Hero Spotlight: Ben B. — Building with Intention: Project Management, Leadership, and Scaling What Matters

Benjamin (Ben) Butterworth is the Chief Executive Officer of Flight Frame Inc., an aerospace startup focused on modular, plug-and-play aircraft system design. A retired military aviator, he brings more than 21 years of experience across the U.S. Marine Corps and Army Special Operations. As the scope and complexity of his work increased, Ben sought structured project management training not only for himself, but for the teams and units he led. Through the TMOG Learning Center, he and his units received project management training that helped formalize how complex initiatives were planned and executed—support that ultimately led Ben to earn his PMP certification.

Can you share a bit about your background and what your professional life looked like before formal project management education?

I’ve had what I’d describe as a non-traditional career path. I was born and raised in Canada, enlisted in the Marine Corps at 18, and went straight into aviation. I spent years working on Hueys and Cobras out of Camp Pendleton and deployed four times to Iraq and Afghanistan. Over time, I did just about every job you can do in Marine aviation—maintenance, quality assurance, aircrew, maintenance control. That’s really where I first encountered what I now understand as project management, even though we didn’t call it that. Later, I was selected to work with Army Special Operations at the Aviation Technology Office, where I started leading technology development efforts from problem definition through fielding. Looking back, I was doing project management long before I had the vocabulary for it.

How did Jon become involved in your project management journey?

Jon became involved because I recognized early that what I was learning shouldn’t stay siloed with me. I wanted to bring project management discipline into my unit, especially since we were responsible for planning operations, training events, and technology development without any formal PM training. I worked with Jon to establish a recurring project management course at my unit—twice a year. I wanted my peers—people in similar leadership positions—to have the same tools I was learning academically. When I finally attended Jon’s course myself, it immediately reinforced what I’d been learning in my degree program, but with a very practical, applied focus. Jon didn’t just teach theory; he taught how to actually run projects in complex, real-world environments. That combination was incredibly powerful.

Did you have any hesitations about pursuing both the degree and the PMP while on active duty?

I wouldn’t say I hesitated once I made the decision—but I thought very carefully about timing. I knew it was going to be a heavy lift. I was active duty, deploying, working full time, and only able to take one or two classes at a time. The question wasn’t “Should I do this?”—it was “When can I do this well?” I deliberately timed my PMP prep around a deployment cycle so I could dedicate real focus to studying afterward. I scheduled the exam months in advance so there was no ambiguity or second-guessing. Once the date was on the calendar, it became a fixed constraint. That mindset helped eliminate procrastination. I see a lot of people hesitate around scheduling the exam because they’re afraid of failing. I didn’t give myself that option. I committed, planned backward, and executed.

How did project management training change the way you lead teams?

One of the biggest shifts for me was learning how to properly delegate authority while retaining responsibility. Early in my career, like many leaders, I tried to do everything myself because I felt responsible for everything. That’s not scalable. Project management training—especially what I learned through Jon and my degree—helped me become comfortable leading teams of experts without needing to be the expert in every domain. Today, as CEO, I’m managing engineers in disciplines I’m not formally trained in. My role is to empower them, remove blockers, and make informed executive decisions—not to micromanage. That servant-leader mindset came directly from project management discipline layered on top of military leadership experience.

How has earning your PMP influenced your work as CEO of Flight Frame?

It’s foundational. We’re trying to fundamentally change how aircraft systems are designed and built. That’s not a small problem, and it’s not something any one person can solve alone. Project management gives me the framework to manage complexity, allocate resources effectively, and keep the organization focused on outcomes. We speak the language of project management as we build Flight Frame—from early planning through execution. The PMP didn’t just help me transition; it gave me a leadership operating system that I’m confident I’ll use for the rest of my career.

What advice would you give to someone unsure about pursuing project management certification?

I’d tell them this skill set is universally applicable. Every industry, every organization, every major life endeavor involves planning, execution, and coordination. Unlike technical skills that may fade in relevance, project management only becomes more valuable over time. I spent over 20 years in aviation maintenance—I don’t use those technical skills anymore. I use project management every day. If you want your impact to scale beyond yourself, this is how you do it. And importantly, don’t do it alone. Bring others along with you. When project management becomes shared language within a team or organization, the impact isn’t incremental—it’s exponential.