Soaring success: Cody Ho

The COVID-19 pandemic is thankfully behind us, but its impact is still being felt, especially in the aerospace industry. While international air travel has almost recovered, the number of orders for new narrow and wide-body aircraft has risen to 15,700, which is 13 percent greater than pre-pandemic levels, according to research by McKinsey & Company.

As a consequence of this strong demand, equipment shortages are one of the most common challenges facing aircraft manufacturers and operators, as immense pressure is put on original equipment manufacturers (OEMs) and supply chain partners to meet demand.

It’s in this market environment that FDH Aero, a trusted global supply chain partner for aerospace and defense, is boldly stepping up to fill the gap with their secret weapon, Managing Director Cody Ho.

Formerly the Founder of Wesco Aircraft China, Ho left Wesco after it was bought by a private equity firm.

"I spent 10 years as the Managing Director of Wesco, but unfortunately there were changes in direction to do with culture and strategy I didn’t agree with, so I felt it was time to seek another endeavor," he explains.

Ho wasn’t alone, however, as he and several senior colleagues were offered places at FDH Aero, a relatively smaller player with big ambitions.

"While I was at Wesco, I treated the company and my customers like they were my baby, so upon leaving the company, I felt I needed to take care of the people who trusted me for the last 10 years," he says.

"Wesco abandoned its former slogan ‘Promises Delivered’ by 2018, but it’s still something I believe in. That’s why it’s my vision to help my customers get the same level of service as they did in the past. Although we’re a relatively new player, I foresee that we can build this company into a strong one in the region."

A new start

Ho set up the Asia–Pacific branch of FDH Aero in Shanghai in 2020, as well as a Singapore branch in 2024, with the aim of winning new business, expanding relationships with suppliers and providing better servicing to some of the major clients in the region.

"We manage the supply chain relationship of our customers and OEM suppliers, then we deliver to the customer according to their requirements when they need it. Our company is like a bridge linking those two parties together," he says.

"What makes us different is that we also help all industry players, helping them find alternative parts when it is urgent and sharing engineering knowledge of the parts, almost like tech support.

"We also believe in the power of local decision-making and the voice of the customer. The culture here in the Asia–Pacific is quite different from Western culture, and sometimes there are difficulties communicating people’s requirements between parties in different regions.

"It’s not just about differences in language, but the requirements themselves. But we trust our customers and likewise, our headquarters trust us to serve our clients in the region, and that’s the key to our success."

He attributes this perspective to his international education and career. Originally from China, Ho studied engineering in Shanghai and business in Hong Kong, then completed his doctorate in France and spent a brief period in Russia at the Presidential Academy of Business and Management. This was followed by his career at a company in the United States, often working with European customers.

"Thanks to my experience working and studying in both Eastern and Western cultures, I’ve learnt how to minimize the gap between the two. There are, of course, differences – there’s no getting around it – but I try to minimize it, especially between the United States and East Asia," Ho explains.

"That’s the key. We know the customers, the designers, the engineers, we know the problems with the aircraft, and we help the manufacturers in the United States and Europe that don’t have their own sales force or distribution network in the Asia–Pacific. We are the hub that connects all the players together."

Taking flight

Over the four years since the Singapore office was established, business has been booming for FDH Aero, with the company seeing a 500 percent increase in revenue.

"I like to think about our market like it’s the cola market," Ho says. "You have two big players, Pepsi and Coke, taking approximately 80 percent of the market, with all the other small brands accounting for the other 20 percent.

"Our market has been like that for decades, but now several of the big players have left the market or greatly reduced their operations due to a lack of spirit for customer service. We want to be one of the two big players in our market, so we see tremendous future potential for FDH Aero."

Ho’s strategy to achieve this is by expanding its services from primarily being a one-stop shop for aerospace parts and services, to one that provides a platform for customer approvals.

One of the challenges for clients is that there are so many approvals needed for equipment from various manufacturers and the aircraft themselves. By providing a platform that makes this process easier, clients will have more options and great certainty, when it comes to installing various parts, according to Ho.

"When I joined the company there was no regional strategy and capacity for customer approval," he reveals. "Not only did I set up the entire team, we’ve been working with the biggest brands getting the approvals process sorted out, and now we have almost all of them arranged."

Industry friends

Another aspect of FDH Aero’s business is its inventory and supply chain network. Now with distribution centers across China and Singapore, it can provide just-in-time services across the region.

"To my eyes, there are no competitors in this industry; everyone is a friend," Ho says with a smile. "The market is always changing, so everyone will have their own strengths. We are often working on the same aircraft, and one of the companies involved has a shortage of parts, which means an aircraft will be unable to fly and FDH Aero won’t be able to sell its parts.

"This is why in the Asia–Pacific, we are focused on building relationships and trust between industry players, so it’s more like ‘coopetition’ than competition."

Yet for all of FDH Aero’s rapid success, the issue of talent looms large over the industry.

"My message to young people in the industry, or thinking about joining the industry is that this industry requires patience, the accumulation of experience and focus," Ho adds. "This industry does not change quickly; if you want that to happen, go buy Bitcoin.

"Here you need to spend time continuously learning, getting more involved in the industry and focusing on its unique details. When you follow these three things, you’ll achieve success."

Now with its foundations in place and plans to expand its services, the company is ready for takeoff.

"Our work helps the world become more efficient through technological innovation while improving aircraft safety, and this impacts everyone’s lives," Ho concludes.

"I often tell our employees, we’re not just building a single wall, we’re building a skyscraper and helping people live better; that’s what success looks like to me."