Remembrances of Bill Kessler

Jim Mattice

I can't add much to what others have said about his unique roles and leadership in key AFML programs and organizational changes, some of which were imposed. Notable were his leadership of ManTech reorientations involving Lean Aerospace and Lean Sustainment programs, and major play in the DoD arena (Title III, MTAG), and interactions with industry. His impacts, while sometimes a bit controversial, were no less significant and positive.

I will certainly miss our breakfast meetings...and it was his turn to buy!

Bob Crane

Bill Kessler was a true engineer with great technical and organizational skills. He was so positive that it was a pleasure to work both with and for him. He was a great mentor and a friend to many in ML over many years. I am sorry to learn of his passing. An enormous loss the aerospace community.

Gary Waggoner

Bill was a really savvy / smart guy. I valued his mentorship while he was in ML, but also got to work with him when he was at Lockheed (F-35 Production cost reduction effort).

John Fenter

I worked with and for Bill in ManTech. He expanded the organization by improving coordination within DoD and other Fed agencies. He was a meticulous and organized mentor with a drive to succeed. He encouraged innovation and, by example, set new goals and opportunities for the organization. He was wonderful to work with.

I’m very sorry to know that he had Parkinson’s. He will be sorely missed. I’m sad for Susie and the family.

Cynthia Vurginac

I used to work with Dr Kessler and Bill Schulz. Dr Kessler was a very intelligent and kind man.

John Speers

After Merrill was promoted and left MLP I worked for Bill for about two years. I remember him for many good traits, including his management style.

1. He was very structured and goal-oriented. He paid attention to time management. He always insisted on an agenda for meetings so that people would not waste time during the meeting, and be prepared.

2. He was concerned about every person's career in the Division. He often held off-sites whereby branch chiefs and other division leaders would discuss employees' current work assignments, research, etc and then establish a general career path for them.

3. He was intense, extremely energetic, never to take a break, and kept work moving.

4. He was a technical sales man. He briefed, along with other key division folks, all the right people in DC and sister services to maintain and grow funding for our 6.2 and 6.3 programs, especially evident with SDI.

I will remember him well.