Dynamic executive, efficiency oriented, with wide experience in driving business, achieving profitability. Optimizing (leaning) organizations for airlines and MROs for commercial and business aviation to respond to the market demands. Developing and optimizing cross functional processes and procedures, focusing on implementing strategic, well-defined plans. Minimizing identified risks and safety hazards. Overcome multicultural and international administration barriers relying on strategically selected partnerships and teams of international class. Years of experience in multicultural environments in Asia, EMEA and Africa as backbone to support aviation expertise across borders.

Chief Executive Officer @ World Leader in Technical Emergency Solutions for AOG - Equipment & Services AEROKWAI Malaysia based aviation services company is specialised in fuel leak detection and repair, ultra fast polymerization of sealants and resins for commercial and military aviation. Our line of portable test cells is in operation all over the world assisting heavy maintenance as well as line maintenance, whether it is a Maintenance Repair Organization or an airline or even an OEM's production line. AEROKWAI is the exclusive distributor of Sunaero patented technologies for Asia to support fixed wing airplanes and helicopters, commercial and military operations. High Physics Delivering Solutions available for: FUEL - OXYGEN - PRESSURE LINE - ECS -Composite Curing- Composite Repair Station - VIP manufacturing Most of our solutions have been developed in close collaboration with aircraft MRO and major OEM. After years of intense R&D plus on-wing development, our equipment are in most of the major OEMs' Aircraft Maintenance Manuals and Structure Maintenance Manuals. Whether you acquire the equipment or obtain the service from AEROKWAI, you can definitely expect our solutions to reduce your aircraft downtime and improve the reliability of your systems to allow you to SIMPLY FLY ! From January 2013 to Present (3 years) Associate @ - Financial and technical due diligence - Airline set-up (OACI and EASA regulations recommendations) - MRO assessment and recommendations - Structure analyze - Lean out - Postholder Technical and Ground Operations for a start up airline. From April 2011 to December 2012 (1 year 9 months) General Manager Geneva Site @ • Management of the site including business aviation MRO and FBO • Full P&L accountability • Process optimization using 5S and Kaizen • Implementation of group strategies • Synergies between sites • Responsible to the Head of Business Aviation • Responsible of full compliance with EASA, FAA and other CAA standards • Monitor and analyze of product and customer profitability • Define productivity targets and implement measures accordingly • Ensure ongoing adaptation of products to meet future customer needs with corresponding adjustment of the organization From March 2010 to May 2011 (1 year 3 months) General Manager Africa Operations @ • Lead of the MRO to include Production Unit ( Line and Base), Fleet Technical Management, Material and Logistics, workshops and HR departments • Lead all units in line with company policy and procedures • P&L Accountability • Monitor and analyze of product and customer profitability • Define productivity targets and implement measures accordingly • Ensure ongoing adaptation of products to meet future customer needs with corresponding adjustment of the organization • Identify potential business and pass on the information to EAV HQ • Implement talent management system • Optimize the utilization of company asset to minimize investments From October 2009 to August 2010 (11 months) General Manager Bahrain Branch @ • Lead of the Production Unit, Fleet Technical Management, Material and Logistics, workshops and HR departments • Lead all units in line with company policy and procedures • Accountability for budget and results for Bahrain branch • Monitor and analyze of product and customer profitability • Define minimum capacity for production and supporting departments to ensure optimum performance of the daily operation • Ensure ongoing adaptation of products to meet future customer needs with corresponding adjustment of the organization • Assist Sales and Customer Support at corporate levels • Develop performance oriented management of personnel of immediate subordinates and help to develop their careers • Ensure the continuous improvement of the branch by initiating cost reduction and efficiency improvement programs using lean 6 Sigma project subordinates • Optimize the utilization of company asset to minimize investments • Communicate with all employees on a regular basis to ensure all information are distributed and understood in a timely manner From December 2008 to June 2009 (7 months) Head of Operation Bahrain Branch @ • Lead the Company’s Production with approximately 150 staff members • Run the production department for A checks, repair, line maintenance support • Manage Wheel and Brake Shop and production support organization • Safeguard the company’s quality processes and targets agreed with the customer, especially on time delivery of the aircraft out of maintenance to the flight operations • Ensure optimized use of manpower, tools and material • Achieve budgeted targets on cost and revenue as agreed with the Group • Train and maintain a permanent work force • Lead and motivate subordinate managers and employees • Safeguard that all staff in the organization have the necessary training and instructions to perform all duties according to company regulations and in line with regulations of the relevant Civil Aviation Authorities (EASA 145 and BCAA 145). • Cooperation with other units of the branch (HR, Finance) and head offices in Europe • Build up and maintain good relationships with our customers and the local suppliers • Supervise the performance and financial effectiveness of key suppliers • Establish, implement and control compliance with group processes • Implement and monitor KPI to manage the operation • Participate as a member of the senior management team of the Operation in the development of the operation in the region From April 2008 to November 2008 (8 months) Director @ For Bureau Veritas: -Defining and Implementing EASA Part 145 and Part M procedures -Implentation of EN9100 -Auditing procedure definition -Consulting airlines for procedures improvements and implementations From August 2007 to April 2008 (9 months) General Manager Commercial Repair Business and Cabin Completion @ • Accountability of the business unit for commercial activities • Portfolio of over 60 customers (airlines and MRO) • Cost control of repair related business • Quotation for repair and manufacture division (composite structures) • Cabin completion development with completion center(s) • Drafting and finalization of OEM contracts • Development of existing / new customers • Monthly business and financial reports • Technical support / on site assistance activity development • New business study and forecast • Lead and permanent communication with overseas representatives From December 1999 to July 2007 (7 years 8 months) Consultant Airbus for Vietnam Airlines @ • Implementation of engineering follow up processes i.a.w VAR145 (EASA 145 based) • Fleet management • Development of maintenance reliability processes • Repair development (within – outside aircraft manuals) through OEM approval repair schemes From September 1998 to June 1999 (10 months) Airbus Fleet Manager @ • Obtain of Type certification for the first A320 in Sweden • Accountable for the maintenance of the fleet under JAR 145 • Maintenance contract management for the aircraft to be in line with JAR regulations • Light and heavy maintenance supervision • Negotiations with aviation MRO From March 1998 to August 1998 (6 months) Technical Services Engineer @ • Development of Technical Services for Airbus support • Aircraft reconfiguration ( IFE systems installation, TCAS and GPWS) • Set up of maintenance environment for Airbus aircraft types • Aircraft deregistration, C of A renewal From January 1997 to March 1998 (1 year 3 months) Consultant For Airbus Industrie in China- Sichuan Airlines @ • Introduction of A320 in China • Base and line maintenance set up • On the job training of local engineers • Establishment of outstations From August 1995 to August 1996 (1 year 1 month) B1 certifying engineer @ • Line maintenance : transit-daily-weekly-trouble shooting of A320 family aircraft • Technical assistance of third party customers • Base maintenance : ‘A’ to’C’checks, service bulletins, aircraft modifications From February 1991 to August 1995 (4 years 7 months) Apprenticeship- Line Engineer @ From January 1984 to January 1991 (7 years 1 month)

Christian Pinter is skilled in: Project Management