Beyond the Flight Deck

Forty years ago, corporate aircraft were less sophisticated, flight operations were less complex and the demands on aviation departments looked different from today. But one challenge was already familiar: The skills that make someone an exceptional aviation professional aren't necessarily the same ones needed to manage an aviation department. 

A pilot might excel at navigating an aircraft and making split-second decisions, but managing budgets, resolving personnel conflicts, planning fleet investments and partnering with corporate executives aren’t done from the cockpit. 

Recognizing that gap helped launch a relationship between the National Business Aviation Association (NBAA) and the University of Virginia Darden Executive Education & Lifelong Learning (EELL) to advance corporate aviation management and leadership, which has now spanned 40 years. 

Where It Began: Managing the Business of Aviation 

In the mid-1980s, corporate aviation departments were often managed by experienced pilots with little formal business training. 

Professor Emeritus Jim Clawson recalls how cockpit authority didn't always translate easily to managing maintenance personnel, dispatchers and other colleagues. 

There were significant financial responsibilities, too. Professor Emeritus Mark Haskins remembers the need for aviation professionals to justify multimillion-dollar investments, manage budgets and align decisions with broader corporate objectives. 

Working with NBAA, Darden faculty, initially led by the late Professor John Colley, developed aviation-specific case studies reflecting those challenges. Clawson recalls opening seminars with a simple question: "What are your biggest problems?" 

The answers shaped classroom discussions and became the foundation of Managing the Corporate Aviation Function, an EELL program designed to help professionals strengthen their financial, operational and management capabilities. 

As the Industry Evolved, So Did the Learning 

Over four decades, aircraft capabilities, technology and international operations advanced dramatically. Aviation departments have navigated corporate restructuring, workforce shortages, and increasing expectations for efficiency and accountability. 

"Corporate aviation has changed drastically in my career," says Derek Fitzgerald, senior flight operations manager at Boston Scientific. 

Damian Raad, captain for Procter & Gamble, has witnessed another meaningful shift: from aviation departments that largely developed practices independently to an industry that shares knowledge and establishes common standards. 

He describes this as "generational interindustry learning," with aviation professionals benefiting from collective experience rather than relying solely on knowledge passed down within individual departments. 

These changes expanded the expectations placed on aviation managers. Beyond running efficient operations, they needed to motivate teams, influence decisions and guide people through uncertainty. 

Building on the original management program, two additional programs were introduced over the years, each providing a way for participants to earn Certified Aviation Manager (CAM) credit. Developing Leadership Capability in the Corporate Aviation Function explores leadership effectiveness and team dynamics, while Leading Change in the Corporate Aviation Function focuses on navigating organizational change.   

Professor Lynn Isabella joined the teaching team in 2018 and serves as the current faculty lead. She helped deepen Darden's emphasis on leadership and incorporated negotiation into the curriculum, recognizing its importance to participants across the industry. 

“Our corporate aviation participants face critical leadership and management issues,” she explains. “Ensuring that the program provides a broad general management focus as well as deeper dives into current relevant issues for them keeps the program fresh and continuously evolving.” 

During her tenure, Isabella’s goal has been to refresh the material and build a cadre of new faculty to step into the programs as they continue to expand and adapt to industry needs. 

Lessons That Go Beyond the Classroom 

For Mark Blackman, director of aviation at PGA Tour, the management-to-leadership transition was a familiar challenge. 

"Although flying skills and good judgment are great qualities of a leader, this does not always guarantee that the leader has a background in the non-flying duties of leadership," he explains. 

Blackman came to Darden hoping to strengthen his financial knowledge and understand his leadership tendencies. One memorable exercise involved evaluating aircraft, analyzing financial information and presenting recommendations in a simulated purchase pitch. 

Yet, his most lasting takeaway came from classroom discussions that repeatedly challenged his conclusions. "Good leaders need to remain open to having their assumptions challenged,” he says. 

Fitzgerald also sought to uncover blind spots and strengthen his ability to lead a flight department. One faculty lesson remains especially memorable: "Put the wet stuff on the hot stuff."  

The phrase, referring to how one puts out a fire, came from a case discussion about simplifying decisions and prioritizing what matters most in high-stress situations. 

Raad arrived at Darden following a promotion to chief pilot. Having learned from experienced mentors throughout his career, he wanted to complement that knowledge with a broader perspective. 

He particularly remembers exploring how people can influence change regardless of their position. "Whether we are 'leading down' or 'leading up,' our voice—if presented appropriately—can add value and affect organizational change for the better." 

Raad used what he learned to help implement safety programs while strengthening team cohesion. 

For all three participants, learning from peers was equally valuable. "I learned as much from my fellow participants as I did the incredible faculty," Fitzgerald says. 

Haskins recognizes that distinctive classroom dynamic as a hallmark of the Darden experience. "They know what they don't know and are eager to learn," he says. 

Conversations build relationships that endure beyond the classroom, connecting professionals facing similar challenges across organizations. 

Looking Ahead: The People Behind the Progress 

The next generation of aviation professionals will need to continue to navigate advancing technology, changing workforce expectations and increasingly complex business decisions. 

Blackman sees leadership development as especially urgent amid talent shortages and a limited pipeline of experienced managers. 

Raad points to another emerging challenge: understanding how people interact with artificial intelligence, both inside and outside the flight deck, while maintaining aviation's commitment to safety and efficiency. 

Fitzgerald offers a fitting reminder of why continued development matters: "Continuous education is the only safeguard to obsolescence." 

The challenges may look different from those that first brought aviation professionals into Darden’s classrooms 40 years ago, but the commitment remains to help them become effective leaders regardless of what is on the horizon. 

Whatever the next 40 years bring, corporate aviation's future will depend not just on the aircraft and technology moving the industry forward, but on the people prepared to manage, lead and navigate what comes next.