For years, directors of maintenance (DOMs) have been the unsung heroes of corporate flight departments. These professionals lead teams, manage budgets, negotiate contracts, make schedules, and oversee technical operations. They also serve as key liaisons with aircraft owners and company executives. Day in and day out, they’re in the hangar, ready to tackle whatever challenges arise.

But what if a DOM’s next step isn’t just about maintenance? What if it’s about leading the entire aviation operation?

Many DOMs already possess the skills required to step into a broader leadership role. The transition from DOM to director of aviation (DOA) isn’t about starting over—it’s about leveraging existing expertise to fulfill a more strategic capacity.

Today’s aviation leaders don’t have to be pilots to run a multimillion-dollar flight operation. In fact, the role is often so demanding that focusing on flying becomes nearly impossible. With their technical knowledge, financial acumen, and the ability to lead teams, DOMs are uniquely positioned to take on the top role in a flight department. Here’s why.

Leadership Skills

DOMs already know how to manage people, work with OEMs and vendors, and drive operational success. Leadership isn’t just about making sure maintenance schedules run smoothly—it’s about fostering a positive work culture, inspiring a team, and making strategic decisions that align with corporate goals. Strong aviation leaders set the tone for their departments, ensuring that employees feel valued, engaged, and motivated.

Many technical professionals excel at adapting, thinking creatively in dynamic situations, and finding solutions that ensure both trip success and business continuity. All key expectations of the DOA’s role.

Corporate Strategy

Aviation departments don’t operate in a vacuum—they are part of a larger corporate structure. DOMs who understand the business beyond maintenance can position themselves as strategic assets to the company. By aligning aviation operations with corporate objectives, contributing to executive discussions, and demonstrating business-minded thinking, DOMs become indispensable to leadership teams.

Business and Financial Acumen

Successful maintenance-turned-aviation leaders go beyond industry jargon—they communicate in business terms that resonate with executives. By translating aviation strategy into the language of corporate goals, vision, and mission, they position aviation as a strategic asset rather than just an operational function.

This business-first approach fosters stronger alignment with corporate leadership and secures aviation’s place within the organization’s broader success.

Managing maintenance budgets, overseeing capital expenditures, and making cost-effective decisions are already second nature to a DOM. These financial skills translate seamlessly into the DOA role.

A deep understanding of procurement, vendor management, corporate finance, and cost analysis ensures the team operates efficiently and remains fiscally responsible—reinforcing the department’s value to the organization.

Relationship Building

Aviation leaders don’t work in silos. They must communicate effectively with executives, pilots, maintenance crews, and external partners. DOMs already serve as the bridge between technical operations and leadership. Their ability to translate complex maintenance language into business terms fosters trust and credibility within the organization, positioning them as key decision-makers.

One East Coast-based senior director of aviation emphasized the importance of broadening perspective: “Investing time in inspiring our aviation team to embrace our organization’s greater purpose, vision, and values has been transformational. Leaders must stay self-aware, step beyond the maintenance silo, and understand how aviation supports the business. A servant leadership mindset, combined with a focus on positive impact, creates opportunities for both current success and future growth.”

By demonstrating their ability to connect aviation operations with corporate priorities, DOMs strengthen their influence and position themselves for executive leadership.

A DOA isn’t just responsible for daily operations—he or she must also shape the department’s future. This includes optimizing resources, enhancing efficiency, and staying ahead of industry trends. DOMs who already track regulatory compliance, risk management, and emerging aviation technologies have the foresight necessary to guide a department’s long-term strategy.

The aviation industry is constantly evolving, and the best leaders are those who stay ahead of the curve. DOMs who pursue higher education and additional certifications, attend industry conferences, and engage in continuous professional development position themselves as forward-thinking executives. Their ability to adapt and grow makes them valuable assets in leadership roles.

Rethink the Traditional Path to Aviation Leadership

When searching for your next director of aviation, please do not overlook your director of maintenance. There are at least 15 current—and quite successful—department leaders who started with maintenance backgrounds. They each bring unmatched operational insight and problem-solving skills to the top role. It’s time to challenge the outdated belief that aviation leaders must be pilots.

And for those DOMs who are ready to take the next step, focus on the strengths you already have—and hone them. Strengthen your communication, strategic thinking, emotional intelligence, and vision-casting skills. Inspire confidence in your team while leveraging your deep operational expertise, risk management abilities, and problem-solving experience.

A DOM can absolutely step into an executive role. After all, success isn’t just about technical know-how—it’s about leading, influencing, and aligning aviation operations with the broader goals of the enterprise.

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

The opinions expressed in this column are those of the author and are not necessarily endorsed by AIN Media Group.