Sheryl Barden, CAM, is CEO of Aviation Personnel&nbsp;International, the longest-running recruiting and HR consulting firm&nbsp;exclusively serving business aviation. A thought leader on all things&nbsp;related to business aviation professionals, Barden is an NBAA CAM Fellow&nbsp;and formerly served on NBAA’s board of directors and its advisory council.

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Sheryl Barden

At NBAA-BACE last month, I was delighted to moderate an aviation maintenance panel that tackled a pressing issue: how to retain talented maintenance professionals in an increasingly competitive industry.
The numbers are sobering. Boeing projects that aviation will need 716,000 new maintenance technicians worldwide over the next 15 years. At the same time, 36% of today’s workforce is nearing or beyond a typical retirement age. So the challenge isn’t just about recruiting new talent; it’s about keeping experienced technicians engaged before they walk out the door.
I had the honor of moderating this discussion alongside four maintenance leaders: Ed Chitren, director of maintenance (DOM) for a Part 91 flight department; Andrew Cosgrove, senior manager of aviation maintenance at Walmart; Bill Hart, Verizon flight department DOM; and Cobi Lane, v-p of production at Duncan Aviation.
Together, we explored challenges and solutions around mentorship, compensation, and work-life balance. We also discussed the role of technology in shaping aviation maintenance.
<h2>Balancing the Golf Bag of Skills</h2>
To kick off the discussion, I shared a metaphor that perfectly illustrates the challenges of maintaining a strong team. Imagine that each DOM has a golf bag and every day he or she has to play a full round of golf. Some bags are full of specialized clubs, while others are missing key tools, forcing technicians to improvise.
Andrew “A.J.” Cosgrove, who works with a corporate maintenance team of 28, has a proverbial half bag of clubs. On a good day, he has access to a driver, a putter, an iron, and maybe a pitching wedge or a sand wedge. With a limited supply of clubs, his team must make adjustments to make things work.
Meanwhile, Duncan’s Lane, who oversees 400 technicians, has a fully stocked golf bag. His technicians can specialize in their roles, enabling them to focus on what they do best. “It’s like having the perfect club for every shot,” he explained.
Conversely, Chitren and Hart have much smaller departments, with just three and 11 maintenance techs, respectively. They don't even carry a bag! “We’re playing with one seven iron and it’s a utility club,” Chitren said with a laugh. “Every technician has to handle multiple roles, whether it’s teeing off or putting or getting out of that sand trap. And everything in between.”
This analogy captures the reality that many Part 91 flight departments face. In smaller operations, every technician wears multiple hats. Losing even one person can leave the whole team struggling to make par.
<h2>Why Retention Isn’t Just About Compensation</h2>
A central theme of the panel was that money alone won’t keep technicians on board. As Chitren put it, “We’re problem solvers by nature, even when it comes to pay. We’ll rename job titles just to push through HR’s salary limits, but it’s not a long-term solution.”
Bill Hart echoed that sentiment. “A raise makes people happy for a day, but if they don’t feel valued, they’ll leave.”
Our discussion made it clear: Culture, mentorship, and quality of life are just as important as compensation. Hart noted, “Technicians today care as much about their schedule and work environment as they do about pay. It’s about finding balance.”
<h2>Mentorship as a Retention Strategy</h2>
One of the most powerful retention tools is mentorship. Chitren shared how his team supported a technician in earning his A&amp;P license. “We gave him 18 months to get certified, and now he’s one of our core team members.”
Lane described how Duncan’s apprentice program helps new hires transition into their roles. “We start them on an onboarding team for six to 12 months,” he said. “It’s not just about technical skills. We hire for attitude, and we teach the rest.”
Mentorship isn’t only about career advancement—it fosters loyalty and creates a sense of belonging.
<h2>Work-Life Balance as a Competitive Advantage</h2>
In a world where airlines and other operators often offer higher salaries, many corporate flight departments have a different edge: quality of life. “We can’t compete dollar-for-dollar with some operators,” Hart said. “But we offer something they can’t—stability, predictability, and a positive work environment.”
Cosgrove agreed: “When you give people a better schedule and a sense of purpose, they’ll choose you over more money somewhere else.”
This focus on work-life balance offers smaller departments a unique opportunity to retain talent, even in a competitive market.
<h2>Adapting To New Technology</h2>
The role of technology in aviation maintenance has transformed significantly. “Twenty years ago, we focused on mechanical skills,” Cosgrove explained. “Now, the most-used tool in our toolbox is a laptop.”
With aircraft becoming more automated, technicians need to be proficient in network connectivity, avionics, and software troubleshooting.
Lane emphasized the importance of cross-training: “Our technicians need to understand wiring systems and avionics. It’s not just about engines anymore—it’s about being able to work across specialties.”
<h2>Key Takeaways for Retaining Aviation Maintenance Talent</h2>
Mentor your team. Create personalized career paths and support technicians in their professional development.
Focus on quality of life. Offer stability, predictable schedules, and a positive workplace to keep employees engaged.
Pay competitively. When it comes to compensation, ensure you’re competitive in the market. Could you replace someone today at what they are currently being paid? That’s a good litmus test.
Encourage cross-training. Develop multi-skilled technicians who can adapt to changing needs.
Invest in technology training. Prepare your team for the future by emphasizing digital skills and avionics.
Build a talent pipeline. Partner with local A&amp;P schools and offer internships to attract the next generation of technicians.
<h2>Building a Culture That Lasts</h2>
As the demand for skilled technicians grows, flight departments must think beyond compensation to retain top talent. Culture, mentorship, and work-life balance are as essential as compensation in creating workplaces where people want to stay.
Managing a maintenance team can often feel like playing golf with a limited set of clubs. Larger departments might have the luxury of specialized technicians—one perfect club for every shot.
But smaller operations often rely on a single club, with every technician handling multiple roles. Success lies in making the most of what’s in your bag, ensuring that your team feels supported, valued, and engaged.
The opinions expressed in this column are those of the author and are not necessarily endorsed by AIN Media Group.

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