The Aircraft Never Stops. What Happens When Passengers Can’t See It?

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When passengers take their seats on an aircraft, they usually notice only the cabin crew’s smile, the sound of the doors closing, and the runway outside the window. Few realise that just minutes before boarding, someone was underneath the aircraft with a flashlight, checking the brakes and landing gear or topping up the engine oil. Mechanics like Michal K. from the Slovak company Aeroengineers International (AEI) make sure the aircraft is in a safe condition and, whenever possible, that the flight departs on time.

Michal does much of his work when the airport is at its quietest – late in the evening or early in the morning. As an aircraft mechanic, he specialises in two of the most common aircraft types operating in our region: the Airbus A320 and Boeing 737.

While passengers are disembarking and the cleaning crew is going through the cabin, Michal takes over the aircraft from the flight crew. The first thing he checks is the aircraft tech log – the aircraft’s technical logbook, which for most aircraft is now available electronically. Technology has finally moved on; until relatively recently, this was literally a book filled in by hand. Pilots record everything there, from a minor lighting defect to technical anomalies that occurred during the flight.

“Sometimes it’s something trivial. Other times, a small detail can point to a much bigger problem. We can’t afford to underestimate anything,” Michal explains.

If he is working on an Airbus A320, he may also print out the Post Flight Report. The Airbus system provides a detailed list of messages and system warnings recorded during the flight – data that an ordinary observer might never notice, but which a technician can immediately use when assessing the aircraft.

A Routine That Must Never Become Routine

Michal opens the maintenance manual on his laptop and follows the prescribed procedure step by step. Every task has its own chapter, and every component has its unique identification. Even if he replaces an “ordinary” light bulb, he must record exactly which maintenance manual procedure he followed. This is accompanied by the relevant certification, signature and stamp.

Only then can the next pilot trust that the aircraft is ready.

Before departure, however, there is one crucial step: confirmation that everything complies with the applicable requirements – the CRS, or Certificate of Release to Service. This is the mechanic’s confirmation that the required maintenance has been completed and the aircraft is released back into service. At that moment, the signature of an appropriately licensed B1 or B2 certifying staff member carries personal responsibility for the work being certified.

“That signature isn’t just a formality. There is a real person behind that name,” Michal says.

There is often less than an hour and fifteen minutes between an aircraft’s arrival and its next departure. Around half an hour may be taken up by baggage handling, refuelling and cleaning. Then passengers start boarding again. Technicians are therefore literally working against the clock.

To minimise delays, aircraft operations are governed by a Minimum Equipment List (MEL), which specifies certain defects under which an aircraft may continue to operate for a defined period, subject to prescribed conditions. This allows some defects to be rectified later, when more time, the necessary parts or specialised tools are available.

Depending on the category and nature of the defect, rectification may be deferred for a specified period. Some less critical defects can remain deferred for an extended period, while other defects do not permit another flight at all – and it does not necessarily take an engine failure to keep an aircraft on the ground.

It may surprise you that something as small as a missing ashtray in a lavatory door can prevent an aircraft from being dispatched. Smoking on commercial aircraft has been prohibited for decades, yet the requirement remains for a very practical safety reason. What if someone secretly lights a cigarette and then throws the cigarette butt into a waste bin containing paper towels?

That is why the ashtray remains a required piece of safety equipment.

During a daily check, mechanics commonly top up oil, inspect lights, check wheel and brake wear, and visually inspect the condition of the aircraft structure. A daily check may take one mechanic approximately two hours, although several mechanics working together can significantly reduce the elapsed time.

Michal also appreciates ACARS – the Aircraft Communications Addressing and Reporting System – which can significantly improve preparation before the aircraft even lands. Among other functions, it enables operational and technical information to be exchanged between the aircraft and the ground. Depending on the aircraft and airline configuration, technical messages can be transmitted automatically, while the flight crew can also send information about a problem or request to teams on the ground.

“That means we can already be waiting at the stand prepared – with the tools and even the specific part we might need. Every minute counts.”

Not everything, however, can be resolved immediately. Manuals and approved operational documentation define exactly what is permissible and what exceeds the applicable limits. If, for example, a tyre is outside its allowable limits, the aircraft simply does not depart until the issue is rectified.

“You can’t cut corners when it comes to brakes or wheels. And a mechanic won’t sign something unless they are confident it is right,” Michal adds.

A large part of aircraft maintenance takes place directly on the airport apron – in winter, rain and strong winds. Hangars are generally used when the scope of maintenance requires the aircraft to be taken out of normal line operations for more extensive work.

And Then Night Falls

The final arrival of the evening opens a window for another series of checks. This is usually when the aircraft remains on the ground for several hours, creating an opportunity for troubleshooting – a more detailed investigation and rectification of defects that can be deferred in accordance with the applicable maintenance and operational requirements and for which there was not enough time during the day.

The number of mechanics on a shift depends on the number of aircraft as well as the airline’s requirements.

But aircraft maintenance is not supported only by the person carrying the toolbox. Behind every mechanic stands an entire system involving dozens of other people. Production Planning coordinates manpower, maintenance activities and parts. The Training Department monitors licences, qualifications and their validity. Safety and Quality teams oversee compliance with the regulatory requirements established by the European Union Aviation Safety Agency (EASA).

Reliability and trust are precisely what the Slovak aircraft maintenance company Aeroengineers International (AEI) has built its reputation on. The company has become a maintenance partner for airlines including Austrian Airlines, Lufthansa, Wizz Air and Ryanair.

As AEI Technical Director Matej Pecek puts it: “In aircraft maintenance, time matters. But trust matters even more. That’s why we save one and build the other.”

Aircraft maintenance is not something you see from the departure hall. You cannot see it from seat 14A either. But every morning, when the gate opens and an aircraft takes off, behind that departure is a series of decisions, inspections and signatures.

And often, there is someone like Michal – who stayed behind under the apron lights after the final arrival of the evening, making sure that just a few hours later, the aircraft could safely take to the skies again.

Growing Together: From B1 Engineer to Building AEI’s RMO Station

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In the interview with Viktor Atanasovski (RMO Station Manager, Chișinău), you will learn:

• How his journey with AEI began in 2017
• What he values most about working at AEI
• The moment that convinced him he wanted to stay with AEI for the long term
• The professional milestones he is most proud of
• How AEI has shaped not only his career but also his personal life

How did you get into AEI?

Viktor: It was January/February 2017 and during my businesses trip in NewYork I saw on the net job opportunity for B1 Engineers posted by AEI and luckily I decided to apply and join the team by mid March.

What do you enjoy about working for AEI?

Viktor: Well established system of procedures and rules, human attitude towards each others and each situation, freedom and flexibility in bringing right decisions which are appreciated by the superiors afterwards.

What do you think about the company/your colleagues?

Viktor: Highly respected relationships between all colleagues especially from BTS head quarter team, mainly “working together” and “right people” slogans are well implemented inside the company.

What has surprised you at AEI that you hadn’t experienced before?

Viktor: My very first interview meeting when Company CEO picked me up from the airport and spent all day long with me, that was the moment when I understood that I will stay for a longer in the AEI family!

Which project or task at AEI are you most proud of?

Viktor: First engine change in RMO station on A320 aircraft, constant growth of RMO station especially after year 2023.

Which skills do you consider essential in your work?

Viktor: Logic, Predictive, Proactive, Precaution, Technical, Responsibility.

What’s the story you will never forget that happened during your professional life at AEI?

Viktor: My professional life in AEI changed also my private life giving me opportunity to start work in RMO where I had luck to meet my life partner my wife and together we have two wonderful kids.

Pandemic period when everything was improvisation to survive and stay on the market where we all together satisfactorily managed it.

Safety Starts with People

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Aircraft don’t make mistakes. People do. And that is exactly why the “Safety Champ” campaign, inspired by the FAA, was created.

​Every aircraft takes off only after countless decisions have been made long before departure. Most of them remain invisible to passengers. A mechanic decides to double-check a completed task. A colleague speaks up about something that does not seem right. A team asks one more question instead of relying on assumptions. None of these moments will ever make the news. Yet they are precisely why aviation remains one of the safest industries in the world.

At AEI, we believe that safety does not begin when an aircraft leaves the ground. It starts much earlier — with people. And this very idea gave rise to Safety Champ.

Safety is more than procedures

Aviation is built on clearly defined procedures, manuals, and regulations. They provide a solid foundation for safe operations and ensure that every task is performed correctly and consistently. However, even the best procedures cannot prevent every mistake.

Behind every maintenance task, inspection, or technical decision is a person. People communicate, make decisions, work under pressure, deal with unexpected situations, and sometimes face fatigue or distractions. These human factors influence safety every single day.

Technical knowledge keeps aircraft in the air. Human behaviour keeps operations safe.

That is why developing technical expertise alone is not enough. A truly strong safety culture is created when we also develop behaviours, attitudes, and the way we make decisions.

What is Safety Champ?

Safety Champ is AEI’s long-term educational campaign designed to strengthen safety culture by developing human skills. It is not another mandatory training course or a one-off presentation.

It is a long-term programme built around short, practical topics that not only our employees but also aviation enthusiasts can immediately apply in their everyday work — or simply use as an opportunity to learn something new.

Every two weeks, we will introduce a new topic inspired by real-life situations from aviation practice, encouraging discussion, experience-sharing, and continuous improvement.

The goal of Safety Champ is to help every member of our team make safer decisions, communicate more effectively, and contribute to an environment where safety is everyone’s responsibility.

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It’s not about finding someone to blame. It’s about making better decisions.

Nobody comes to work intending to make a mistake. Most incidents do not happen because people do not know how to do their jobs. They happen under the influence of pressure, assumptions, interruptions, miscommunication, or natural human limitations.

That is why Safety Champ focuses on behaviours that help prevent risks before they turn into incidents.

We will explore topics such as:

• Accountability — taking ownership before someone else points the finger
• Communication — saying out loud what we might otherwise keep to ourselves
• Self-Motivation & Leadership — maintaining high standards even when no one is watching
• Responsibility & Teamwork — what it really means to have each other’s backs, not just formally
• Problem Solving & Decisiveness — making decisions even when you do not have all the information
• Working Under Pressure & Time Management — what you do when deadlines and doing the job properly come into conflict
• Flexibility, Negotiation & Conflict Resolution — handling disagreements without allowing them to become bigger problems

These are not merely “soft skills.” In aviation, they are skills that directly affect safety.

What does Safety Champ look like in practice?

A mechanic notices a detail that does not seem right and decides to perform one more check. A colleague chooses to ask a question rather than remain silent. A manager thanks an employee for reporting a near miss because learning from it matters more than finding someone to blame. A team openly discusses a mistake to find a solution and prevent it from happening again.

It is precisely these everyday situations that create a strong safety culture. The Safety Champ campaign helps turn the right decisions into natural habits.

A culture that keeps evolving

Safety is a way of working that is demonstrated every day through hundreds of small decisions, conversations, and actions. That is why Safety Champ will regularly introduce new topics that encourage continuous learning, experience-sharing, and improvement together.

Each new topic is another step towards strengthening the behaviours that protect our colleagues, our customers, and every aircraft we work on.

Safety starts with people

At AEI, our values — Passion, Discipline and Working Together — are more than just words. They are reflected in the way we approach every aircraft, every customer, and every decision. Safety Champ is a natural extension of these values.

Because the safest organisations are not those where people never make mistakes. They are the organisations where people communicate openly, take responsibility, continuously learn, and help one another make the right decisions.

Discover Safety Champ and see how we are building a stronger safety culture at AEI — one right decision at a time.

www.aeisafety.sk

Building More Than an MRO Company

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In this interview with Branislav Cifra (CEO & Accountable Manager) and Róbert Piľa (CEO), you’ll discover:

• Why quality and safety are the responsibility of every employee – not just the Quality & Safety Department.
• What Branislav Cifra took away from Good to Great and how it shaped AEI’s philosophy.
• Why AEI doesn’t aspire to be just another supplier, but a long-term partner to its customers.
• How the founders’ contrasting personalities have created a successful partnership that has lasted for nearly 30 years.
• Why the founders believe that technical expertise alone is not enough to build a successful business.

What were your beginnings in aviation like?

Braňo: Ever since I was a child, I wanted to be around aircraft. At first, I dreamed of becoming a pilot—just like many people who work in aviation today. However, when I graduated from secondary school in Trenčín, the pilot training programme was not opened that year, so I chose the path of an aircraft mechanic instead. I look back on those days very fondly because it was a fantastic environment—we were surrounded by aircraft, hangars, and experienced technicians every single day.

Robo: It was quite similar for me. I wanted to become a military pilot, so I enrolled in the CVO 430 programme at the Military Secondary School, specializing as an Aircraft Technician. The programme focused on aircraft maintenance, repairs, and technical inspections, giving students a comprehensive understanding of aviation engineering. My plan was to continue my military career as a pilot. However, after completing my aircraft technician training, I was informed that, due to the high cost of pilot training, there was no guarantee I would ever progress to a pilot position.

Your paths crossed at a very young age—you met in the military when you were just 18 years old. How did that happen?

Braňo: After graduating from school in Trenčín, I continued my studies at another military aviation school specializing in the maintenance of military aircraft. That was where I met Robo. After completing our military education, we were both assigned to the same air base in Malacky.

At that time, following the split of Czechoslovakia, Slovakia still had a strong military aviation sector. However, it gradually underwent major restructuring, aircraft types were phased out, and flight operations became increasingly limited. What had once felt like the reality of Top Gun slowly turned into routine and, eventually, frustration, as flying activities declined, experienced professionals left the military, and our vision of military aviation gradually began to fade.

Robo: That was a turning point for us. I left the military in 2003 because it had become clear that aviation was heading in a different direction and there was less and less room for the kind of work we wanted to do.

Braňo: I left a year later. By then, the job no longer fulfilled me. We were working on aircraft types that no longer inspired us, and everything had changed.

What happened after you left the military?

Braňo: For a while, our professional paths went in different directions. I moved into commercial aviation as an aircraft mechanic, while Robo entered the commercial sector through real estate.

Towards the end of 2009, our paths crossed again by chance, and in January 2010 we founded Aeroengineers International (AEI).

Robo saw an opportunity to invest, and I knew I couldn’t build something meaningful without the right partner. We agreed that we wanted to create our own company—a place where we would work alongside people who genuinely loved what they did and where we would strive to build an ideal environment in which quality would never be compromised and meaningful rules would always be respected.

On top of that, thanks to my first business venture—which unfortunately did not succeed—we still had an open door with Lufthansa Technik. We seized that opportunity and built AEI on both the experience we had gained and the lessons we had learned from our previous mistakes.

Robo: We never wanted to build a company that would be “for one-time use.” We wanted to create something that would continue to grow and thrive even without us one day.

The military also gave us two invaluable qualities: the ability to perform under pressure and a strong sense of teamwork. We often had to step in for different specialists—one mechanic was capable of working on several aircraft systems. That’s quite common in military aviation but much less so in civil aviation. That versatility eventually became one of our competitive advantages.

I made the translation sound natural for an international business audience while preserving the original meaning and tone.

What are the core values your business is built on?

Braňo: About a year after we started the company, we found ourselves facing the possibility of shutting down. Whether I liked it or not, I had to take a hard look at myself and understand why my first company had failed. I also realized that the situation our second company was in was entirely my personal responsibility.

That was when it truly hit me: if you have the authority to make decisions that affect an entire company, you must also take responsibility—not only for its successes but equally for its failures.

Until then, I couldn’t understand why the outcome always seemed to be the same. We started both companies with good intentions, yet both turned out very differently from what we had expected. That’s when I realized that managing a business requires far more than the technical perspective we had as aircraft mechanics.

So I began searching for answers. I started reading books and articles on management and economics, trying to understand what we were doing wrong.

Jim Collins and his book Good to Great had a profound impact on me, as did many other thinkers, including Peter Drucker, who is widely regarded as the father of modern management.

After reading their work, we came to a clear conclusion: passion, discipline, and working together would become the pillars of our company.

These are not just nice words. They guide how we select people for our team and how we make decisions every single day. Over time, we realized that the principles on which every company should be built are actually quite simple. The real challenge lies in putting them into practice.

It’s an ongoing journey of learning, experimenting, making mistakes, and improving. And if you persevere long enough, success eventually follows.

Robo: Braňo always says we’re looking for the right people—and it’s not just a cliché. Passion and the desire to do great work have to come from within. Discipline keeps you on course, and working together is what makes you part of a team. Character isn’t something people learn in a training course—you either have it or you don’t.

How would you summarize your vision in one sentence?

Braňo: To be a trusted and respected MRO partner that combines technical expertise with a human approach, balancing heart and reason—with a touch of playfulness, because business should have room for that too.

What motivates you to keep moving the company forward?

Braňo: We want to leave behind something meaningful—not just a company, but a community of people who share the same vision and understand that what they do creates value for customers, employees, and society as a whole.

We want our know-how, our team, our way of working, and the system we’ve built to remain in place. A system that continuously creates value for customers, employees, and the wider community. We don’t want the company to disappear simply because the two of us are no longer here one day.

People sometimes ask why that matters to us if we won’t be here ourselves. Our answer is simple: if the people who founded companies more than a hundred years ago hadn’t thought beyond themselves, none of us would enjoy the quality of life we have today.

We believe we owe something to the generations before us, and we also have a responsibility to contribute something to those who come after us. Perhaps that’s a little idealistic, but we’re both driven by what we genuinely believe is right.

Robo: Exactly. We’re looking for our successors—people who will one day take on the responsibility and continue building what we’ve started. They may even take it in a different direction, but with the same philosophy.

Braňo: And that philosophy is a far greater motivation for us than any specific revenue target or financial result. We believe business success is ultimately a by-product of a well-functioning system built on the right values. If a company consistently lives by those values, success should naturally follow.

How does AEI aim to stand out from other players in the market?

Braňo: Through our flexibility and determination to overcome challenges. We know how to adapt to our customers’ needs without ever compromising on quality. We also believe that every problem has at least one solution—and finding it is largely a function of the time and effort you’re willing to invest.

Robo: We don’t want to be just another supplier. We want to be—and we are—a true partner to our customers. We understand their needs and communicate with them not only as technical experts but also on a human level. I believe that’s something they genuinely appreciate.

What are you most proud of as a company in terms of expertise and services?

Braňo: That we built something from scratch that now employs dozens of people, serves satisfied customers, and creates value for society.

It’s not about replacing an aircraft engine—that’s simply our job. What truly matters is the positive impact we’ve had on the people around us, on those who are part of our company, and on the communities where we operate.

Robo: AEI is like a watch—you remove one gear, and the whole mechanism stops. Fortunately, we have a team that sticks together. That loyalty and team spirit are reflected in the quality of everything we do.

How do you approach quality and safety at work?

Braňo: Like any company—not only in our industry—we have strict control processes in place. At the same time, it’s important to emphasize that quality and safety are everyone’s responsibility, regardless of their role within the company.

It’s not just about having control processes; it’s about personal accountability. Sometimes a decline in quality happens as a chain reaction. Someone whose role is only indirectly related to a process overlooks their part, which creates additional work for someone else. Due to time pressure, that person may then overlook something that directly affects the quality of the service we provide to our customers.

Our control processes are essentially the framework and boundaries of our system—they provide the structure within which we all operate.

Equally important is working with the right people. We strive to reward them fairly and place them in positions where they can succeed. In many ways, it’s the same principle as our business success: it is the outcome of a system built on values that guide how people behave within it.

Without the right people, achieving quality and safety is extremely difficult. Thanks to our pillars, principles, and values, we know we can rely on our employees.

Robo: Quality and safety are two sides of the same coin. One simply cannot exist without the other.

What do you look for in the people you hire?

Braňo: For us, character is the most important quality. Technical expertise can be learned, but attitude and values cannot.

We’re proud to have people with diverse educational and professional backgrounds on our team. What truly brings us together is a shared set of values and the same mindset. Very often, that’s far more important than formal education.

Robo: I’d just add that we’re also looking for people with genuine passion for their work and the desire to do things properly. Most importantly, they need to genuinely identify with our philosophy—without that, it simply doesn’t work.

What advice would you give to a young person considering a career in the MRO industry?

Braňo: Stay curious. Ask questions. Observe. And never settle for mediocrity.

Always strive to build a better world, even though perfection will never exist. If you become comfortable with mediocrity, things will only get worse. But if you keep aiming for excellence, you’ll continue improving the world around you.

This industry needs people with open minds and genuine passion for what they do.

And remember—work is work, and hobbies are hobbies. Also remember that money isn’t everything. If it were, every wealthy person would be happy.

Robo: Don’t be afraid to start from the bottom and learn from everyone around you. Creativity is valuable, but it must always go hand in hand with responsibility.

How do you support the development of your employees?

Braňo: Beyond training programmes, we give people trust and the freedom to grow professionally. When people feel trusted, they take ownership and continue developing.

We encourage open discussion and try to lead with less direction and more transparency, support, and motivation. In return, we expect the same level of openness and responsibility from our people.

Robo: We don’t want anyone to feel like just another cog in the machine. Everyone has the opportunity to grow, learn, and bring forward their own ideas, knowing they will be listened to with respect and implemented whenever possible.

Where would you like to take the company over the coming years?

Braňo: We want to expand into additional maintenance segments and further strengthen our international presence.

We’re launching operations in new destinations. Last year, we established a new operation in Norwich, United Kingdom, and in 2024 we became the majority owner of the Czech company HeliBuddy, which specializes in helicopter maintenance.

Robo: Alongside our expansion, we want to preserve our personal approach and strong team spirit. That’s what truly sets us apart from large, impersonal corporations.

Last year, AEI celebrated its 15th anniversary. What does this milestone mean to you personally?

Braňo: To me, it’s proof that even when the beginnings are difficult, perseverance and the right people can build something that lasts. I also believe that in another fifteen years, AEI will be in a completely different place, creating an even greater positive impact than it does today.

Robo: For me, it’s also a great opportunity to look back and thank our colleagues, business partners, and our families. None of this would have been possible without them.

Your long-standing friendship has grown into a successful business partnership. Do you have a recipe for making it last?

Braňo: I think it’s like any good relationship—opposites attract. Robo and I simply found each other.

I don’t think it would be fair for us to pretend we have a formula for finding both a great friend and a great business partner. It simply happened, and we’re both incredibly grateful for it.

If I were to offer one piece of advice, though, it would be this: be a little less stubborn and a little more understanding. The world isn’t about any one of us individually—it’s about all of us. Living and working together is ultimately about compromise. Perhaps that mindset can help others find greater satisfaction in their professional lives as well.

Robo: Exactly. Braňo and I have completely different personalities, and that’s precisely our strength. I’m more impulsive, while Braňo is calmer and more thoughtful. We balance each other out, and I believe that’s the main reason why our friendship has lasted for almost thirty years—and why our business partnership has been successful for so many years as well.

Building AEI, One Challenge at a Time.

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In this interview with with Jakub Brunovský, Head of Sales Department you´ll learn:

• How AEI grew from a small company into an internationally respected business.
• Why Jakub has stayed with AEI for 15 years and what continues to motivate him.
• What makes the aircraft spare parts business unique and why it matters.
• What makes AEI’s company culture special and why people come first.
• What challenges lie ahead for aviation, including AI and the importance of know-how.

You’ve been part of AEI for 15 years. What do you remember about your beginnings at the company?

Let me start even earlier. Braňo Cifra (CEO) and I worked together for the same airline for three and a half years. When he decided to start his own company, he called me and said he wasn’t sure if it would succeed, but asked whether I’d like to join him. I said yes, and today I’m the longest-serving employee after the company’s founders.

In the early days, we built everything from the ground up. My role was to establish the Production Planning Department. That meant making sure our maintenance operation—at the time supporting Wizz Air in Romania—had the right number of mechanics, spare parts, and tools in the right place at the right time. We were also the customer’s single point of contact. I started on my own, but over time the team grew to five people, and we became a 24/7 operation with a strong reputation among our customers.

How has your role evolved over the years?

 After three years, I felt it was time for a new challenge. We saw an opportunity to expand beyond maintenance into spare parts sales and logistics support, so we established the Sales Department, which I still lead today.

What has motivated you to stay with one company for so many years?

From the very beginning, I appreciated the opportunity to grow, the trust I received from the company’s founders, and the chance to build my own team of people I genuinely enjoy working with.

How has the company changed over the years?

It has grown tremendously—in size, in the range of customers we serve, and in the markets where we operate. What hasn’t changed are our values: treating both employees and customers with fairness and respect.

Today, you lead the Spare Parts Sales Department. What are the main responsibilities of your role?

I see my responsibilities on two levels. The first is towards my team of eight people. My goal is to provide stability and create an environment where they enjoy coming to work, while also supporting colleagues across the company. The second is commercial. I’m constantly looking for secure business opportunities that will help AEI grow faster than the competition.

What are you most proud of in your career?

I’m proud that we’ve grown from what felt like the very bottom sixteen years ago into one of the top 1% of the largest companies in Slovakia—and we achieved it fairly, honestly, and through hard work.

How would you describe AEI’s company culture?

AEI is a place where people can truly be themselves and openly express their opinions, even when those opinions are critical. When we recruit new colleagues, we don’t just look at their CV—we also want to see whether they’ll fit into the team. Every candidate meets the entire team during the interview process so we can get a sense of how well we connect. It works, and it’s one of the reasons I genuinely look forward to coming to work every day—even after returning from vacation.

Do you have a memorable story that you’ll never forget?

Yes, there’s one that perfectly represents what we do. We once managed to source a spare part manufactured in 1972 for a Boeing 737 Classic. It was the only available unit left anywhere in the world, and nearly 50 years after it had been produced, it still played a critical role in keeping the aircraft operational. Had we not found it, that particular Boeing would never have flown again.

Today, it’s not unusual for the phone to ring and for companies like American Airlines or Air New Zealand to be on the other end, looking for a highly specific aircraft spare part. Thanks to our expertise and our global network, we’ve become one of only a handful of companies in the world able to provide exactly what they need. A few years ago, we could hardly have imagined that. Today, it’s a reality—and proof that AEI’s name carries weight.

What are the biggest challenges in your field?

I believe the biggest challenge is preserving our know-how and the added value we provide so that our work cannot simply be outsourced or replaced by AI. We have to stay several steps ahead at all times.

What has this job given you, both professionally and personally?

Aviation is a childhood dream come true for me. As a boy, I collected airline timetables and books about aircraft. It’s an industry where people know each other, respect each other, and leave their egos at the door. AEI is the reason I came to Slovakia 15 years ago—and, so far, the only reason I’ve stayed.

The Numbers Matter. The People Matter More.

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In this interview with Michal Kvaka, Chief Financial Officer (CFO), you’ll learn:

• Why AEI’s values convinced an experienced CFO to join the company.
• What goes on behind the scenes of finance in a fast-growing aviation company.
• How finance, engineering and teamwork come together in everyday operations.
• How the HeliBuddy project and AEI’s expansion into the UK are progressing.
• Where Michal Kvaka sees AEI in ten years and which trends will shape the future of the aviation industry.

What made you decide to join AEI in 2024?

The conversations I had with Braňo (CEO). Those discussions were the deciding factor for me because I realized how important the company’s values were. At first, I thought they were more of a “nice slogan,” but over time I saw that Braňo genuinely lives those values every day together with the entire team. That level of authenticity and integrity really resonated with me.

Have you always been interested in aircraft and aviation?

Yes. Although my background is in finance, I became involved in aviation about 16 years ago. I entered the industry by coincidence, but it completely drew me in, and I’ve been passionate about it ever since.

As someone joining the company from the outside, what was the first thing you noticed about AEI?

The first thing that stood out to me was the less formal organizational structure. Compared to larger companies, where responsibilities and positions are very strictly defined, AEI is much more flexible. There is a strong emphasis on collaboration, and that was something I felt immediately. The company culture is truly unique.

What was your first day at AEI like?

My first day wasn’t exactly typical because I started working from home. At the time, we were selecting an external accounting and financial services provider, so that largely shaped my introduction to the company. Once I came into the office, I went through onboarding and had the opportunity to get to know the team.

And what does a typical day look like for you now?

There really isn’t a typical day. My role is very project-oriented, and every day brings different priorities. Whether it’s financial analysis, KPI management, or preparing data, there’s always something new to tackle. My morning can look completely different from my afternoon, and that’s exactly what I enjoy most.

Today, your role goes beyond being CFO, as you’re also involved in new projects such as HeliBuddy and AEI’s expansion into the UK. How would you describe that combination?

It’s incredibly exciting. We’re not focused solely on our core business—we’re constantly looking for new opportunities. Projects like HeliBuddy and our UK expansion are natural steps in our growth journey. They allow us to enter new markets, broaden our expertise, and continue developing as a company, which I find very rewarding.

Can you tell us what stage these projects are currently in?

In the Czech Republic, HeliBuddy has already obtained the required approvals and is now in the implementation phase. We’re actively working on acquiring new customers and expanding our services. In the UK, we’re still at an earlier stage, but we expect to significantly expand our presence during 2026.

In your opinion, what does the ideal collaboration between finance and technical teams look like in the MRO industry?

The ideal situation is when technical and finance teams agree on which performance indicators really matter. Almost everything can be measured, but the key is identifying the metrics that genuinely support the business. Open communication between these teams is essential for improving both productivity and efficiency.

Where would you like to see AEI in ten years?

In ten years, I’d like us to have fully optimized the processes we’re still refining today. I hope to see a larger company that has managed to preserve a strong team, close collaboration, and the spirit that defines AEI.

Which trend do you believe will have the greatest impact on the future of the MRO industry?

The pandemic showed us just how much an unexpected event can affect the entire aviation industry. While it’s impossible to predict every future trend, one thing is clear: the continued growth of air travel will remain a major driver. People’s desire to travel is stronger than ever, and we’re already seeing that reflected in the increasing demand for aviation services.

AEI is built on three core values: Discipline, Passion, and Working Together. Which one is closest to you, and why?

Working Together is definitely the value I relate to the most. The strong team spirit at AEI is something that immediately appealed to me.

How is AEI’s company culture different from the places you’ve worked before?

AEI’s culture is genuinely unique. Even as the company continues to grow, it never loses sight of its team spirit. Everyone has the opportunity to contribute and make an impact, which is incredibly motivating. Seeing that the company’s values are truly lived—not just written on paper—was one of the main reasons I decided to become part of AEI.

What do you think keeps the company together, especially during periods of growth and change?

The values we share are the foundation. Growth naturally brings change, but it’s important that we never lose what makes us strong—our teamwork and our willingness to support one another.

Which moment at AEI has stayed with you the most so far?

For me, it’s definitely the launch of the HeliBuddy project. We started it with the ambition of entering a completely new market, and today we’re already seeing tangible results. Those achievements, even the smaller ones, are incredibly meaningful because they show we’re moving in the right direction.

If you had to explain in one sentence why it’s worth being part of AEI, what would you say?

Being part of AEI means being part of something that creates real value and has a genuine impact—and that’s something you shouldn’t take for granted.

Behind AEI’s success are not coincidences. It’s the people.

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Behind AEI’s success are no coincidences. There are people. Read our interview with AEI’s Chief Operating Officer, Ľuboš Záborský, and Chief Technical Officer, Matej Pecek.

In this interview, you’ll learn:

• How Matej and Ľuboš built their careers over more than a decade at AEI.
• Why maintenance is at the heart of AEI’s success.
• Which innovations are changing aircraft maintenance today.
• How AEI handled one of the most challenging periods in aviation.
• What makes a strong team and why shared values matter.

You have both been with AEI for more than 10 years. What has your professional journey looked like from the day you joined until your current position?

Matej: I joined AEI in November 2011 as a Station Manager. It was a combined role – I was responsible for the operation of our station in Timișoara while also working as a non-certified aircraft mechanic.

When this position was being phased out, Branislav offered me a role at the head office, where I became Chief Technical Officer (CTO). Later, I joined the Bratislava Operations (BTS OPS) team while continuing to serve as CTO.

Around 2017, following several organizational changes, I moved to the Quality Department, first as Deputy Quality Manager and later as Head of Quality. In 2023, I returned to the role of CTO. This year marks my 14th year with the company. Yes, there have been many changes, but they have always happened naturally and as part of the company’s growth.

Ľuboš: I joined AEI at the end of August 2012 as a PPC Officer, working a seven-days-on, seven-days-off shift pattern.

When PPC operations transitioned to 24/7 coverage, the Bratislava Operations Department was established, and Matej and I both became part of it. Over time, my responsibilities expanded, and I eventually became Chief Operating Officer (COO). Besides overseeing operations, I gradually took on customer communication, invoicing, and contract negotiations.

Together with Matej, we’re among the company’s “old hands.” We’ve worked across most of AEI’s stations and have seen how the company has evolved from the ground up.

How would you describe the role of the Maintenance Department within AEI’s overall operations?

Matej: Maintenance is the cornerstone of our company. Without it, most of our other departments wouldn’t be needed, and many of the additional services we provide would be much more difficult to deliver.

Branislav likes to joke that 95% of all problems come from the Technical Department. But that’s perfectly understandable because the Technical Department deals with almost everything that matters – from customers to mechanics.

Ľuboš: And now, seriously. Our department’s responsibility is to ensure we have the right people, the right tools, the right materials, and the right contracts with both customers and suppliers. My role is to connect all these pieces and make sure they work together efficiently.

Which technological or process innovations in aircraft maintenance are currently the most interesting to you?

Matej: Anything that genuinely helps us move forward. When I joined the company, we relied mainly on emails and Excel spreadsheets stored in Dropbox. Over time, we introduced our own intranet and various internal systems. I believe new technologies should always deliver real efficiency and save people time.

Ľuboš: I’m particularly interested in the use of artificial intelligence for searching technical documentation. If AI can help mechanics find the right procedures faster, it makes their work much easier.

Another major topic in our industry is tool tracking, making sure every tool returns exactly where it belongs after the job is done.

Matej: We’ve also experimented with drones for aircraft damage inspections. The idea is promising, but there are still many practical challenges. As a company, we see ourselves more as implementers than developers, so we prefer adopting proven technologies and putting them into practice.

What has been the biggest challenge you’ve had to deal with?

Matej: It’s difficult to choose just one. Whatever challenge we’re facing at the moment always feels like the biggest one. But they all have one thing in common: making sure the customer is satisfied.

Ľuboš: For me, it was definitely the COVID-19 pandemic.

At that time, most of our operations were based in Romania, while the majority of our employees came from Slovakia and the Czech Republic. Travel restrictions made everything much more complicated, but the aircraft still had to remain airworthy. Some of our colleagues stayed at the base for as long as three months without rotation. Besides staffing, we also had to manage the complex logistics of transporting tools and materials.

What do you consider the key moments that have shaped your career at AEI?

Matej: Definitely my first meeting with Branislav. It was open, honest, and straightforward. Beyond that, every major challenge we’ve faced has helped me grow professionally.

Ľuboš: From the very beginning, I appreciated that the company had clearly defined values — Passion, Discipline, and Working Together — and, more importantly, that it genuinely lives by them.

What do you enjoy most about your work?

Matej: Seeing processes work better than they did before. Sometimes the improvements are small, but together they make a significant difference.

Ľuboš: I enjoy seeing things come together — signing a good contract, successfully completing a complex aircraft repair, or welcoming back a customer after some time away. Those moments are always rewarding.

What do AEI’s values mean to you personally?

Matej: They make my professional life easier. I know what’s expected of me, and I know my colleagues approach their work with the same mindset.

Ľuboš: I believe every problem has at least one solution, and our values help us find it.

In your opinion, what is the secret of a well-functioning team?

Ľuboš: Having the right people who share the same vision. If every team member is working towards a different goal, the team simply won’t succeed.

If you had to describe what AEI means to you in one sentence, what would it be?

Matej: Bringing together people who share the same values and making aviation more efficient.

Ľuboš: A strong team united by one goal: always doing more for the customer.

How AEI Earned Lufthansa’s Trust and Secured Wizz Air (Part III.)

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Even today, a few veterans at Bratislava Airport occasionally recall how, back in 2010, they helped their boss Branislav choose a proper coat. He was heading to Germany to personally present a young Slovak company to the renowned Lufthansa Technik Maintenance International. The goal was clear: to position the company as a provider of aircraft maintenance services on the international aviation market. And for that, one must dress accordingly.

They had already established contacts with the Germans. Branislav had written to Germany several times before, offering Slovak services to the company responsible for maintaining Lufthansa aircraft worldwide. It took time, but persistence paid off. Eventually, Hamburg responded and invited him to the headquarters. He must have made an impression, as he received a surprising offer: to provide line maintenance in Romania for a young, ambitious Hungarian low-cost carrier Wizz Air.

One Introduction That Changed AEI Forever

This rapidly growing ultra-low-cost airline had already been known to Lufthansa since late 2009, as Lufthansa had been providing Wizz Air with valuable advisory support. They knew Wizz Air was preparing to open routes from Romania and needed high-quality aircraft maintenance, yet lacked the capacity to build its own demanding maintenance base. Lufthansa therefore introduced the new Bratislava-based company, Aeroengineers International (AEI), to Wizz Air. The partnership proved successful for all parties. AEI guaranteed 24/7, fast, and reliable service. A mutually beneficial three-way cooperation was born.

In August 2010, AEI opened its first line maintenance base for Wizz Air in Timișoara, Romania, followed within weeks by Cluj. Craiova, Iași, Sibiu, and Bucharest Otopeni followed. When Wizz Air launched flights from Yerevan, Armenia in 2020, gradually connecting the city to sixteen European destinations, it once again entrusted maintenance to the Slovak team.

Wizz Air had attempted to launch a route from Bratislava to Rome in 2009 but was unsuccessful. In 2015, it began operating from Košice, and the following year it returned to Bratislava. From late 2025, it has been expanding significantly there, with seventeen routes planned from the Slovak capital by spring 2026. AEI won tenders to maintain Hungarian-based Airbus aircraft, and Ryanair entrusted the maintenance of three Boeing 737 aircraft based in Bratislava to AEI- a partnership that continues today.

In 2017, Wizz Air opened operations in Chișinău, the capital of Moldova, flying to thirty-six European destinations. Slovak passengers might wonder why the airline focuses on relatively less affluent regions of Southern and Eastern Europe, while withdrawing from markets such as Abu Dhabi, certain post-Soviet countries, Vienna, the Czech Republic, and several major Western European hubs. The answer lies in the low-cost model. Unlike traditional carriers targeting wealthier clientele with business-class comfort, prime-time frequencies, hub connections, and onboard services, low-cost airlines emerged strongly after the fall of the Iron Curtain. They connected smaller regional airports, enabled labor mobility from East to West, offered affordable travel for students, and provided low-cost holiday options. They are flexible, quick to open new routes—and equally quick to close those that prove unprofitable.

Today, AEI operates at six airports across five countries. While some Romanian bases were eventually closed, a new addition to the portfolio since late 2025 is Norwich Regional Airport in the United Kingdom.

The company now employs around one hundred people. Over its fifteen-year history, AEI has employed Slovaks, Czechs, French, Hungarians, Italians, Spaniards, Croatians—even an Icelander and a Filipino living in Ireland. In Armenia and Moldova, AEI has trained and developed local personnel, meaning Slovak staff no longer need to travel there – reducing travel, accommodation, and per diem costs. These efficiencies contribute to the company’s performance. Last year, AEI reached a turnover of EUR 19 million.

Although the company primarily specializes in Boeing 737-800 Next Generation and MAX aircraft, as well as the Airbus A320 family – including the 239-seat A321neo – it also holds approval for hangar maintenance of Fokker 100 aircraft and Airbus A319 aircraft operated by the Aviation Unit of the Ministry of the Interior of the Slovak Republic, as well as their Leonardo AW189 helicopter. AEI is also authorized to maintain Embraer 170/190 aircraft and, in Bratislava, services 388-seat Airbus A330 aircraft operated by the Spanish airline World2Fly for winter charter flights to the Dominican Republic and Vietnam.

AEI continues to diversify its services strategically. It supplies airlines with certified spare parts and consumables, and together with partners, provides aircraft painting and post-maintenance weighing services. Weight control is critical in aviation – airports charge fees based on aircraft weight, and even paint selection or cabin configuration can influence overall mass. At Hradec Králové Airport in the Czech Republic, AEI established HeliBuddy, a company specializing in maintenance of Airbus Helicopters aircraft, aiming to become a strong partner for both civil and governmental helicopter operators in Central Europe.

When Good Intentions Aren’t Enough: The Turning Point That Shaped AEI  (Part II.)

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“Robo saw an opportunity to invest, and I knew that without the right partner it wouldn’t work,” recalls Branislav Cifra, CEO and Accountable Manager of Aeroengineers International (AEI), as he reflects fifteen years later on the restart of their project. “We told ourselves we wanted to build something of our own, to work with people who put their heart into what they do, and to create an environment where quality is never a compromise and meaningful rules are respected.”

Róbert Piľa, Board of Directors & CEO, adds that they never wanted to build a “single-use company,” but something that would grow and outlive them. While military discipline is often criticised or mocked, he says they carried two essential lessons from their army years into business: the ability to work under pressure and a strong team spirit. In the military, they often substituted for specialists, and one mechanic was capable of working on multiple systems. That was standard with military aircraft types, but rather exceptional in civil aviation. This versatility later became one of their competitive advantages.

The journey was far from smooth. After just one year, the company again faced potential end. Branislav had to reflect deeply on why his first business had failed. He realised that he bore responsibility not only for the direction of the new company, but also for every failure along the way.

“Until then, I didn’t fully understand why things turned out the way they did. In both the first and the new company, we had good intentions, yet the outcomes were completely different from what we expected,” Branislav says. He came to understand that good intentions alone are not enough to lead and manage a company. A purely technical, aircraft-mechanic perspective is insufficient. Their partner Lufthansa  recognised this and raised a warning flag. Branislav was given three months to prepare a turnaround plan for the company, after which it would be decided whether cooperation with their client Wizz Air would make sense.

At AEI, they realised that technical excellence alone was not enough. Being outstanding in maintenance services must be supported by effective management and solid economic performance. Branislav began studying intensively. Among the literature he explored, he was significantly influenced by the respected American author Jim Collins. His bestseller Good to Great, published in more than three million copies worldwide, explains how a good company can become a great one.

At AEI, they agreed that passion for work, discipline to stay on course, and working together that makes individuals part of something bigger are the pillars on which to build their team. Over time, they realised that the principles on which any company should stand are relatively simple. What truly matters is implementation – an ongoing process of learning, testing, and sometimes making mistakes. Success, however, eventually follows.

Both co-owners emphasise character when selecting new colleagues. “No course can teach that. Expertise can be learned, but mindset and values cannot. That’s why we are glad to have people with different educational backgrounds on our team, united by shared values and inner alignment. That is often more important than education alone.”

Their vision is to be a reliable and respected partner in the industry – combining expertise with a human approach, heart and reason, and even a touch of playfulness. Because that, too, belongs in business.

“We would like to leave behind something meaningful – not just a ‘company,’ but a community of people who know that what they do brings value to customers, employees and society as a whole,” explains Branislav. “We want the know-how, the team, and the way of working that functions as a system creating added value to remain. We don’t want the company to disappear simply because the two of us are no longer here. Some people ask why we care about what happens after we’re gone. But if companies founded a century ago had not thought that way, their successors today would not enjoy the quality of life they do. Perhaps it sounds naïve, but we are both rather emotional people and we act according to what we believe is right.”

Last year, during AEI’s fifteenth anniversary, they were asked how they differentiate themselves from other players in the market. According to Branislav, through flexibility and persistence in overcoming challenges. “We can adapt to our customers while maintaining quality. We believe every problem has at least one solution.” Róbert adds that they do not want to be just another supplier. They want to be  and are a partner. They understand their customers and can communicate with them not only technically, but also on a human level.

They are most proud of having built, from zero, a company that now employs around one hundred people whose work satisfies clients. It is not about replacing an aircraft engine – that is simply their duty. “What truly matters is what we have contributed to our surroundings and what it has meant for the people who are part of the company and the communities where we operate. A company is like a watch – remove one gear and it stops. Fortunately, our team holds together,” say the two co-owners. Their loyalty and cohesion are reflected in the quality of their work.

Dreams, Takeoff and Restart (Part I.)

Both were born in 1977. They did not know each other at the time, yet they shared the same boyhood dream. Branislav Cifra from Trnava wanted to become a pilot. So did Róbert Piľa from Bratislava. Both studied to become aircraft technicians – Branislav at the Secondary Vocational School of Aviation Technology in Trenčín, Róbert at the Military Secondary Aviation School in Košice.

Their first shared steps came only after graduation – first during military roll calls, and later on the local football field, where they played in their spare time. Róbert was finishing his fourth year when Branislav, after completing his studies in Trenčín, came to Košice for a course that would allow him to continue in the Armed Forces of the Slovak Republic as an aircraft technician. After finishing school, Róbert was assigned to Kuchyňa Air Base near Malacky, and a few months later Branislav was deployed to the same base after completing his course. As friends and colleagues, they reunited at the Su-25 squadron, working as aircraft technicians.

However, the division of Czechoslovakia brought unexpected changes to the lives of these young men. The once-strong Slovak Air Force gradually underwent reorganisations, aircraft types were phased out, flight operations were reduced, and many skilled professionals left. Branislav’s vision of becoming a “Top Gun” faded into routine, replaced by frustration as he watched talented colleagues move into civilian life. He says the job no longer fulfilled him, so in 2003 he left the military. Róbert had left a year earlier. Branislav found work as a mechanic with a private airline, while Róbert even ventured into real estate.

The Leap into Entrepreneurship

Times were changing, though. Civil aviation was expanding and creating new opportunities. During the first decade of the new century, many new airlines emerged not only in Slovakia but also in the Czech Republic, Hungary, Poland and Romania. These carriers needed reliable partners for various services – especially technical ones. Continuous maintenance, without which safe and reliable air transport cannot exist, was essential.

Large airlines have their own maintenance teams at major airports. Smaller airports with lighter traffic, however, require flexible companies capable of serving several smaller carriers – from rapid technical checks to scheduled interventions in accordance with prescribed maintenance programmes. That is why, in Bratislava, a group of mechanics began to form around the idea of establishing a maintenance company focused on older Boeing 737 Classic aircraft as well as the newer 737 Next Generation models, which were increasingly present in Slovakia.

“The idea emerged spontaneously among people who had never done business before, had no economic or managerial education, but had a strong inner motivation to provide line maintenance in Slovakia and a vision to cooperate as effectively as possible with people who shared the same mindset,” explains Branislav Cifra about the company’s beginnings. He and a fellow aircraft mechanic stood behind the project. Their enthusiasm was so strong that, despite having secure positions at an airline that was then at its peak, they resigned. Especially as their former employer began facing financial difficulties, creating an opportunity to offer work to former colleagues. In 2008, Aeroengineers, s.r.o. was founded, employing fifteen mostly young, qualified professionals.

Although line maintenance does not require a hangar – much of the work can be performed outdoors on the apron – it still requires facilities, basic tooling, spare parts stock and operational infrastructure compliant with strict regulations. That required initial investment, which they had to secure.

They had no investor behind them and not even a preliminary agreement with a potential client. To operate commercially, they had to pass demanding international audits and so they applied. By the end of their first year, they obtained EASA PART-145 approval for maintenance of Boeing 737 jet aircraft from the European Union Aviation Safety Agency (EASA). Half a year later, they received approval for Airbus A320 aircraft as well. They then secured their first client, the Trenčín-based airline Seagle Air, which gradually expanded its fleet to include two A320-200s and four B737-300s for charter operations, primarily transporting Slovak holidaymakers to seaside destinations.

Lessons and a New Beginning

Despite a promising start, in autumn 2009 Seagle Air unexpectedly declared bankruptcy. Logically, Aeroengineers faced collapse as well. Bankruptcies of small airlines in post-communist Europe were not uncommon; owners often lacked sufficient capital and operational experience, accumulated debts, failed to pay invoices, taxes and social contributions, and frequently left employees unpaid.

Aeroengineers had to let all employees go – including friends – because there were no funds to pay them. The founders quickly realised their chances of survival were close to zero. Yet they did not give up. They searched for a new client and investor, determined to try again. At the turn of 2009 and 2010, however, their paths diverged. One of the owners left the business, but Branislav was not ready to quit. He had learned valuable lessons from the company’s collapse – among them, that in this industry, relying on a single client is too great a risk.

It is often said that success will eventually come, you simply need to be in the right place at the right time, with your eyes open. For them, that place was a shopping centre in Bratislava. Fifteen years ago, old friends Branislav Cifra and Róbert Piľa quite literally ran into each other there by chance. They sat down for coffee, reminisced, and arranged another meeting. A few days later, they agreed to try building a business together again.

And so, in 2010, they founded Aeroengineers International s.r.o. – today known as AEI^®.