From SWAT to the Shop Floor: Recalibrating Leadership at MSP Manufacturing

If someone had told Johnny Goode ten years ago that he’d one day be leading an 80-year-old manufacturing company in Indiana, he probably would’ve laughed. At the time, he was more likely to be found in tactical gear heading toward an armed standoff or working undercover on a narcotics case. But today, he wears a hoodie and jeans, walks the shop floor at MSP Manufacturing, and listens intently as machinists on his team pitch him their best ideas.

And the wildest part? He’s exactly where he wants to be.

The Beginning

Goode’s sense of mission and discipline started early. In high school, he joined a Navy cadet program and later pursued a unique opportunity at Indiana University — becoming a full-fledged police officer while simultaneously earning a business degree in entrepreneurship and corporate innovation. By the time he turned 21, he had already made a headline-making arrest involving a shooter on campus. His friends, of course, made sure every girl at the bar heard about their friend, the hero.

One of the most defining moments of Johnny Goode’s early law enforcement career came just weeks after completing field training. While on patrol, he responded to a frantic call about an unresponsive six-day-old infant. Drawing on his training and instincts, Goode performed CPR—the first time he’d done so on a living person—and successfully resuscitated the baby. As emergency responders rushed in, Goode joined a coordinated effort to get the child to the hospital, with every police unit in the area clearing intersections to ensure the ambulance had a nonstop route. 

“It was incredible to see how quickly everyone mobilized,” he recalls. “When it’s an infant, mountains move.” 

The baby began crying upon arrival at the hospital—a sound Goode describes as unforgettable. The American Red Cross later honored him for his actions. The moment remains one of the most powerful in his life, a testament to the calm, courage, and teamwork that have continued to shape his leadership style.

Goode spent nearly a decade in law enforcement, primarily working night shifts, before moving into specialized roles with SWAT and undercover narcotics. He also enlisted in the Army National Guard, seeking both upward mobility and continued challenge. From repelling out of Black Hawk helicopters to working high-risk investigations, Goode thrived under pressure.

The Pivot

In 2020, amid shifting priorities and the onset of COVID-19, Goode stepped away from public service. He joined MSP Manufacturing — the company his father had run for more than two decades — full-time, starting as vice president.

“I never really considered business, even though I had the degree,” Goode recalls. “But once I saw the kind of defense work MSP was doing, I got passionate about it quickly.”

Goode has faced his share of skepticism — especially as the “boss’s son” — but he’s earned the respect of his team through hard work, transparency, and an unwavering commitment to improvement. He’s quick to acknowledge that not every idea is his and that the best outcomes often come from collaboration, not command.

The Challenges

At the time Goode came onboard, the company was in survival mode. Boeing’s 737 Max production had paused following two tragic crashes, and the pandemic disrupted nearly every other area of the business. Goode leaned into the challenge, drawing on his experience in crisis response to help MSP navigate uncertain terrain.

“I think adversity is your best teacher,” he says. “You can spend 10 years in a business school and not learn what I did in two or three years of trying to keep the lights on.”

Under his leadership, MSP diversified its offerings, secured critical grant funding, and rebranded itself from MSP Aviation to MSP Manufacturing — broadening its identity beyond aerospace. In 2024, the company recorded its highest revenue year in its 80+ year history.

Another one of the things Goode noticed was that the company’s long-standing bonus program— established by his father—wasn’t motivating employees the way it was intended to. Rather than assume money was the primary driver, Goode took a step back and asked his management team a simple but powerful question: What actually motivates you? The responses were eye-opening. Some valued time off more than cash. Others were driven by recognition, flexibility, or the company’s four-day workweek. 

“Most of them weren’t even thinking about the bonus,” Goode says. 

Armed with this insight, he began reshaping the company’s approach to incentives, creating a more personalized and human-centric system. By aligning rewards with what truly matters to each team member, he not only improved morale and performance but also reinforced a culture where employees feel seen, heard, and valued.

The Implementation

Goode’s leadership style is a clear extension of his background. Calm under pressure, deeply people-focused, and fiercely resilient, he’s known for bringing law enforcement discipline into the business world — but with a modern, empathetic approach.

“One thing I tell my managers is, ‘Nothing you tell me is going to be the worst thing I’ve ever heard,’” he says. “I’ve seen the worst. So let’s just fix what we can, together.”

He’s committed to building a culture of trust, innovation, and open communication. His door is always open, and he encourages employees at every level to share their ideas. Many of the company’s most cost-effective solutions, he notes, have come from the shop floor — not the boardroom.

“I want everyone focused on their mission, knowing their team has their back,” he explains. “That’s how we functioned in SWAT, and that’s how I want us to operate here.”

The Leader

Looking back, Goode credits his time in law enforcement and the military for shaping his approach to business. Whether it’s building trust, managing high-stress environments, or maintaining composure under fire, he sees countless parallels.

“Most successful cops have all the traits you’d want in an executive,” he says. “They just don’t always market themselves that way.”

Now a father of two, Goode says he’s found balance — even if the adrenaline rush looks a little different. He’s traded midnight patrols for strategic planning and high-risk entries for quarterly reviews. But the mission remains the same: protect, lead, and serve — only now it’s his employees and customers who benefit most.

“There may be a speed bump,” he says, “but it’s not a roadblock. The more time you spend talking about the obstacle, the less time you’re solving it.”

And when it comes to solving problems, Johnny Goode is exactly the kind of leader you want in your corner.

To learn more about MSP Manufacturing, visit www.msp-manufacturing.com