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