Aviation asset management, aircraft teardowns, and supply chain leadership across nearly 26 years of international experience.
An aviation aftermarket executive with over 25 years of international experience spanning airline operations, aviation asset management, aircraft teardowns, supply chain leadership, component repair management, and strategic growth initiatives.
As Chief Operating Officer of AJW Middle East, he leads operational performance, asset optimization, and business expansion across a multi-million-dollar aviation portfolio. Throughout his career he has built and transformed organizations — from establishing airline materials and logistics departments and teardown operations, to developing the global supplier networks that drive operational resilience and commercial success.
Leadership philosophy: a leader is only as strong as the team around them. He maintains an open-door policy and actively shares his knowledge to help individuals and teams grow, succeed, and achieve their goals — prioritizing accountability, transparency, collaboration, and continuous improvement.
His objective is not only to deliver operational excellence, but to build resilient organizations capable of sustaining growth and adapting to an evolving market. Whether establishing a materials function for a start-up airline, leading aircraft teardown programmes, or managing multi-million-dollar aviation assets, his approach stays consistent: simplify complexity, empower teams, and make decisions driven by measurable outcomes.
Leads aircraft asset management, aftermarket operations, and business growth — including technical and document review ahead of aircraft acquisition. Oversees aviation assets valued at approximately USD 60 million, led ASA-100 and ISO 9001 implementation, negotiated a storage facility within the DWC Freezone, and brought one of three acquired A320ceo airframes back to market with a signed LOI — with the potential to recover 50% of the purchase price on a USD 9M investment.
Built a teardown and trading capability from the ground up: developed a supplier and repair-partner ecosystem, managed three Airbus A320neo teardown programmes (USD 1.6M in programme expenditure, excluding aircraft acquisition), processed ~1,200 recovered components through 66 facilities, and established a network of 100 repair vendors and two logistics providers worldwide.
Built the Materials & Logistics function from start-up to support the airline's launch and fleet growth. Directed sourcing for the next-generation Component PBH Agreement (six bidders to one preferred partner via structured RFP), oversaw the Wheels & Brakes PBC Agreement and a guaranteed-access agreement with Safran Nacelles for LEAP-1A engines, and negotiated a fleet-wide exchange and overhaul agreement for emergency slides, life rafts, and reservoir bottles across the 10-aircraft A320/A321neo fleet. Managed ~USD 10M in inventory, built a three-person Material Controller team in Vilnius, and designed the airline's global logistics support network.
Strategic leadership across the full aviation supply-chain ecosystem — aligning materials, procurement, logistics, MRO, and inventory with broader business objectives to build efficient, resilient, scalable operating models.
Deep expertise in aircraft materials, components, spare parts, and MRO supply requirements, ensuring readiness supports maintenance schedules, turnaround, and reliable return-to-service performance.
Sourcing and supplier-management initiatives that improve cost, quality, delivery, and reliability — with strong, long-term relationships across aviation suppliers, MRO providers, and manufacturers.
Balancing operational availability against working-capital discipline, and building resilience against supplier disruption, component shortages, geopolitical risk, and AOG situations.
Rapid decision-making under pressure — critical-part availability, alternative sourcing, supplier escalation, and logistics coordination to minimize operational downtime.
Applying data, predictive analytics, automation, and digital supply-chain visibility to reduce cost and cycle time and strengthen decision-making.
Disciplined, data-driven judgment across risk, cost, service, asset availability, and business continuity.
Transformation initiatives that strengthen operating models, modernize processes, and sustain productivity gains.
Accountable, collaborative teams built through clear expectations and leadership development.
Decisive leadership through disruption and organizational change, keeping teams focused on execution.
Bringing engineering, MRO, procurement, finance, logistics, and commercial teams into enterprise-wide alignment.
Building relationships across CEOs, executive teams, suppliers, and strategic partners to enable faster, better-aligned decisions.
Committed to building high-performing aviation supply-chain and operations organisations that deliver measurable business value, operational resilience, and sustainable growth — leading with accountability, integrity, and strategic discipline.
Committed to developing people as strongly as processes: capable leaders, empowered teams, clear accountability, and a culture that understands the strategic importance of every contribution.
Above all, committed to leaving every organisation stronger, more resilient, more capable, and better positioned to create long-term enterprise value.
MRO Middle East 2026 — Panel Speaker
TALA 2024 — Guest Speaker
Regularly speaks on aviation aftermarket strategy, asset management, supply chain resilience, parts localization, MRO capacity development, and airline logistics strategy.
For opportunities or consulting engagements, reach out directly, or download the full CV below.