Airplane Director - Ever since Greg Campbell took his first flight on Flight 91 when he was 9 years old, his family has traveled from Virginia to Florida for Disney World vacations. Young Campbell spent most of his time at the amusement park wanting to get home. When he was 15, his father took him to the local airport, Eagle's Nest in Waynesboro, Washington, where he boarded a small plane. This was the moment when Campbell's interest in aviation really took off.
College was a natural choice for Staunton Campbell, who died. The college provided him with the high-quality education and proximity to flight training he was looking for. He said the supportive atmosphere helped him balance his education with his dream career in aviation, earning a commercial pilot degree while studying. Campbell's interest in government and history led him to major in political science, which helped him later work with government agencies in the aviation industry.
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Campbell served as executive director of the Shenandoah Valley Regional Airport for more than 30 years, overseeing everything from operations, finance, budgeting and business development to public safety. Under his leadership, the airport changed air services to jet flights to major hubs, underwent a significant renovation of the passenger terminal, runway renovation and a new Aviation Technology Park. Campbell noted that projects like the technology park will bring new technology and mechanical jobs to the local economy.
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Earlier this year, Governor Glenn Youngin appointed Campbell director of the Virginia Department of Aviation, allowing him to play a larger role in the aviation industry. As head of the National Aviation Administration, Campbell oversees 66 public airports and supports the needs of airports and citizens as part of the $22.9 billion USD share of the aviation industry.
He is responsible for the leadership and operation of the National Transport Authority, which can help the Commonwealth support local airport operators and ensure citizens have access to first-class aviation. The airline industry currently has a shortage of pilots and maintenance personnel, and Campbell anticipates that this gap will close over time, especially as airlines implement their own training programs.
"This is an exciting and dynamic time in the aviation industry," said Campbell. "I am most excited about the opportunity to use my years of aviation experience to lead the department and help improve our Commonwealth airport system."
In addition to being a business leader, Campbell is committed to volunteering in her community. He is past president of the Greater Augusta Area Chamber of Commerce, past president of the Shenandoah Valley Partnership, past president of the Virginia Airport Operators Council, and most recently served as a member of the Virginia Regional Board. in 1996 he was named "Airport Manager of the Year" in 2012. - "Airline employee of the year", and in 2013 - James Madison University Public Service Award.
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"Looking back, choosing a college was one of the most important decisions of my life," Campbell said. "My education has helped me achieve incredible career opportunities." The company needs a strong flight department manager who can adapt to the company's business needs and bridge the gap between the hangar and headquarters.
An article published in Business Aviation Insider in May and June, "Bridging the Gap Between the Hangar and Headquarters," examined the gap between many flight units and their corporate headquarters. The second story in a four-part series on the topic offers advice on how an airline executive with the right business and communication skills can build a strong partnership between the flight department and corporate headquarters.
In today's evolving business environment, what are the key qualities a strong aviation manager or flight department manager must possess?
Mike Nichols, vice president of operational excellence and professional development, said, “Aviation departments need to change the way they think about the necessary skills needed to be an effective air traffic controller. "Historically, the flight director was the most senior pilot. "In the future, companies expect their flight departments to be managed by skilled managers and asset managers.
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Steve Brechter, senior consultant at Gray Stone Advisors-Knoxville, TN, a consulting firm that helps airline managers align flight operations with company expectations, says a good aviation manager has four key qualities:
Effective flight unit managers require a wider range of skills to maneuver in today's business environment than ever before. Aviation managers must be good at business and financial management as well as organization.
These executives must be able to present compelling business cases to the flight department and communicate clearly with executives who are not aviation experts.
Brechter emphasized the importance of communication skills, noting that flight unit managers must be able to present flight unit problems to the management team from a technical aviation perspective. Ideally, airline managers should first get the attention of the executive team by communicating possible solutions to the problem rather than the context of the problem. You only have a short window of time to capture the manager's attention, so communicate with corporate headquarters concisely and focus on clarity, not volume. This type of communication is a skill that aspiring or existing airline managers can develop with practice.
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"The language of aviation should come second to the language of business," says Brechter. "An effective aviation executive should be as comfortable in the lobby of corporate headquarters as he is on the cable car."
Managers are increasingly focusing on data-driven decision-making, so flight department managers need to develop relevant metrics and explain them to the executive team.
Dustin Cordier, regional sales manager for Embraer Executive Aircraft, found significant differences in how individuals of different generations view competition. In his experience, Gen Xers (generally defined as those born between the early 1960s and early 1980s) are more likely to make decisions than baby boomers (generally defined as those born after 1946). 1964) relies more on past experience and "gut feeling".
More Gen Xers in the executive ranks means more data-driven management and strategic models. This strategy encourages managers to consider other options for their flight needs, such as managing or contracting with companies. A skilled aviation director can help a business maintain or expand its in-house flight department, Cordier said, especially if that director is relevant to the organization's needs.
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In addition to articulating the value of the domestic flight department, the Chief Aviation Officer, who leads the parent company, also makes sound recommendations regarding aircraft replacement, fleet efficiency and strategic business development needs. . This internal connection to headquarters helps demonstrate the benefits of using an outsourced management company or contracting with the company's flight department.
"Aviation leaders ask themselves, 'Am I aligning myself with the short-term and long-term needs of the organization?'" says Cordier. should be asked. “Proofing that you are an internal partner with a corporate headquarters can help you resolve outsourcing issues.
Nichols cautions that being business savvy, having excellent communication skills, being an active asset manager and communicating the needs of the organization are just some of the qualifications to be an effective aviation manager in today's flight department.
"While these qualities are very important, it is also important for an aviation manager to have technical skills and a comprehensive understanding of business aviation," said Nichols. "To work effectively with headquarters, an effective flight director must have business-related skills, but he must also maintain the technical skills to maintain the organization's safety and credibility for flight department personnel."
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How should an aspiring airline executive prepare for this role? The most important thing is that he is comfortable in the role of leader.
"Becoming an air traffic controller shouldn't be a means to a higher salary," says Brechter. "These individuals must be committed to leadership. They should be comfortable delegating and delegating and motivating others in the organization to act. If a person is not interested in this type of role, they may be better suited for a technical role. Elevating others who don't "fit" into the role of director is not good for the individual or the organization.
Individuals considering a leadership role in the flight department should carefully review the job description and consider their current skills, experience and education against the formal requirements. They can then create an individual development plan to help address the weaknesses in their background.
Some companies may require a Certified Aviation Manager to obtain a Certified Aviation Manager (MAM) or MBA degree. Accredited CAM programs help prepare executive candidates for career growth and validate their knowledge and qualifications to become industry leaders. Some universities now offer an MBA in aviation management. These degrees and other business and leadership-based education can help in aviation
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