on-site resources to WWT's wider bench of technical expertise.

Why it matters

None of this work is flashy. It's switch designs, cable pulls, and after-hours cutover windows — the infrastructure that has to work perfectly so the rest of Boeing's business doesn't have to think about it. What stands out isn't any single fix. It's the pattern across months of work: obstacles come up and the team keeps closing them out, week after week, building by building.

That's what WWT's Strategic Resources model is built to deliver: dedicated, embedded talent who know Boeing's sites, its stakeholders, and its standards well enough to move projects forward even when the path isn't smooth. As the team takes on more scope this fall, that's the capability Boeing is buying — not just staff augmentation, but people who own outcomes.

To find out how to include our resources into your team reach out to us @ chris.twardzik@wwt.com