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The Connector

机译：连接器

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AW&ST: How is the integration going? We're ahead of our plan. We delivered $50 million of synergies in the first quarter of the fiscal year. We had set a target of $150 million for the full year, so $50 million in the first quarter is a good sign. If we can keep our customers, employees and shareholders all pleased, we're doing a good job. Where does the combination provide you with an advantage? We're in the process of pulling those synergies together, but we see things that neither company could have done independently. We've got more than 100 projects in place that we're pursuing. Those could bring more than $1 billion of revenue synergies over five years. Are there synergies between Collins and UTC's Pratt & Whitney? Our systems and equipment are bought much differently than engines. It will be a coordination exercise, as opposed to an integration of sales and marketing. Collins Aerospace alone is a $26 billion business. I'm pushing down, not pulling up, because I believe that while we're big, we've got to be quick and nimble. If you look at the six [Collins] business units, each of them is $3-5 billion in size, which is about how big Rockwell Collins was before it acquired B/E Aerospace. Each of those units is king of a little operating company.
机译：AW＆ST：整合如何？我们领先于我们的计划。我们在财政年度的第一季度提供了5000万美元的协同作用。我们为全年设定了1.5亿美元的目标，因此第一季度的5000万美元是一个好兆头。如果我们可以让我们的客户，员工和股东都很高兴，我们做得很好。组合在哪里提供了优势？我们正在将这些协同效应拉到一起，但我们看到任何公司都可以独立完成的事情。我们有超过100个项目，以至于我们正在追求。这些可能会在五年内带来超过10亿美元的收入协同作用。 Collins和UTC的Pratt＆Whitney之间是否存在协同作用？我们的系统和设备受到比引擎不同的不同。它将是一个协调练习，而不是销售和营销的整合。仅靠柯林斯航空航天是260亿美元的业务。我正在推下来，没有拉起，因为我相信，虽然我们很大，我们必须快速敏捷。如果你看看六[柯林斯]业务部门，他们中的每一个都是3-5亿美元的大小，这是关于大罗克韦尔柯林斯在收购B / E航空航天之前的大小。每个单位都是一家小型运营公司的王。

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