This field-based case chronicles how Embraer, a recognized world market leader for commercial aircraft up to 150 seats, designed and developed an almost entirely new aircraft, the E190-E2. Given the success of the E190-E1, a project to redesign that successful product was a bold move. Yet the E2 project excelled. It surpassed industry expectations, including being under time and under budget, and it logged many firsts, such as setting a world record for first flight and triple aircraft certification at the same date. The case explores how the project team created work groups and teams embedded within the company and leadership values to guide actions and decisions during this project, which was large in both scale and scope. Throughout the case, executives execute a change process and use influence and project-management tools, especially critical chain analysis, to align business practices with human behavior and scale the program that delivered an mature aircraft with more than 98.5% scheduled reliability in when it started to be operated by airlines.