Ain't no Ocean wide enough
When i started at EAT there was a building shell...
...shortly after we began with simple things like hiring , training, tooling, vehicles and docking stations for aircraft. The first years where mesmerizing, with hundreds of people joining the team. I remember the night we started the operation, as it was a stirring moment, same as a hard drop in on a rave festival where thousand of people start to dance when the base kicks in.......
Building a CAMO with AOC and an aircraft maintenance organization at the same time from scratch, makes it the best moment to take all the known good things from before but add it up with something new. Hiring staff and train them for a entire new CAMO and Part-145 environmentwas challenging ever since.
Coaching people and learning yourself during such phase was the most satisfying.
while sticking to the theoretical start up i quickly moved on to Maintenance Operation Control management, was added up with the reorganization of the entire line maintenance station management and consequently took responsibility for all station and maintenance contracts.
Eventhough i perceived a high pressure i could enjoy the impact that i had on the performance and the quality with my teams, colleagues and actions.
Staff selection and training was obviously one of the biggest parts in this creation process. I did undergo myself multiple trainings and course to enhance myself and definitely learned the most on and about how to define a job, evaluate the needs to fullfill such job and find the right people suiting the individual requirement that each job has.