Randy Starr

Randy Starr

Florham Park

Randy Starr is an advisor to executives in the Aerospace and Defense industry for Strategy&, PwC’s strategy consulting business. Based in Florham Park, NJ, he is a Principal with PwC US.

Mr. Starr leads PwC’s US strategy consulting practice in aerospace, defense and security, bringing 34 years of consulting, industry, and military experience. As a functional strategist, he focuses his client service on developing enterprise portfolio and business unit level strategies, and designing and leading operating model transformation programs.

He began his consulting career with Booz Allen Hamilton, and subsequently Booz & Company, prior to its merger with PwC in 2014. In his 22 years of professional services, he has primarily served OEMs, tier-1 suppliers, and government and commercial service providers in the aerospace, defense, security, industrial, telecom, and high-tech sectors. He is a graduate of the U.S. Military Academy, and holds advanced degrees from Stevens Institute of Technology, and Columbia University.

Authored articles

  • Aerospace and Defense: Selling at Home and Abroad
  • 2016 Aerospace and Defense Industry Trends2016 Aerospace and Defense Industry Trends#Defense contractors have 3 strategies to battle tech firms, budgets & uncertain military needs via @strategyand http://ow.ly/ZqxhO
  • 2017 Aerospace and Defense Trends

    Shifting corporate identity

    Defense contractors must wrestle with their own identity in this new environment. Will they continue to view themselves as exporters engaged in transactional relationships, or will they evolve to become long-term partners and active players in the development of local economies? In our view, success depends on a smart migration into this new, less transactional role — and, importantly, their survival depends on having a clear strategy to adopt the six strategic rules covered in this article. This is a serious challenge, and contractors must develop fresh operating models that can adapt to compete as emerging markets continue to evolve and develop their own capabilities. It is essential to have a long-term blueprint to become a local competitor globally and an industrial participant around the world.

  • The Best Defense
  • Resetting growth in the defense industry: Winning through a focused capabilities-based approach