Eagle Biography
John P. Capellupo
John "Cap" Capellupo is a key figure in the development, sales, and operational success of
the McDonnell Douglas F-18 Hornet, the worlds most advanced jet fighter. He was
born in 1934 in Minnesota and grew up in Centralia, Illinois. As a youth he developed a
keen interest in mathematics and the outdoors, and he was active in sports and scouting.
When he graduated from high school, he chose to study civil engineering hoping this would
let him combine his interests in math, sciences, and the outdoors. Capellupo graduated
from St. Louis University, and in 1957 he joined McDonnell Aircraft Company as a technical
analyst. Assigned to conduct flutter and vibration testing on the F-101 Voodoo
and the Super Talos missile, he concurrently earned his masters degree in applied
mechanics from St. Louis University in 1958. He soon left McDonnell to work as a research
engineer in armaments.
However, the lure of working at the cutting edge of the aerospace
industry brought him back to McDonnell in 1962. He worked in guidance and control
development in the missile division. He also completed studies towards a Ph.D. in applied
mechanics from Washington University. Then in 1965 Capellupo moved to Florida to work on
the Dragon missile and on the development of the company's now-famous Harpoon
anti-ship missile. A year later, he returned to St. Louis to pioneer the use of flight
simulation as a tool during the test and development of aircraft. In 1970, heading the
newly formed Flight Simulation Department, he advanced flight simulation into air combat
and air to ground arenas. Capellupos ideas were used to prepare McDonnell Douglas test
pilots for the historic first flights of the F-15 Eagle in 1972.
Later that same
year, he began work in advanced aircraft development that led to the F/A-18 Hornet
strike fighter. He was the Proposal Manager for the aircraft and was later
responsible for activities improving the aircraft's reliability, maintainability, and
safety. As a result of Capellupo's close work with the US Navy, the Hornet sets
the standard in these areas today. In the late 1970's, he transferred to Los Angeles where
he assisted Northrop in the design, development, and testing of the Hornet's center/aft
fuselage. In 1982, Capellupo received the Navys first "Salty Dog" award for his work on
the Hornet. Next he was named Manager for International Programs and worked closely with
customers in Canada, Spain, Australia, Turkey, and Greece.
He became Deputy Program
Manager for the Hornet in 1985, but was then quickly promoted to Vice-President
and General Manager for the Hornet program. In 1990, Capellupo became Deputy President of
the Douglas Aircraft Company, which was then producing the MD-80 and MD-90 airliner and
was developing the MD-11 airliner. Douglas was also working at this time on the T-45
Goshawk for the Navy and the C-17 Globemaster for the Air Force. One year
later, Capellupo became president of McDonnell Aircraft Company and, in 1992, was named
Executive Vice-President of McDonnell Douglas Corporation. In 1994, he was named President
of McDonnell Douglas Aerospace, which was responsible for tactical aircraft, helicopters,
space electronics, and missiles.
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| 1996
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Even after production of the F/A-18 Hornet had begun, then-Secretary
of the Navy Lehman was ready to cancel the program at the first opportunity.
Cracks were discovered in the tail structures of operational aircraft at only
400 hours flight time. F/A-18 forces were precipitously grounded, and the Navy
refused to accept new aircraft from the factory. At McDonnell Douglas,
Capellupo was told to head a "tiger team" to fix the problem. The company was
in chaos! Capellupo formed his team from 400 experts within the company. Their
quick fix raised the service life of tails to 2,000, but this was far short of
the 6,000-hour life the Navy expected. Capellupo's team then came up with the
"LEX fence," which not only solved the tail problem but also improved the
aircraft's performance at high angles of attack! Had the company been forced
to redesign the plane's tail and then retrofit several hundred F/A-18s in the
fleet, it would have done "major surgery" on company finances and would have
been a great embarrassment to the company's entire workforce.
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