Source: https://nbaa.org/news/business-aviation-insider, News Editor, First Published Jan-Feb, 2025 Issue As many flight operations become increasingly complex, piloting may not necessarily be part of the preferred leadership skill set. Historically, the director of aviation and other top business aviation leadership positions have been held by pilots. But now, industry leaders say they’re seeing a trend in which nonflying personnel with backgrounds such as maintenance, scheduling/dispatch and client management are taking on those major leadership roles. Experts say the increased inclusion of other professional backgrounds speaks to an industry that’s moving away from a seniority-based, and often a proximity-based, approach to leadership assignments. In some cases, the most senior pilot is in fact the right fit for a flight department’s top leadership position. But other times, it’s appropriate to cast a wider net. Business aviation professionals who embody the trend agree it’s the result of evaluating an individual’s aptitudes and skills rather Greg Hamelink– a pilot and A&P– has spent much of his career focused on the maintenance side of the house, serving as a chief of maintenance for more than 11 years before becoming director, business travel center at Whirlpool Corp.“Pilots have typically been the default for department leadership positions. Pilots often have a relationship with the principals, but now it’s about the individual and their attributes,” Hamelink said.“We’re breaking through the norms of the past, now seeing maintenance and other nonflying professionals in C-suite discussions. Some maintenance professionals are now managing budgets and acting as asset managers, giving them an ideal background for department leadership.” A CHANGING VALUE PROPOSITION Senior pilots have been traditional choices for department leadership positions, in part because they tend to spend time with the principals and other key users of the aircraft. But today, merely being near the principals isn’t enough on its own to secure a leadership position, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, who began his career as an aircraft technician. The value proposition for choosing a department leader has changed a little bit,” Elston said. “Top leadership is looking for solid administrative BREAKING TRADITION WITH NONFLYING BUSINESS AVIATION DIRECTORS background, asset management skills and a broad sense of engagement across the department and organization. We’re also seeing some pilots just opt out of leadership positions – they’d rather not be stuck in an office and prefer to travel.” As Andy Kiehl, vice president of fleet maintenance at Executive Jet Management explained, the role of maintenance professionals has changed over time. “We are now asset managers, not just maintainers,” said Kiehl. “We know what it costs to purchase and maintain the asset.” CONSIDERING SCHEDULER/DISPATCHERS In addition to maintainers, people with deep experience as scheduler/ dispatchers and client managers also might be the right fit for some flight departments. Kellie Rittenhouse, CAM, has a background in scheduling, dispatch and client management and has served as director of aviation at Hangar Aviation Management for more than 10 years. She believes more hiring managers may be considering nonflying professionals as potential department leaders because the job is becoming increasingly complicated. “There are more complexities in a flight department today, whether it’s complying with FAA, IRS or even SEC mandates,” Rittenhouse said. “It takes other skill sets besides flying to lead a well-rounded department, especially if a pilot is a flying director, maintaining currency and flying trips. That makes it hard to have a good relationship with the entire organization.” BREAKING TRADITION WITH NONFLYING BUSINESS AVIATION DIRECTORS As many flight operations become increasingly complex, piloting may not necessarily be part of the preferred leadership skill set. Historically, the director of aviation and other top business aviation leadership positions have been held by pilots. But now, industry leaders say they’re seeing a trend in which nonflying personnel with backgrounds such as maintenance, scheduling/dispatch and client management are taking on those major leadership roles. Experts say the increased inclusion of other professional backgrounds speaks to an industry that’s moving away from a seniority-based, and OPENING LINES 9 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
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