Joe Sutter, a lifelong Seattleite born in 1921, a son of a Slovenian immigrant butcher who Americanized his family name, was fascinated by aviation since childhood. After graduating from the University of Washington and serving in the US Navy during World War II, Sutter joined Boeing and worked up through the ranks, and in 1965 came to head the development of the Boeing 747 wide-body airliner. The 747 is Boeing's flagship product, and one of the best-known commercial airplanes in the world, but it was not meant to be such originally: when it was being designed, the consensus was that the future of commercial passenger aviation was supersonic. The supersonic transport Boeing 2707, which was supposed to be much bigger and faster than the Anglo-French Concorde and the Soviet Tu-144, was what the company's best engineers were working on, and by the end of 1969 26 airlines had made orders for 122 Boeing SSTs. However, there is no reason for cargo transport to be supersonic, so a very large subsonic jet could haul cargo; it could also carry passengers for a few years until the SSTs come out. The estimate was that no more than 400 would be sold; in fact, as of this writing 1,503 747s have been delivered and 37 orders remain unfilled. Boeing's customers clamored for an aircraft with a large number of passenger seats; a double-decker like the Boeing 377 Stratocruiser seemed a logical configuration at first, but how would you evacuate the passengers from the upper deck quickly, and how would you load cargo? So it had to be a single-decker, but a very wide one. A very large cargo aircraft has to have a hinged nose opening up for outsized cargo that cannot fit through a cargo door (why can't it open sideways, like the Aero Spacelines Super Guppy?), so the flight deck had to be above the main deck. For aerodynamic reasons, space needs to be added to the fuselage behind the flight deck - thus the 747's famous hump. Most of the book is the nitty-gritty of designing an enormous airliner: the landing gear (the airliner has to land even if it crashes into a concrete seawall and is torn off), the wings (if problems are discovered at the last minute, how to avoid redesigning them completely), the lighting system (some of it had to be torn off at the last moment to save weight until more powerful engines were produced, at which moment it could be put back in), quadruply redundant hydraulics, and so on. "I saw Boeing's new jet as 75,000 drawings, 4.5 million parts, 136 miles of electrical wiring, 5 landing gear legs, 4 hydraulic systems, and 10 million labor hours." Someone who is a software engineer and not an aerospace engineer could still appreciate the grandeur.
In 1971 the SST was canceled; Boeing saw massive layoffs and neared bankruptcy; a billboard in Sea-Tac said, "Will the last person leaving Seattle - Turn out the lights." The 747 brought the company and its airline customers back to profitability and expansion. The bizarrest episode of Sutter's career came in the early 1970s, when a member of a Soviet delegation tried to bribe him into selling the technical documentation for the 747; Sutter said, "No." Sutter also served on the commission investigating the Challenger disaster, and recommended that NASA's safety culture be more like Boeing's. Even after retiring at age 65 Sutter continued to consult Boeing about the 747-400 and the 747-8, airliners that launched roughly 20 an 40 years after the original 747, but are only tens of percent more efficient, which shows that Sutter and his engineers were already pushing against the limits imposed by the laws of nature. What a career! Charles Lindbergh makes two cameo appearances in this book, as he was friends with Juan Trippe, the founder of Pan American Airways, which was the first customer of the 747; Lindbergh saw the prototype 747 and said, "This is one of the great ones."