Gate.31 had the opportunity to speak with Jérôme Morhet, the new and highly experienced CEO of ASCO. With a wealth of experience in the aerospace industry (including 27 years at Safran), Jérôme Morhet brings a fresh, strategic, and resolutely forward-looking perspective to ASCO.
I returned to Belgium out of a passion for aerospace and with the conviction that it is possible to be competitive, to recruit, and to promote Belgian aerospace expertise on the national and international stage – Jérôme Morhet.
From leading international programs to heading a Belgian aerospace flagship
I worked for 27 years at the Safran Group, where I held various positions in Belgium, France, and the United States. My last role at Safran Aircraft Engines was as CFM/Leap Program Director.
In September 2024, I was offered the opportunity to take over as CEO of ASCO, one of Belgium’s aerospace flagships and part of the Swiss Montana Aerospace Group! Given my strong knowledge of and interest in the Belgian ecosystem, I was immediately drawn to this exciting challenge: rethinking the company’s strategy and fully integrating it into the Group’s dynamic.
ASCO: A Comprehensive Approach Serving Civil and Military Markets
ASCO’s core business is the design and manufacture of precision metal parts and structures for civil and military aviation. From design to high-precision machining, including assembly and surface treatment, ASCO covers the entire value chain and can offer an integrated, one-stop-shop solution.
ASCO in Belgium
In Belgium, our precision design and machining operations focus on the manufacture of small, medium, and large metal parts. Thanks to this expertise, we are now among the top three global leaders in this field.
At the same time, we participate in R&I projects such as Clean Aviation and take a keen interest in composite materials to master manufacturing processes and strengthen our design capabilities.
An established presence in defense
To date, we are the most active Belgian company working on the F-35. Our involvement in the project began as early as 2007–2008 through our subsidiary in Canada (Vancouver).
Through BeLightning, we contribute notably to the horizontal tail (tailplane) in collaboration with our colleagues at SABCA and Sonaca. We are also involved in the manufacturing of numerous parts (primarily titanium) for the F-35.
BeLightning’s Strategic Role
In the current strong defense market environment, ASCO does not pursue opportunistic diversification but remains focused on its long-term strategy.
Our company has been active in the defense sector for many years, and I am a strong advocate of the BeLightning model, which aims to strengthen collaboration among industry players and consolidate local expertise. This collaborative approach enhances our standing with major contractors and enables us to participate in large-scale projects such as the collaborative fighter jet program, for which we could – eventually – jointly design an entire wing.
Supply Chain Resilience: Investing in Industrial Capabilities
To support production growth, continued investment in equipment remains an important factor. In this context, I see value in a resilience-oriented approach for the aerospace and defense sector, with a focus on strengthening industrial capacity.
If we aim to remain reliable industrial partners over the long term, it is important to maintain strong and adaptable production capabilities that can support current defense requirements.
At the ASCO site, available space provides flexibility for the potential installation of equipment aligned with defense-related activities.
I advocate for the creation of a public or public-private fund tasked with investing in industrial equipment made available to Belgian stakeholders – Jérôme Morhet
This model, inspired by BeLightning, would rely on a defense consortium acting as an asset manager: acquiring equipment and pooling it. The idea is not to move forward individually but as a group. And if smaller players can benefit from it, so much the better!
In conclusion?
Alongside the Montana Aerospace Group, I want ASCO to be a key player in industrial resilience. Regarding commercial programs, we must be able to support Airbus and Boeing as they ramp up production and develop future generations of aircraft, particularly with our flagship product: slat tracks. In the defense sector, our ambition is to serve Belgium’s interests and to be an international defense partner by leveraging shared industrial capabilities capable of meeting critical needs, including the machining of complex parts.
Looking ahead, we will continue to actively evaluate growth opportunities worldwide, including in best-cost countries, with the aim of further strengthening our global industrial footprint, enhancing operational flexibility, and supporting evolving customer needs.
Finally, I am committed to ensuring that ASCO remains a leader in ESG. The recycling of water, oils, and materials is deeply ingrained in our DNA. I will ensure that these best practices remain at the heart of ASCO’s strategy in the years to come.
