Chief Executive Officer

The CEO will have full executive authority over Tigers Wings Aviation Academy's strategy, operations, people, partnerships, and commercial performance. This is a P&L ownership role — the CEO owns the revenue number, the student experience, the regulatory approvals pipeline, and the brand reputation of the institution across South India.

The successful candidate will combine deep first-hand knowledge of aviation training delivery with the entrepreneurial drive to build a market-leading institution, and the commercial instinct to monetise that institution at scale.

3. KEY RESPONSIBILITIES

3.1 Strategic Leadership

• Define and execute Tigers Wings' 3-year strategic plan to reach ₹100 Crore in annual revenue — covering enrolment targets, geographic expansion, new program launches, and franchise development
• Set annual operating plans, KPIs, and budgets in alignment with the Board
• Identify and pursue new business opportunities: corporate training contracts, government-funded skill programs (NSDC, PMKVY), international placement partnerships in Gulf and Southeast Asia
• Drive the franchise rollout strategy to Coimbatore, Kochi, Hyderabad, and Visakhapatnam — managing franchise selection, onboarding, and quality assurance
• Position Tiger Wings as the first IATA-accredited Authorised Training Centre (ATC) in South India Tier-2 market within Year 3

3.2 Aviation Training Operations (Must-Have Domain)

Non-Negotiable: Aviation Training Background

The CEO must have direct, hands-on experience designing, delivering, or managing aviation training programs — whether in ground handling, flight dispatch, cabin crew, AMT, pilot ground theory, or airport operations. This is a mandatory qualification. Candidates without this background will not be considered regardless of other credentials.

• Personally oversee curriculum quality for all 8 programs — ensuring DGCA compliance, NSDC alignment, and industry relevance
• Establish and maintain relationships with DGCA, AAI, BCAS, and NSDC for regulatory approvals and accreditations
• Build and lead the academic faculty team — hiring, training, and retaining aviation-qualified instructors across programs
• Design and implement standardised course delivery protocols, student assessments, and feedback loops across all batches
• Ensure RTR, AMT, and flight dispatch programs meet all DGCA statutory and examination requirements
• Drive industry exposure through airport visit MoUs, MRO tie-ups, and simulator access arrangements

3.3 Commercial Growth & Enrolment

• Own the P&L — revenue, margins, collection rates, and operating cost control across all programs and campuses
• Drive enrolment to 1,000 students in Year 1, 3,000+ in Year 2, and 6,000+ in Year 3 across all locations
• Lead corporate and B2B business development: airline sponsorship programs, ground handler bulk training contracts, government-funded batch agreements
• Approve and oversee all marketing campaigns, brand positioning, and admissions strategies
• Develop and activate fee financing partnerships (NSDC loans, NBFC EMI tie-ups) to improve enrolment conversion among aspirant students
• Build and manage a high-performance admissions and counselling team across TN, Kerala, and Andhra Pradesh

3.4 Placement & Industry Relations

• Personally cultivate relationships with senior HR leaders at IndiGo, Air India Express, Akasa Air, SpiceJet, Menzies Aviation, AISATS, Bird WorldWide, SATS, and AAI
• Own the placement metric — maintain 70%+ placement rate for all graduating batches by Year 2
• Build a Tiger Wings Alumni Network to create referral pipelines, industry mentors, and brand ambassadors
• Negotiate and sign international placement MoUs with Gulf carriers (Air Arabia, flydubai, Oman Air, Qatar Ground Services) and Southeast Asian handlers for student deployment

3.5 People, Culture & Organisation Building

• Build the Academy's full organisational structure from the current startup team to a 100+ member institution by Year 3
• Recruit, develop, and retain department heads: Head of Academics, Head of Admissions, Head of Placements, CFO, and Operations Manager
• Establish a performance culture with transparent KPIs, monthly reviews, and outcome-linked incentives
• Champion student experience — from admission to placement — as the core competitive differentiator

3.6 Financial Stewardship

• Manage the ₹69 Lakh seed capital prudently through the Year 1 investment period — minimising burn while maximising enrolment velocity
• Achieve break-even by Month 10–12 of operations; deliver ₹58 Lakh net profit in Year 2
• Build a capital allocation plan for campus expansion, franchise seed investment, and IATA certification costs
• Provide monthly financial reports and strategic updates to the Board of Directors

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