Aviation Business Journal | Fall 2022 5 President’s Message Continued from page 3 growth as well as seeing the team expand to address new industry opportunities. What is something most people may not know about you? I am most proud of my time and efforts as an aviation educator and mentor. I am thrilled to share my enthu- siasm for flight through the Young Eagles Program, providing new industry prospects their first experi- ence in a GA aircraft. If one flight, one airport visit, one interaction with an interested aviation entrant leaves a lasting mark, it is time well spent. We should all be so lucky as to make a career out of doing what we love. And, if we are that fortunate, why not share it with others? As of late, “living the dream” has taken on a sarcastic connotation. Let’s take it back. Our members are pro- viding innovative internship and career development opportunities, scholarship contributions, and other philanthropic support of organizations such as NATA, the RedTail Flight Academy, Women in Aviation, and others—opening the aviation business industry as a viable career-long path, not just a steppingstone to other aviation segments. I am excited about the prospect of increased engagement in this area through NATA and its National Air Transportation Foundation, and other industry initiatives. What do you see as priorities for NATA? Over the past few years, private aviation became seen for the immense value it provides—recognized as a neces- sity instead of a luxury. However, there are still those who want to sensationalize it merely as transportation for the privileged while overstating its contributions to global carbon emissions, meaning we cannot pull back on the throttle on public perception efforts. We must also remain leaders in innovation, safety, security, and sustainability. AAM infrastructure, environmental considerations, the expansion of aviation fuels, workforce recruit- ment and development, SMS program implementation, security advancements, Safety 1st training and education enhancements: all are areas of growth where you will see NATA become even more involved. Our industry is also about making connections, facilitating critical medical and rescue missions, enabling commerce, and providing valuable services to the aviation community. More importantly, it’s about the people—those who provide the vital services on the field and in the office, those who provide support and train- ing for these companies, and those who advocate for aviation businesses—everyone is critical to the aviation ecosystem. We need to continue to highlight the faces of these stakeholders and devotees, hear their ideas and concerns, and amplify their voices and stories. Partnerships are important to you. How do you see collaboration as a catalyst for industry improvement? I stand behind the power of partnerships—with the most important partners being our members and our staff. We also see other associations and stakeholder groups not as competition, but as partners. NATA has expe- rienced great success through industry collaborations that enhance business aviation’s sustainability, safety, security, engagement, and other areas of impact. Going forward, I would like to see us collaborate even more with industry stakeholders like AAAE, HAI, NBAA, and others. We each bring a unique perspective and new con- nections to move the needle forward on a range of avia- tion challenges and opportunities. We also all bring our passion for advancing the industry and providing invalu- able service to our members. In 2023, we will continue to work with industry and governmental stakeholders on building a pipeline of skilled talent across all aviation job responsibilities, securing an unleaded future for piston aircraft, increasing SAF proliferation and acceptance, preventing illegal charter operations, raising aware- ness of human trafficking, and advancing AAM through infrastructure planning, implementation, and support. We’ll continue to make connections with associations and groups that enable joint events and conferences, maximizing member time spent away from the office and leveraging expanded networking opportunities. Continued on page 7
