Leading Menzies’ next chapter

Somewhere in the world right now, a Menzies Aviation team is turning an aircraft in the dark, in the cold, against the clock. This is where the company is really run, and as I move from Executive Chairman to Chief Executive Officer, that is where I intend to focus. Our company has succeeded by staying close to the people on the frontline, the men and women who serve our clients every hour of every day. My intention is simple: to get closer to our operation, not further from it.

A change of leadership at the top does not mean a change in our direction. My job is to protect and strengthen what has made Menzies successful. We are all stewards of a business that has grown over 193 years from a Scottish bookseller into the world’s largest aviation services provider, built on the same principles throughout: safety and security, consistent and high-quality service, looking after our people, and growing responsibly.

Safety and security is Menzies’ North Star, and that will not change. Inside the business we talk about being brilliant at the basics, and there is nothing modest about what that protects. Get the basics right, look out for one another, and everyone goes home safely, every day. It is the most fundamental part of who we are, and everything else fails without it.

Staying close to customers also sharpens what you hear from them. Aviation is more connected than ever, and the airlines and partners we serve increasingly want a trusted partner that can support them consistently across their networks. They are looking for operational excellence, global reach and reliability. A customer retention rate of around 90% tells me we are earning that trust.

That trust has helped drive strong momentum across the business. We have achieved a fifth consecutive year of double-digit growth and surpassed $3 billion in revenue for the first time. In the most recent quarter, even through a difficult period for the industry, we handled more than 1.2 million aircraft turns and around 620,000 tonnes of cargo, with aircraft turns and cargo both continuing to grow – up 8% and 7% respectively. These results reflect the dedication of our people and the confidence our customers place in us.

Growth like this has to be earned responsibly, which means being a good corporate citizen and the best employer we can be. Our people remain our greatest strength, and as we continue to grow, we must ensure everyone upholds the high standards that define our business. The aviation industry depends on skilled, committed professionals, and attracting and retaining great talent is essential to our future success. We will continue to invest in hiring, training and developing our people, creating opportunities for long and rewarding careers at Menzies.

We also have a responsibility to our customers, our people and the communities where we operate. This means conducting business with integrity, supporting sustainable growth and making a positive contribution wherever we work. As we continue to expand, those responsibilities will remain central to how we operate.

Technology and AI will help us fulfil these ambitions, but we do not chase shiny objects. I am not romantic about technology, I care about what works. If it keeps our people safe, our clients happy and makes our jobs easier, then we will embrace it. If it does not, we will stay focused on our operational priorities.

Which takes me back to where I began. The larger the company, the greater the temptation to lead from a distance. I will lead up close: visiting the ramp and cargo warehouses, meeting our teams in terminals, fuel farms and lounges, and listening to the people who keep this business moving every day. We have a clear vision, a strong leadership team, and customers who want to do more with Menzies in more airports around the world. We will get the basics right, stay true to our values and give our customers every reason to keep asking for more.