In 2004, Frank Wright, the Founder of CTC, traded in his courthouse business attire for combat battle dress and deployed to Afghanistan with a mission: to build an Afghan Air Force. While deployed, he saw firsthand the critical role Aerial ISR (Intelligence, Surveillance, and Reconnaissance) played in the success of the mission, providing real-time situational awareness that saved lives, time, and resources. Five years later, Frank recruited Joe Wagman, Thomas Ngyuen, Kirstin Jefferson, and Roberto Gozalez — proven operators with business acumen honed at some of the most well-respected aerospace companies in the industry — and together they set out to build an Aerial ISR company that everyone wants to work with, for, and through. CTC partnered with the Umbrella Group in 2013 when they made a minority investment in the company.
In 10 years, CTC has become the leading independent provider of manned/unmanned full-spectrum outsourced ISR services, with 1,700+ employees operating 200+ platforms over 150,000 flight hours annually on 6 continents. We offer turnkey C5ISR services (ISR Operations, ISR Training, ISR Technical Services) and other specialty aviation through a technology agnostic approach to government, international, and commercial customers globally. CTC has secured diverse contracts with highly sought after customers across multiple end markets.
CTC actively cultivates leaders by identifying high performers, providing them opportunities to broaden and deepen their experience, then promoting them to positions of greater responsibility when they perform. Several of the members of our senior leadership team started in operational positions and earned advancement through superior performance. CTC’s plans for continued explosive growth require our leaders to simultaneously prepare themselves for greater responsibility while grooming their subordinates to assume more challenging roles.
Finally, CTC’s growth strategy and execution is flexible. CTC does not allow itself to become constrained by an inflexible strategy that becomes irrelevant. Our leadership collectively decides on the end goals based on customer relationships and requirements. Leaders at every level of CTC then aggressively pursue those goals with creativity and innovation. CTC then adjusts approaches based on real world results, customer intimacy, and mission understanding. This process isn’t based on years or quarters, but rather months or sometimes even weeks. Collective buy-in, decentralized execution, and frequent reevaluation allows us to rapidly adjust to change in order to meet customer needs.
