June 22, 2026
Business aviation careers are no longer defined by the time-honored progression from first job to senior title. Today’s professionals are navigating a more complex environment, shaped by a rapidly evolving industry, shifting definitions of success, burnout and rising demands on leaders.
At the same time, employers are working to attract new talent, retain experienced people and provide the right advancements for employees not automatically motivated by traditional work incentives.
Those themes guided the expert panelist discussion on the latest NBAA Business Aviation Management Committee’s (BAMC’s) Summer Learning Series webinar, “From First Leg to Final Approach: Perspectives on Career Growth, Leadership Development, and Hiring in Business Aviation.”
And for moderator Samantha Garrison, director of flight coordination for The Wonderful Company, and panelists Sheryl Barden, CEO of Aviation Personnel International, and Jenny Showalter, founder and chief motivational officer of Showalter Business Aviation Career Coaching, the primary message for a successful career was that all employees must be intentional about their futures.
“Careers are such a big part of each of our lives, and everybody should think about how they are orchestrating their career. Is it by default or is it by design?” said Barden.
That intention also needs to be informed, the panelists explained, noting that while strong referrals and technical qualifications remain valuable, the increasing reliance on artificial intelligence to generate resumes and filter applications has made job seekers seem homogeneous.
Applicants for new jobs and promotions must now become their own storytellers to distinguish themselves in the modern hiring process. These stories should identify what makes you distinct, whether it’s problems you have solved, the teams you have strengthened or judgments you have made, they added.
For Barden, enthusiasm also elevates an applicant. “Employers are looking for people who really lean into their jobs, are willing to go the extra mile and are what I call students of the industry. While at work, are you talking about industry developments and issues, or are you just flying the plane or maintaining the plane, doing the same thing every other day, wash, rinse and repeat?” she asked.
The panelists also broached the modern demands of leadership and management. In the past, leadership was considered a natural career progression based on tenure or achievement, but today senior roles often require a high degree of business acumen.
With workers at all levels placing greater emphasis on work-life balance, employees and employers alike must appreciate that formal leadership does not define a successful career, the panelists noted. Instead, leadership can manifest as mentoring colleagues, strengthening culture, supporting teammates and helping the organization succeed, they added.
That fresh approach to career success can also help with burnout, said Garrison. While the panelists acknowledged that burnout – whether due to overwork or a lack of career development – may only be resolved by finding a new job, Garrison noted that at one point in her career, she found renewed motivation by stepping outside her role’s responsibilities.
“I realized that if I mentored others or if I developed my team or the individuals that worked for me, there was a different sort of engagement that was really exciting,” she explained. “I feel that, for me, some of the most rewarding things in my career have not been what I accomplished but actually watching people I have mentored accomplish their goals. It’s an incredible adrenaline kick.”
The onus for success in today’s business aviation industry is not just on the employee, though. Organizations that communicate openly, connect aviation teams to the larger business, invest in their teams and build trust are better positioned to retain talent and, in an increasingly competitive market, have a strategic advantage, said the panelists.
International Business Aviation Council Ltd.