MSP Team Members (Excluding Directors)
Nick Walker has nearly 40 years professional experience in aircraft maintenance repair and overhaul of which 30 years was spent with British Airways Engineering, where he reached a senior position as business manager responsible for the finance, business development and performance management of the aircraft engineering business. As an airline professional manager Nick spent considerable time periods in aircraft engineering planning and business development. He has extensive practical management experience of running maintenance operations handling the day-to-day repairs and overhaul of a wide variety of aircraft types.
His last three key roles with British Airways key responsibilities were:
1995–8 Business Manager Aircraft Maintenance
Managing a combined Finance, Business Development and Performance management department with an annual operating budget in excess of £100m, including:
Management of a small team of qualified (ACA etc.) staff with overall responsibility for Financial and Performance Reporting for large Organisation.
Initiating, preparing and managing Aircraft Maintenance Budgets
Responsibility for all significant Business Case Evaluations. Cases included setting up off-base maintenance facilities, development of line maintenance facilities worldwide.
Business Plan and budget responsibility, including capital projects of over £300m
Responsible for initiating and coordinating many business improvement initiatives.
1992–5 Business and Development Manager Heavy Maintenance
Establishment and managing of overall Business and Organisational develop for whole of British Airways Heavy Maintenance, including:
Responsible for implementing a total ‘Business Process Re-engineering’ project for all staff in aircraft business management. This included all staff being evaluated for all roles in the re-engineered organisation.
Project Director of an initiative set up to evaluate the possibility of setting up a B 737 overhaul facility in Russia.
Setting-up (and then managing) a commercial organisation responsible for ensuring all third party work undertaken was to agreed financial criteria within agreed customer targets etc. managed a team of account managers and had direct customer interface.Responsible for the Department Budget (£100m) and development of Business Plan etc.
1988–92 Maintenance Manager Gatwick Engineering
Management and integration of British Airways Base Maintenance organisation at London (Gatwick) Airport following its acquisition from British Caledonian, including:
Total technical operational and cost responsibility for running London Gatwick Base Maintenance. Aircraft types varied from B747 to DC10 and Lockheed 10-11 and then to B757, B737 and A320.
Responsibility for several non-BA Customers (British, European and US)
M and E Interface with BA Gatwick Airline development Group- considering the development of Gatwick as an additional London Hub.
Nick’s work as a consultant has included the following assignments:
Development of their overall M&E Facilities Strategy and leading the provision of short and long-term facility designs, specification and tender documentation. Full Business audit of Air Astana Maintenance and Engineering.
China Aircraft Services
Development of concept designs and functional specifications for new CASL wide body hangar at Hong Kong International Airport.
Development of their M&E business and facilities strategy, including conceptual design and costing of a new Maintenance/Operational Base at the new Bangkok International Airport.
Airline M&E expertise in support of airport and maintenance facility projects.
European Investment Bank
Evaluating an engine overhaul joint venture of an OEM with an Asian Airline.
Speedwing/DARA (St. Athan)
Assessed market opportunities and potential for DARA to enter into the civil aircraft Maintenance and Engineering business
Development of a National Asian airline maintenance department.
OEM (Engine Manufacturer)
Development of new manufacturing and maintenance processes.
Total overhaul of the Airline E & M Department with particular emphasis on cost control, productivity improvement, hangar and workshop layout and management, financial processes.
Benchmarking of M&E performance and best practices. Re-focused a new M&E management team and supporting them to achieve improved airline and organizational performance