Northrop Grumman Corporation
Explore Northrop Grumman
Core profile pages, annual revenue records, and related research hubs for this company.
Leadership History
4 leaders · Full leadership timeline
Northrop Grumman Corporation is a public company listed on NYSE under ticker NOC. Northrop Grumman makes money from long-cycle U.S. and allied government programs across stealth aircraft, space systems, missile defense, command-and-control, sensors, cyber, and mission systems.
Northrop Grumman generates revenue almost entirely from, long-term contracts with the US Department of Defense and intelligence agencies. Operating largely in a classified 'black budget' environment, the company functions as an elite systems integrator, taking on immense technological risk to develop multi-decade platforms (like the B-21 stealth bomber) that ensure near-monopoly status once the weapons enter production.
Chairman, President & CEO
First woman to lead a major U.S. Defense prime contractor. Warden navigated the B-21 Raider through first flight and into low-rate production, managed the Sentinel ICBM Nunn-McCurdy breach without program cancellation, and maintained consistent capital returns despite elevated development spending. Under her leadership, backlog grew from $64B to $84B.
Chairman & CEO
Executed the spinoff of the shipbuilding division as Huntington Ingalls Industries in 2011, sharpening Northrop's focus on aerospace, electronics, and space. Bush won the B-21 Raider contract in 2015 — the defining program win of the decade — and orchestrated the $9.2B Orbital ATK acquisition that transformed Space Systems.
Chairman & CEO
Integrated the massive TRW and Litton acquisitions, stabilizing a company that had tripled in size through M&A in just two years. Sugar divested non-core businesses, established the four-segment structure still used today, and positioned the company to bid on next-generation bomber concepts that ultimately became B-21.
Chairman & CEO
Architected the modern Northrop Grumman through the transformative mergers with Grumman (1994), Litton Industries (2001), and TRW (2002), growing the company from a $3B stealth aircraft manufacturer into a $26B diversified defense enterprise. Kresa's acquisition strategy created the scale needed to compete with Lockheed Martin and Boeing.
The biggest risk is cost execution on fixed-price defense programs, budget timing, supply constraints, and dependence on U.S. government priorities.