Passing the torch: Frank shares his insights, reflections, and future vision
After 24 years of leadership, the outgoing director of the Netherlands Aerospace Group (NAG) is ready to pass on the torch, marking an exciting new chapter for both himself and the organisation. In this interview, he reflects on the major shifts in the aviation industry, shares his vision for NAG’s future and offers practical advice for upcoming leaders. Dive into this exciting conversation to discover the experiences, challenges and optimism that have shaped his remarkable journey and learn what lies ahead for the NAG and its new leadership.
After such a long and impactful time, it must have been a difficult decision to step down. What led you to decide that this was the right moment to hand over the reins?
I have held this position with great pleasure for 24 years. There comes a time when you need to make room for your successor and finding the right timing is always a challenge. In fact, there are three reasons why I have decided to step down now as director of the NAG. The move to the WTC, the growth fund project ‘strengthening the ecosystem’ and the collaboration with LRN. These changes require a significant adjustment of the organisation. I believe that a new director should make these adjustments so that he can work with the new structure. That is what I was able to do back then, and it was highly motivating for me. My successor Paul can now pick this up with the same drive and enthusiasm. A promising outlook, right?
How has your perspective on developments within the aviation sector changed over the years and where do you see the biggest impact of the NAG in the future?
In 2000, the NAG was mainly known for participating in major airshows. Everyone who was a member had to take part in the Paris Air Show. That has changed significantly. The NAG has grown into the representative organisation for the broader aviation industry: manufacturing, MRO (Maintenance, Repair and Overhaul) and airport development. In the Netherlands, this sector generates around six billion in turnover and the members of the NAG are responsible for 95% of this revenue. The government now sees the NAG as a key player to engage with. It is now unthinkable that government tools are set up without involving the NAG. As such, the NAG’s greatest impact will be on strengthening the competitiveness of our members by shaping government policy and ensuring that members can collectively position themselves in the market.
Where do you hope the NAG will focus in the future?
In the coming years, I see several challenges where the NAG can make a strong contribution to the solutions. For example, the enormous investments in R&D for aviation sustainability must ultimately generate profitability. Through the valorisation role of the NAG within the growth fund project, the NAG will strengthen the competitiveness of the industry by helping to capitalise on the accumulated knowledge.
The NAG wants the government to view our members (as well as potential members) as a highly innovative sector that collaborates effectively and can bring innovations to the market. We do this together with the government, with whom we increasingly work jointly and systematically to approach the global market through collective business development. This makes our sector attractive for investment, both by the government and by private investors.
Due to the successful actions of the NAG in recent years, several new government tools have been established, energetic knowledge groups are active and new markets are being opened up collectively. The NAG can do this through the contributions made by its members. With more members, we can have a greater impact. Therefore, I call on all parties to join the NAG, allowing us to continue providing our sector with a stronger competitive edge and a better future.
What advice would you give to the next generation of leaders in the aviation sector?
I’m not a management guru. The leaders of our companies are already doing an excellent job and I don’t have the illusion that I can tell them how to do their work better. The only advice I can give is based on my experience over the past decades. Companies that are willing to engage in genuine cooperation based on mutual trust and respect learn faster and are better able to adapt to changing market conditions. They simply offer and receive more support in achieving their ambitions.
What do you hope your legacy at the NAG will be and how would you like to be remembered by your colleagues and the sector?
First of all, I hope that the enjoyment of collaboration is what people remember most. In addition, I have always been committed to the membership base and, of course, to the office team. It was a wonderful job where I learned continuously, was able to make great achievements with my team and experienced a lot of joy. Naturally, I hope our members can confirm that my efforts have led to a stronger sector with greater innovative capacity and good prospects.
What are your plans after leaving the NAG? Will you stay connected to aviation, or explore new paths?
I’m very open about that. Besides giving more attention to making music, I would love to continue contributing to this fantastic sector with my network, knowledge and experience. After all, the heart keeps pumping where it has been flowing for years.