Testimonials

Academic

  • "... It is an understatement to say that the relationship between IAS and TBS is strong and exceeds the purely institutional and operational scope..." Read his full interview...

    Dr. Christophe BENAROYA | Toulouse Business School, Professor of Marketing & Director of the Aerospace MBA
  • "... The partnership between IAS and Star Engineering has strengthened over the past years through the contribution of our experts, thus reinforcing the success of the French aerospace industry worldwide" Read his full interview...

    Philippe Brochain | Star Engineering, Director
  • ENAC (Ecole Nationale de l’Aviation Civile) has been ensuring for decades the global outreach of the French aeronautic training. It delivers a large range of.." Read his full interview...

    Mr. Marc HOUALLA , Director General | ENAC
  • "AirBusiness Academy is a training center which designs and delivers "learning solutions" to customers from the aerospace sector. In this respect, the need for a close cooperation with IAS is obvious." Read her full interview...

    Mrs Michèle Oberto-Gerion, Managing Director | AirBusiness Academy
  • "The IAS is one of my most valuable partners and I look forward to further collaborative projects in the months and years to come both in the Middle East as well as further afield." Read his full interview...

    Mr. Nigel Cumberland, Founding Partner - Leadership, Executive & Talent Coach | The Silk Road Partnership
  • "The mission of a Supply Chain and Lean expert is to coordinate the flows to provide the required level of customer service while making the best use of resources." Read his full interview...

    Mr. Guillaume Revenu, Supply Chain & Lean Management Expert | Agilea

Industrial

  • "... Each cooperation project is unique and requires a strong adaptability to the specificities of countries, institutional stakeholders and local industries. Training and skill development are preliminary requirements to technology transfer..." Read his full interview...

    Michel Carzan | Airbus Helicopters, Vice President, Offsets & Industrial Compensations
  • "...Thanks to a close cooperation with IAS, already well known in Malaysia, SEMIA recently had the pleasure and honor to train on its site at Cergy-Pontoise (West of Paris) a Malaysian team composed of three Engineers of the Malaysian Air Force (MAF) plus two civilian Engineers." Read his full interview...

    Major General (Air Force Retired), Serge Cocault | SEMIA, Military Advisor
  • "I have been collaborating with IAS since 2009 with the double role of industrial and academic expert in the areas of strategy and innovation management. My contribution to IAS’s international remit..." Read his full interview...

    Dr Vassilis AGOURIDAS, Senior Manager, Strategy & Development | Airbus Helicopters, Expert Consultant, Strategy & Innovation Management
  • "Airbus Defence and Space, formerly Astrium, is the global leader for earth observation systems export outside of Europe, having established cooperation with more than 9 countries worldwide - in Africa, Asia, Central Europe, Latin America, Middle-East, etc. - for almost 15 years." Read his full interview...

    Mr. Christophe Roux, Vice-President Governmental Sales - Space Systems | Airbus Defence and Space
  • "Developing the organization through developing people’s Knowledge, Know-how and Competencies are at the heart of Competence Managers’ practices all around the world. Some may be more advanced than others, but a new era is definitely dawning." Read her full interview...

    Ms. Delphine Paillon-Occelli, Competence Manager | Airbus Group

Trainees

  • The IAS is nationally and internationally recognized for the quality of its aerospace training programs, and always listening to its customers in order to better meet their needs." Read his full interview...

    Mr. Juan Carlos CACERES CASANOVA, Aeronautic systems Manager & Expert | Safran Engineering Services, Safran Group
  • "I benefited from the IAS 3-month scientific and technical preparation before attending an Aerospace Technology advanced master at ISAE SUPAERO in 1996." Read his full interview...

    Mr. Pavel FRELIKH, Director | Russian Branch of PowerJet
  • "A dedicated team from IAS, Toulouse, France, collaboratively worked with HAL to develop a customized training module designed for the company’s senior executives." Read his full interview...

    Mr. Anantha Agasthya, Executive Director | Hindustan Aeronautics Limited Management Academy
  • "With a Master’s degree obtained in 2004 through participation on the FASIA program managed by IAS, I have overseen rapid growth in the company's activities and business in aviation markets globally." Read his full interview...

    Mr Michael Lesibane Kgobe, Chief Executive Officer | DENEL Aviation
  • "My stay in France was extremely enriching as it has helped me greatly in my career development.
    The on-going support from IAS since graduation is also commendable." Read his full interview...

    Mr. Tan Boon-Keng, VP of Business Development | Singapore Technologies Aerospace Ltd
  • "At IAS I explored the whole dimension of the aviation and aerospace industry, I understood the complexity of aircraft production and the challenges related to international cooperation to succeed in the aerospace industry." Read his full interview...

    Mr. Nicolas Osorio, International Project Manager, specialist in Air Transport Management | P3 Ingénieurs

Christophe Benaroya

Professor of Marketing & Director of the Aerospace MBA | Toulouse Business School
"Now 18 years old and reaching (a certain) maturity: the Aerospace MBA, the first TBS postgraduate & executive program, has grown a lot since 1999, where it already benefited from IAS support. It is an understatement to say that the relationship between IAS and TBS is strong and exceeds the purely institutional and operational scope. Both our organizations are driven by the same vocation: the development of men and women, of their skills, visions and values. Thus, beyond the teaching and the expertise, joint working sessions are organized in order to improve contents and practices, to adapt to the changes and challenges of the industry and of the management. IAS and TBS share strong human values, enjoy meeting and discovering talents, new cultures, new stakeholders, human and intellectual wealth made possible by the continuous field work carried out by the IAS teams. All the projects completed to date (and to come) rely on this unique blend of the pleasure of working, reliability and a culture of service. This should feed our next 18 years of collaboration in a sustainable way!"

Michel Carzan

Vice President, Offsets & Industrial Compensations | Airbus Helicopters
"Airbus Helicopters, an Airbus Group division, offers the most efficient solutions on the civilian and military helicopters market worldwide. The fleet in service comprises around 12,000 helicopters operated by more than 3,000 customers in 154 countries. For more than 50 years, Airbus Helicopters has been acquiring an extensive expertise in the domain of international cooperation in more than 30 countries.Each cooperation project is unique and requires a strong adaptability to the specificities of countries, institutional stakeholders and local industries. Training and skill development are preliminary requirements to technology transfer. The ability to offer a range of tailored and turnkey training solutions makes IAS a preferred partner to support Airbus Helicopters international development policy. Very recently, IAS expertise has allowed for the training of 25 staff of the Malaysian Air Force and defence industry during 2016, in helicopter design, flight mechanics and airworthiness domains. The project relies on a win-win relationship: it allows, on the one hand, the local stakeholders to improve their know-how and skills in a high technology field, and on the other hand, Airbus Helicopters to identify, with IAS support, some preferred candidates who will become Airbus Helicopters ‘ambassadors’ in the country and the entire region."

Philippe Brochain

Director | Star Engineering
"STAR ENGINEERING, a SME based in the Occitanie region, is renowned for its expertise in the safety, risk control (RAMS) and certification domains applied to the transportation industry. Our core activities also cover product assurance, integrated logistics support (ILS), quality and systems engineering for prime manufacturers, equipment and main system manufacturers. Our company is enjoying significant growth due to the transport of the future and our R&D activities. As such, we participate to the SAFE competitiveness cluster, dedicated to airships, we support the design of the Airstar projects and we sponsor the ZEPHYR project (world record attempt for the longest airship flight in 2017). Since 2011, our approved training center supports French and international industrial companies in our domains of expertise. The partnership between IAS and Star Engineering has strengthened over the past years through the contribution of our experts, thus reinforcing the success of the French aerospace industry worldwide. We had the great pleasure to support the training programs of the Siberian Space University (RAMS applied to the space sector), to address the same topic for CAST (China Academy of Space Technology) and to contribute to the program designed for the Royal Malaysian Air Force (RAMS applied to helicopter structural elements). This cooperation with IAS is part of the development process of long-term joint projects, which we strive to sustain."

Major General (Air Force Retired) Serge COCAULT

Military Advisor | SEMIA
"SEMIA (www.semia.fr) is a French SME that has for 30 years specialized in producing and maintaining test equipment for checking the vibration status on helicopters and propellers aircraft in order to assess and address any anomalies and discrepancies. In addition to providing necessary equipment to specialists in Armed Forces and civilian MRO companies, SEMIA also provides regular in-house training or training on site at the customer’s request. SEMIA can also provide, as contracted by the French MOD SIMMAD, a long-term “global maintenance” (including training of specialists, maintenance of equipment, and associated logistic actions) in order to offer to the client an improved service and consequently an improved serviceability of its aircraft. Thanks to a close cooperation with IAS, already well known in Malaysia, SEMIA recently had the pleasure and honor to train on its site at Cergy-Pontoise (West of Paris) a Malaysian team composed of three Engineers of the Royal Malaysian Air Force (RMAF) plus two civilian Engineers. This four-day training course included general information on vibration and a more detailed training on the use of SEMIA new products (in particular: VibSim, Syntham 5000, and Helivib). This first experience has been extremely positive and very fruitful; it will facilitate, with the assistance of IAS, the creation of a joint venture with a Malaysian company. Many thanks to all Malaysian participants and IAS teams."

Marc HOUALLA

General Director | ENAC
"ENAC (Ecole Nationale de l’Aviation Civile) has been ensuring for decades the global outreach of the French aeronautic training. It delivers a large range of initial and professional training to some 3,000 students and 6,000 trainees each year, in France and worldwide. In terms of professional training, ENAC is the only school in the world approved by ICAO (International Civil Aviation Organization) as a regional excellence center, approved by the European Aviation Safety Agency as a member of the EASA Virtual Academy, and benefiting from partnerships with IATA (International Air Transport Association) and ACI (Air Council International) for the design of joint training. Our school delivers its training in countries which air transport growth rates are significant, and in which a lack of qualified staff could delay or prevent the sale of aircraft, equipment or infrastructure provided by the French industry. It is the shared focus on international development to support the French aerospace industry which now leads ENAC and IAS, two globally renowned entities in the aeronautic training domain, to explore bridges for delivering training solutions worldwide. The international reputation of these two institutions in terms of academic excellence and implementation ensure the ongoing success of the French aerospace industry’s development."

Juan Carlos CACERES CASANOVA

Aeronautic systems Manager & Expert | Safran Engineering Services, Safran Group
"The IAS is nationally and internationally recognized for the quality of its aerospace training programs, and always listening to its customers in order to better meet their needs. The Institute, in cooperation with its partners, designs and implements high added value training actions. I graduated from the Peruvian Air Force Officers' School as an Electronics Engineer Officer in 1982, and I worked as an operational squadron manager (Electronic communication) on a helicopter airbase. In the frame of a French-Peruvian scientific training program, I benefited from the IAS scientific and technical preparation before attending an Aerospace Technology advanced master at ISAE SUPAERO in 1988. The IAS training, combined with my formal training, was the catalyst for a diversified and multicultural career path. After more than 25 years in the aeronautic industry (Air Force, Alliedsignal, Honeywell, Teuchos, Safran Engineering Services), in the domain of embedded system management, engineering (Design, Integration, Tests, Certification, Airline support) and expertise activities, I am still very grateful to IAS and appreciative of the professionalism and skills of its teams, whom I remember fondly."

Pavel Frelikh

Director | Russian Branch of PowerJet
"I benefited from the IAS 3-month scientific and technical preparation before attending an Aerospace Technology advanced master at ISAE SUPAERO in 1996. The industrial visits organized by IAS covered most of the major French aerospace companies, which provided me with an overall view of the sector. At that time, visiting the Snecma facilities (Safran) in Villaroche, I could not imagine that one day, I would join the civil aircraft engine manufacturing activity of this internationally recognized French engine manufacturer. Indeed, my engineering training in Russia and the experience gained during my studies in France allowed me to become a real interface between the two industrial cultures. A 50/50 joint venture between Snecma and the Russian engine manufacturer NPO Saturn, PowerJet developed and manufactures the SaM146, an integrated and optimized propulsion system for the regional aircraft Sukhoi Superjet 100. The result of a successful international partnership, the SaM146 enjoys an exceptional availability rate since its entered service, as well as adaptability to all environments. The SaM146 engine is AESA certified. The hot section of the engine is manufactured in Villaroche and sent to Rybinsk on the Volga River for integration with the compressor and the low-pressure turbine developed and manufactured by NPO Saturn. I joined this project from the beginning in 2006 as a Snecma representative at its Russian partner's facilities. After three years in the engine final assembly workshop, I changed side and became Deputy Director for the SaM146 program at NPO Saturn. Now a PowerJet representative in Russia, I can witness that the SaM146 engine is a good example of the French-Russian cooperation. During all these years, I have maintained close relationship with the dynamic and versatile IAS team, which makes major contributions to the alumni network and to the development of cooperation between France and other countries worldwide."

Anantha Agasthya

Executive Director | Hindustan Aeronautics Limited Management Academy
"A dedicated team from IAS, Toulouse, France, collaboratively worked with HAL to develop a customized training module designed for the company’s senior executives. The course content focused on approaches to strategic management, leadership and execution excellence in the aerospace Industry. The expert faculty members who participated in the programs offered thought-provoking ideas that have been understood and imbibed by the participants. Visits to Airbus, Dassault, Turbomeca and other aerospace premises provided excellent opportunities for the participants to interact with their respective senior leadership teams. Our experience over three programs shows that IAS has a great team who understands the clients well and delivers excellence in all aspects of engagement. We are quite hopeful that the meaningful and mutually beneficial relationship built over the last two years will help both our organizations."

Vassilis Agouridas

Senior Manager, Strategy & Development | Airbus Helicopters - Expert Consultant, Strategy & Innovation Management
"I have been collaborating with IAS since 2009 with the double role of industrial and academic expert in the areas of strategy and innovation management. My contribution to IAS’s international remit, to provide world class, tailored, executive education experiences, has been multipronged as it has been founded not only on my professional experiences within the strategy and business development directorates of the AIRBUS Group but also on my professional academic track record as Faculty Staff at the University of Leeds (UK), my MBA in Aerospace Management at the Toulouse Business School (FR) as well as on my active research work in value innovation business ecosystems at Grenoble Ecole de Management (FR) and the Newcastle University Business School (UK). IAS has been reputed for its comprehensive programmes and its high spirit of cooperative and collaborative work. This has been widely acknowledged not only by its customers but also from its contributing partners, including myself. The success of IAS has been further boosted since 2014 when it was chosen to deliver the international part of the HAL Executive Leadership Programme. So far, three cohorts, of a total of around 90 executives, have completed this programme in which I have been leading the Strategy Module. The Module spreads over two full days of interactive lectures and hands-on practical work on topics including strategic management, technology and innovation management, and a portfolio, network-centric, approach to strategic alliances. The high impact of this IAS-HAL training programme, on both operational and mindset perspectives, has been acknowledged by the repeatedly very positive feedback received by the HAL Academy and the participants. Situations like the above have been the best reward for each contributing partner of IAS and they have been fuelling the extended IAS family with further motivation and willingness to continuously improve the training experiences prepared and offered through its executive education programmes".

Delphine Paillon-Occelli

Competence Manager | Airbus

IAS: As a “competence manager”, can you explain us briefly what are the main contents of a fruitful Strategic workforce planning policy?

Delphine Paillon: In our organization, the Workforce Planning policy is considered more tactical than strategic. It is the result of the analysis of the workload estimate done by the business and the hypothesis we build from the “as is” situation when we consider the natural attrition, the trends in the internal and external labor market, etc… In our agreed model of governance, in order for this analyses and workforce plan to be successful (or fruitful if I use your very own term), we expect from the business to first issue its strategy at short, mid and long-term prior to analyze the potential impacts we will observe on our existing competencies. This results into a Competence Strategy which will drive all the action plans devoted to, in the end, allow our managers to implement their workforce plan in line with the priorities given by our Executive Committee.

IAS: This GPEC necessity is coming more and more famous abroad, do you have any feedback or ideas of GPEC implementation abroad?

DP: “GPEC” is indeed a very French legal aspect imposed onto medium to large size companies, however the very principles of Competence Management are vastly implemented in a rather natural manner by managers and HR specialists all around the planet. We are an international, integrated company with collaborators located all around the world and our Competence Management processes are harmonized with the view to providing all our employees with an equal treatment in terms of individual and collective development. We have conducted many benchmarks with other large international companies, within and without our industry, and Competence Management is becoming more and more part of the daily management practices, which is a really positive sign. As Peter Drucker used to say, "The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labour. It is and will be knowledge." I will add to that also know-how and competencies. Developing the organisation through developing people’s Knowledge, Know-how and Competencies are at the heart of Competence Managers’ practices all around the world. Some may be more advanced than others, but a new era is definitely dawning. This is the feedback we get from these benchmarking activities.

 

IAS: What would you recommend to a Human resources manager in order to deal with such issue?

DP: I am not sure that I am wise enough to recommend anything to anyone, though...
However, would I have anything to say, I would advocate for HR people to work hand in hand with operational people and managers. I would in fact urge them to read an excellent book written in the 1990’s by Peter Senge: “the 5th discipline”, digging there some inspiration. The author explains how we could all be part of what he calls a “learning organization”. Human Resources should not be the only people involved in Competence Management inside a company. They could be the “guardians of the temple” and make sure the CM processes, activities, deliverables and guidelines are clear and available, yet they should adopt change agents techniques and instill Competence Management practices into daily management ones. Therefore, after a (little) while, instead of pushing for CM to happen, they would be pulled by managers and employees to support them even more in this direction.

This is what happened in our organization. It took us circa 3 years to put the whole network together and to establish a trustful relationship with managers, getting to the “pull” point. The HR Experts exported their practices into the business, creating a Competence Manager’s network which fully supported them to diffuse CM practices into the various managerial layers.

Nicolas Osorio

International Project Manager | P3 Ingénieurs

IAS: Mr. Osorio, you have followed IAS programs, how would you define your training experience benefits according to your professional point of view now?

Nicolas Osorio: I will not lie if I said that it has changed my life forever in a very positive way.
Before being at IAS I was mostly focused in the legal aspects of aviation industry. At IAS I explored the whole dimension of the aviation and aerospace industry, I understood the complexity of aircraft production and the challenges related to international cooperation to succeed in the aerospace industry. Furthermore, thanks to the support of IAS I studied at Toulouse Business School where I have learnt how to manage all that complexity and challenges that were taught at IAS.

Once I finished my trainings at IAS, I performed projects as a consultant for customers in Spain, Peru, Russia, France and Germany. My missions had taken me to several countries like United States, Brazil, Argentina, Chile, Mexico, Salvador, Colombia, Costa Rica and soon to Saudi Arabia.

Nowadays I’m in charge of a team of 10 consultants working in Aircraft Configuration Management for Airbus. Five of my consultants are based in Toulouse and the other five based in Hamburg. Four of them are French, four are Germans, one is from Tunisia, the last one is from Poland and finally me from Colombia; it’s a very exciting task every day. I enjoy a lot the challenges of intercultural communication in my professional and personal live.

 

IAS: Considering your double culture and trainings in Colombia and In France, as well as your expertise in Air Transport Management, what can you tell us about Air Transport Management evolutions in Europe and in Latin America?

NO: Europe is more opened than Latin America to the idea of market liberalization, even if 15 years have passed between the liberalization in US in 1978 and the liberalization in Europe in 1993. Latin America still remains today as a Continent where liberalization has not fully arrived yet.

Thanks to the liberalization today in Europe we can talk about the “democratization of air transport” while in Latin America due to the regulations the fares are so expensive that Air Transport is a luxury rather than a right of people.

In the coming years this trend should change, Latin American Airlines are not weak anymore and therefore they don’t need the protection of regulation to be able to compete with the North American and European Airlines.

 

IAS: Finally, what are, on your mind, Air Transport priorities in the global environment?

NO: In the global environment the priority should remains in THE ENVIROMENT.
The years of denying Air Transport responsibility on Global Warming are over. However we should explore unified approaches. Unilateral decisions as what European Union proposes with the ETS should not be the way. I agree with the voices of airlines, industrial associations and governments saying that ICAO is the right forum to face the aviation challenges related to Global Warming.
Even though what I really like from Europe’s position is that it has forced the industry to talk about the topic.

Mickael Lesibane Kgobe

Chief Executive Officer | DENEL Aviation

"I have been at the helm of Denel Aviation for the past 4.5 years. With a Master’s degree in Aeronautical Maintenance and Production from ENSICA, obtained in 2004 through participation on the FASIA program managed by IAS, I have overseen rapid growth in the company’s activities and business in aviation markets globally.

Denel Aviation is Africa’s leading provider of aircraft maintenance, repair and overhaul, engineering design, upgrades and systems integration. The company is the original equipment manufacturer of the Rooivalk combat support helicopter. The company enjoys good relationships with the French aerospace industry through various agreements with companies such as Airbus Helicopters, Safran Turbomeca and Messier, Airbus Defence and Space Optronics (formerly Cassidian Optronics), Thales etc.

With a background in mechanical engineering, I started my career as an aircraft engineer, maintenance planning and reliability specialist. In addition to my engineering qualifications from ENSICA, Air UK Technical College and City and Guilds of London, I also completed the Executive Leadership Programme at the University of South Africa’s Graduate School of Business Leadership.

Denel Aviation is a division of Denel SOC, South Africa’s state-owned company responsible for the development and manufacturing of aerospace, defence and security-related products and technology. IAS, ENSICA and ENAC are also the alma mater of Mr Shalan CHETTY, Managing Executive, Engineering and Flight Test and Mr Dean KHUMALO, Managing Executive, Aircraft maintenance, repair and overhaul operations, two other members of the Denel Aviation Executive Management team.

Having both obtained their Master’s degrees in Aviation Safety & Aircraft Airworthiness at ENAC, Toulouse, in 2004 and 2001 respectively, Mr Shalan CHETTY and Mr Dean KHUMALO were also selected by IAS to participate in the FASIA program including aerospace summer preparation program, contact with the French aerospace industry and continuous support during their stay and training in France."

Guillaume Revenu

Supply Chain & Lean Management Expert | Agiléa

IAS: Mr. Revenu, your are a supply chain & lean management expert. How could you define this activity?

Guillaume Revenu: Supply chain and Lean Management deal with flows management. Supply Chain management focuses on anticipation, collaboration and load / capacity balance. Lean management focuses on speeding up the flows.

There are three types of flows in a supply chain: material flow, information flow and financial flow. And of course they interact with one another. Well managed information and material flows have a positive impact on a company’s revenue, profit and working capital.

These flows usually run through a very complex network. One given company may manage hundreds and sometimes thousands of suppliers. This is the physical supply. Then the company has to control its internal production or service activities thanks to a manufacturing and planning control system. And finally the products have to be delivered to the customers.
The mission of a Supply Chain and Lean expert is to coordinate the flows to provide the required level of customer service while making the best use of resources.

 

IAS: How a Supply Chain manager is integrating sustainable development issues in his/her strategy?

GR: Sustainability has three dimensions: economical, social and environmental.
The journey towards sustainable development requires that business takes actions such as changing consumption and production behaviours, seting policies and changing practices. Businesses have to find innovative ways to be profitable and at the same time improve the environmental performance of production processes and products. In the business community, the term “triple bottom line” was coined to explain the importance of achieving sustainability. Supply Chain management is obviously a major stakeholder to come up with new systems that cover the complete product life cycle: extraction of raw material, product design and production, packaging and distribution, use and maintenance, recycling and reuse.

Example or “RE approach”
- RE-think the product and its functions to use it more efficiently
- RE-place harmful substances with safer alternatives
- RE-duce energy consumption by innovative logistic system
- RE-cycle

For example, the A380 has been designed in order to optimise environmental performance at each stage of the aircraft life cycle. In particular, the use of new light weight materials has decreased the energy consumption per passenger dramatically. The A380 uses less than 3 litres of fuel per 100 passenger-kilometers.

 

IAS: What do you forecast for 2012 considering Supply chain management main challenges? What are the main trends in aeronautics industry?

GR: Designing next generation supply chains requires attention to dimensions such as configuring the right logistics network, engaging the right alliances and partnerships, developing contingency plans against uncertainties and selecting appropriate production, inventory and distribution strategies.
Main challenge in aeronautics industry is to improve the value all along the chain. Some examples:
- collaborate on New Product Introduction processes and share data on market demand;
- manage working capital;
- manage supplier performances (monitor ans share Key Performance Indicators, assess industrial maturity, define securisation processes, organize performance meeting);
- analyse and mitigate risks secure ramp up”.

Tan Boon-Keng

VP of Business Development | Singapore Technologies Aerospace Ltd

"I was awarded the French Aeronautics and Space Industry Awards (FASIA) in 2002, and I had the privilege to complete my post-graduate degree course at the prestigious École Nationale Supérieure de l'Aéronautique et de l'Espace (SUPAERO).

Currently, I am Vice President of Business Development at Singapore Technologies Aerospace Ltd (ST Aerospace), a global company headquartered in Singapore. ST Aerospace is a leading independent and third party aviation Maintenance, Repair and Overhaul (MRO) service provider. Being with this company for 14 years now, I was exposed to many interesting projects. Some of them include the execution of aircraft leasing and trading, acquisition of aerospace MRO companies as well as setting up new MRO capabilities for ST Aerospace. Besides Business Development, I am also concurrently Vice President at WingStar Pte Ltd, a newly formed aircraft leasing Joint Venture Company in Singapore.

Looking back, I am very fortunate to be a FASIA laureate. My stay in France was extremely enriching as it has helped me greatly in my career development. The on-going support from Institut Aéronautique et Spatial (IAS) since graduation is also commendable as IAS always maintains very good FASIA contact and networking opportunities for us as alumni."

Nigel Cumberland

Founding Partner - Leadership, Executive & Talent Coach | The Silk Road Partnership

"I take Global Leaders to their next levels of Success in my work as one of Asia and the Gulf regions’ leading executive coaches and leadership facilitators. I coach and train leaders to optimise and to enhance their leadership effectiveness, to take on and succeed in more senior roles, to succeed with the new stakeholders, role complexity and expectations and also to work through a range of leadership transitions, including into new geographies and new cultures.

Educated at Cambridge University and a qualified accountant, executive coach and trainer, I have worked with an array of senior leaders from Fortune 500 and other global organisations including the World Bank Group, Standard Chartered Bank, Google, Bureau Veritas, Dubai Government, the UAE’s Al-Futtaim Group and Saudi Arabia’s largest bank, NCB. Previously I had been a regional Finance Director and Managing Director with European multinationals and was based all over the world including in China and Eastern Europe.

I had the great pleasure of working with IAS on a transformation project being run within Saudi Airlines’ finance department and led by a great team from IAS under the leadership on the ground in Jeddah of Ms. Monia Zaki. I created and facilitated a series of key trainings to the Saudi Arabian national carrier’s senior finance professionals and through these workshops I helped them to understand various best practices around how finance departments are organized, aligned and run in today’s global leading airlines. The participants found the workshops very transformational and helpful.

I really value my relationship as a partner of the IAS and my varied experiences combine well with the incredible expertise possessed by the team at IAS. The IAS is one of my most valuable partners and I look forward to further collaborative projects in the months and years to come both in the Middle East as well as further afield."

Christophe Roux

Vice-President Governmental Sales - Space Systems | Airbus Defence and Space
"Airbus Defence and Space, formerly Astrium, is the global leader for earth observation systems export outside of Europe, having established cooperation with more than 9 countries worldwide in Africa, Asia, Central Europe, Latin America, Middle-East, etc. for almost 15 years. The word "cooperation" is important and reflects the reality: while these orders have been acquired over a struggle with an increasingly wider and sharper competition, Airbus Defence and Space has never provided just a satellite system, but far beyond, a comprehensive cooperation program including knowledge, skill and even technology transfer. IAS contribution to this spirit of cooperation, crucial for our customer and part of our company's DNA, has often been significant. There are many examples where our customers have benefited from IAS support, unrivaled experience, expertise and essential role in skill development programs: Algeria with the Alsat-2 program, Chili with the SSOT program or Thailand with the THEOS program, to name but a few. In addition to a tailored support, IAS offers Airbus DS an additional and potentially essential feature regarding our proposals for our existing or potential customers worldwide, which are all commissioned by their state authorities to improve their skills and knowledge in the space sector. In this respect too, IAS ability to create a link between the university world and Airbus DS is proving very valuable."

Michèle Oberto-Gerion

Managing Director | AirBusiness Academy
"AirBusiness Academy is a training center which designs and delivers "learning solutions" to customers from the aerospace sector. In this respect, the need for a close cooperation with IAS is obvious. This cooperation already goes back a long time, since we first offered our services to IAS in 2010 in the frame of a training session for Saudia. Based on this first and successful experience, IAS entrusted us with implementing some of the course content of a new degree course designed for the managers of the same company, which we have been carrying out every year since 2012. In 2014, this cooperation also allowed us to take part to the "Aerospace Leadership Development" training for the managers of Hindustan Aeronautics Limited (HAL). In order to enhance their partnership, our two entities signed a cooperation agreement in 2014, which allows us to design common offers. We are confident that this agreement should bear fruit very soon. It is our wish to continue this cooperation in a positive and professional spirit, supporting the interests of the international aerospace industry."