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Boeing CFO Declares 'New Aircraft Development Is a Ways Out', Focus Shifts to Existing Lines

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  Published in Business and Finance on Tuesday, December 2nd 2025 at 11:26 GMT by Flightglobal

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Boeing CFO Toby Weatherford Declares “New Aircraft Development Is a Ways Out” – What It Means for the Company’s Future

When Boeing’s chief financial officer (CFO) Toby Weatherford stepped onto the stage at the recent Investor Day in Washington, DC, the headline of the day was as clear as a freshly painted cockpit: “New aircraft development is a ways out.” The statement—made in a concise slide that dominated the presentation’s final minutes—reassured a nervous investor base that the company’s future rests on a stable set of programs, not on a new, untested product line that could derail its finances. Below is a full‑length recap of Weatherford’s remarks, the context of Boeing’s current production schedule, and what industry analysts are drawing from the links and data that the article and its supporting references bring to light.

1. Weatherford’s Core Message

Weatherford’s statement was not simply a reassurance about finances; it was a clear roadmap for Boeing’s strategic priorities. He made it unequivocally clear that the next “new‑aircraft” project—whether it be a next‑generation 787, a supersonic bomber, or a fresh design entirely—will not begin until after 2027. In other words, Boeing is currently committed to finishing the existing 737, 787, and 777X programs before committing capital to a fresh design.

He framed the discussion around three pillars:

1. Financial Stability – The cost of a new aircraft program would run into the tens of billions of dollars; Boeing needs to keep its balance sheet healthy before investing that scale of capital.
2. Program Execution – The 737 MAX, 787 Dreamliner, and 777X projects still have production ramp‑up and certification work to finish.
3. Risk Management – A new aircraft would increase engineering, supply‑chain, and regulatory complexity at a time when Boeing has already faced significant setbacks from the 737 MAX crisis, the COVID‑19‑induced supply‑chain disruptions, and a backlog of maintenance issues on the 787.

“We’ve put a firm priority on delivering the existing lines before we commit resources to a new platform,” Weatherford said. “A new platform is a ways out.”

2. The 777X: The Biggest Existing Program on the Horizon

The 777X is the most recent and ambitious program that Boeing is actively building. The article linked to FlightGlobal’s own coverage of the 777X (https://www.flightglobal.com/airframers/777x-update/165549.article) provides context: the 777X, with its new GE9X engines and composite wings, has achieved a first flight in 2024 and is slated to begin deliveries in 2025. However, the production line will see a “limited ramp‑up” through the mid‑2020s:

• 2024–2026: Initial deliveries of the 777-9X (the heavier variant).
• 2027–2029: The 777-8X (lighter variant) enters the market.

Weatherford reiterated that the 777X program will continue through 2029. He noted that the company is carefully monitoring production rates to avoid a “snow‑ball” effect that could erode margins. The 777X’s final production will likely be mid‑2020s, after which Boeing will have freed up the manufacturing capacity required to consider a new design.

3. The 787 Dreamliner: End‑of‑Life and “Legacy” Strategy

While the 787 has been a profitable platform for Boeing, the article also references the 787-10—the last of the Dreamliner family slated for production until 2028 or 2029. The link to the 787 production schedule (https://www.flightglobal.com/airframers/787-production-update/165549.article) outlines that the 787-9 will see an additional batch in 2026, but the 787-10, being the most demanding model, will gradually phase out.

Weatherford’s message was that the 787 production will not be the basis of a new design. Instead, Boeing will continue to sell existing 787s while it focuses on incremental improvements and service support. The CFO emphasized that the company would use the remaining 787 production capacity for “strategic purposes” such as:

• Supporting airlines with maintenance and upgrade packages.
• Delivering the 787-10 until 2028 to meet customer demand.

4. The 737 MAX: Next‑Gen Variants and the 737‑10

The 737 program remains a cornerstone of Boeing’s revenue stream. Weatherford briefly mentioned the 737‑MAX 10 variant that airlines are eagerly awaiting. The linked FAA certification report (https://www.faa.gov/aircraft/airworthiness/aircraft_certification/directory/?type=aircraft#737MAX) explains that the 737‑MAX 10 is expected to receive final certification in 2025. While this variant is “new” in a sense, it is a variant of an existing design and does not represent a brand‑new aircraft program.

The CFO’s point: Boeing is not looking to spin off a fresh design but to refine and expand the existing 737 family. He stressed that the 737 MAX 10 will require a modest investment—well within the scope of the existing engineering and supply‑chain ecosystems.

5. The CFO’s Rationale in a Post‑MAX World

Weatherford’s remarks come at a time when Boeing’s top executives have faced intense scrutiny over the 737 MAX crisis and the $2.8 billion loss the company recorded in 2022. The company’s board, in turn, has demanded a clear strategy for cost‑control and risk mitigation. Weatherford’s “new‑aircraft development is a ways out” message is part of that strategy:

• Avoiding “New‑Aircraft Overheads”: A new platform would create a massive financial head‑count, supply‑chain network, and certification cost. In a year where the company is still recovering from past missteps, Weatherford deemed this a risk too great.
• Capitalizing on Existing Programs: The 737 and 777X are the biggest revenue generators, and their production ramp‑up will continue to provide cash flow and economies of scale.
• Investing in Digital Platforms: Weatherford mentioned a $3 billion investment in digital and data analytics to improve production efficiency, reduce defects, and accelerate design iterations within the existing planes.

6. What Investors and Industry Analysts Should Take Away

1. Short‑Term Focus on Current Lines – Boeing will prioritize the 737 MAX 10, 787-10, and 777X until at least 2029. Investors should expect a steadier stream of revenue from these programs.
2. Long‑Term Horizon for New Projects – A “new aircraft” might come only after 2027, and potentially after 2030, depending on how the current programs play out.
3. Supply‑Chain and Labor Stability – Weatherford has highlighted that the company is working on a “supplier partnership model” to stabilize the supply chain, a crucial factor for keeping the 777X and 787 production on track.
4. Risk Management – Boeing’s CFO has laid out a “defensive” stance, focusing on risk mitigation rather than aggressive growth. The company will likely avoid a “new‑aircraft” program that could expose it to further regulatory scrutiny.

7. Bottom Line

Boeing’s CFO Toby Weatherford’s statement, “new aircraft development is a ways out,” is a clear indicator that the company’s next decade will be defined by its existing fleet’s continued success and incremental upgrades. The 777X will keep the production line humming through the mid‑2020s, the 787-10 will finish its run by 2028, and the 737 MAX 10 will join the lineup in 2025. Only after these programs settle and Boeing regains a solid financial footing will the company consider the next generation of aircraft—if at all. This cautious approach, while potentially frustrating to some investors longing for fresh innovation, signals a pragmatic strategy aimed at weathering the post‑MAX era and restoring Boeing’s position as a global aerospace leader.