Federation leadership
People guiding the shared direction.
Institutional leadership and executive coordination bring different responsibilities to the Federation’s development. Meet the people behind these roles.
Hasan Kutlu
Institutional leadership & strategic direction
Hasan Kutlu brings many years of professional experience across different sectors, together with a decade of involvement in the management of various federations. This background provides a cross-sector perspective on institutional leadership and the continuity of collective work.
As President of the Aerospace Federation, his leadership focus is the Federation’s strategic direction, institutional representation and long-term development: connecting industry, institutions and professionals around a clear shared purpose.
- Strategic direction
- Institutional representation
- Federation development
Volkan Pehlivan
Leadership continuity & cross-sector cooperation
Volkan Pehlivan combines longstanding professional experience in different sectors with involvement in the management of various federations over the past ten years. His background brings a practical understanding of how organizations coordinate priorities and sustain cooperation.
As Vice President, his focus is supporting the President, strengthening leadership continuity and connecting institutional priorities with constructive cross-sector engagement, within the Federation’s applicable governance framework.
- Leadership continuity
- Strategic coordination
- Cross-sector cooperation
Sevilay Sarıaydın
Executive coordination & institutional delivery
Sevilay Sarıaydın brings many years of experience across different sectors and a decade of participation in the management of various federations. Her background connects organizational experience with the coordination needed to support institutional activity.
As Executive Director, her focus is coordinating institutional operations, communication and the follow-through of approved priorities. Executive delivery remains distinct from collective Board oversight and independent technical or programme decisions.
- Operational coordination
- Institutional communication
- Implementation continuity
Mandate
Direction with responsibility.
The Board provides governance oversight and institutional direction within the Federation’s governing framework. The areas below explain the intended governance focus; they do not assign new legal powers.
Lead the direction.
Protect the distinction.
Collective oversight connects purpose, resources and responsibility. It should make priorities understandable, delegated activity accountable and the limits of authority visible.
Accreditation assessments, Recognition review and technical conclusions follow their own applicable processes.
Strategic direction+
Assess how priorities advance the Federation’s purpose across aviation, space and cross-sector aerospace work. Consider relevance, institutional readiness and the implications of commitments—not simply the number of initiatives.
Accountability & oversight+
Retain a clear view of delegated responsibilities, significant institutional risks and the basis of reported progress. Oversight should test the quality of the information and the limits of a decision, without absorbing day-to-day implementation.
Institutional development+
Support coherent development of participation, technical capability and organizational continuity. Consider stakeholder perspectives, competence and resources before widening activity or making new institutional commitments.
Integrity & long-term continuity+
Protect confidence through proportionate safeguards, documented reasoning and clear responsibilities. Effective leadership makes the institution less dependent on any individual and helps preserve its knowledge across transitions.
Composition
A balanced perspective. A clear role architecture.
The proposed model brings together institutional leadership, governance support and aviation, space and technical perspectives. It is designed to be configurable as the formal structure is confirmed.
01Chair of the BoardStrategic leadership & institutional oversight
Guide constructive Board deliberation and keep strategic discussion aligned with the Federation’s institutional purpose. Board leadership supports collective responsibility; it does not replace it.
- Preside over Board discussions within the applicable framework.
- Support effective governance and the review of strategic direction.
- Represent Board-level perspectives only where authorized.
02Vice ChairGovernance continuity & strategic coordination
Support the Chair and continuity of governance, with a clear remit for any delegated responsibility. Coordination across activities should strengthen, rather than bypass, the appropriate decision routes.
- Support Board leadership and constructive cooperation.
- Assist continuity and coordination of relevant strategic initiatives.
- Undertake responsibilities only within an authorized delegation.
03Board SecretaryRecords & procedural coordination
Support the Board’s documentary and procedural basis: agendas, meeting administration, resolutions and appropriate governance records. This is distinct from the wider Secretariat’s operational support.
- Coordinate papers and meeting administration.
- Maintain an appropriate record of resolutions and responsibilities.
- Support procedural clarity and controlled governance documentation.
04Board TreasurerFinancial oversight & resource responsibility
Help the Board understand budgetary information, resource commitments and material financial risks. Financial oversight should be distinguishable from day-to-day accounting or expenditure administration.
- Review budget information and significant resource implications.
- Contribute to financial transparency and responsible stewardship.
- Support the Board’s consideration of financial risk.
05Director — AviationAviation expertise & strategic perspective
Bring aviation-sector knowledge to institutional priorities, including civil aviation, engineering, safety, systems and aircraft technologies. Sector expertise informs strategic judgement without creating regulatory or assessment authority.
- Consider developments in aircraft, operations and aviation systems.
- Connect safety and engineering perspectives with strategic needs.
- Support relevant industry and professional engagement.
06Director — SpaceSpace expertise & strategic perspective
Bring a space-sector perspective to the Federation’s direction: space systems, satellites, engineering, research, infrastructure and commercial activities. Priorities should reflect credible evidence and the needs of the relevant communities.
- Consider satellite, mission and space-infrastructure developments.
- Connect research and emerging technology with institutional direction.
- Support engagement across the space-sector community.
07Director — Technical AffairsTechnical strategy, standards & research
Connect systems engineering, technical standardization, research, quality and reliability with institutional strategy. This perspective supports the technical environment while preserving the remit of Committees, Working Groups and independent reviewers.
- Consider technical frameworks, research and aerospace innovation.
- Support continuity between identified needs and technical priorities.
- Protect the separation of strategic oversight and technical conclusions.
The published leadership profiles above are separate from this proposed role model. Voting-director numbers, terms and powers remain subject to applicable governing documents and legal requirements. Secretary and Treasurer functions may be officer roles rather than separate Board seats. Chair / Vice Chair terminology does not rename the President / Vice President offices; the Executive Director title does not by itself establish a voting Board seat.
Oversight
Make responsibility visible.
A useful oversight framework considers both institutional ambition and the evidence, competence and resources needed to support it. The following are explanatory governance concepts, subject to the formal remit.
- Strategy & policy
Review the coherence of institutional priorities and policy-level direction. Distinguish matters reserved to governance from activities delegated for implementation.
What decision is required—and through which authority?- Resources & financial risk
Consider budgets, significant commitments and resource constraints alongside institutional objectives. Understand the basis of financial information and the risks that could affect continuity.
Are the implications and limits of a commitment understood?- Delivery & accountability
Use appropriate reporting to understand progress, unresolved matters and material risk. Responsibility assignment and escalation should enable action without turning governance oversight into daily management.
Who is responsible, and what information supports oversight?- Institutional development
Evaluate readiness before expanding activity. Participation, competence, information controls and maintenance capacity should develop together, rather than leaving promises ahead of operational capability.
Is the institution ready to sustain the activity?
Governance context
Connected functions. Distinct responsibilities.
This functional map explains the documented institutional relationships. It does not establish new reporting lines, voting powers or appointment authority.
Institutional direction · Collective accountability · Significant risk
Sectoral and cross-disciplinary dialogue, priorities and advice.
Technical continuityTechnical CommitteesCoordination and review within a defined technical scope.
Focused contributionExpert Working GroupsResearch, analysis or drafting for a bounded question.
Participation structures contribute through their own mandates. Programme assessment, review and decisions retain the safeguards applicable to the activity—not an assumed blanket Board approval.
Principles
Confidence rests on the way decisions are made.
These proposed Board-level principles describe an intended governance approach. Published policies and governing documents remain the source for adopted requirements.
Integrity & responsible judgement
Consider relevant evidence, uncertainty and the institutional consequences of a decision. A prominent title or a preferred outcome is not a substitute for a reasoned basis.
Accountability & transparency
Make responsibilities and the rationale for decisions traceable. Appropriate public information should clarify the institution’s direction without exposing protected deliberations or confidential material.
Impartiality & interests
Identify interests that may affect judgement and use the applicable disclosure and recusal safeguards. Board oversight must preserve the appropriate independence of technical review and programme decisions.
Confidentiality & continuity
Handle personal, commercial and institutional information through suitable controls. Records, delegation and handover should preserve knowledge and accountability through changes in leadership.
Board operations
From a well-framed question to accountable follow-through.
An explanatory working sequence—not a published operating procedure, meeting calendar or voting rule.
Prepare
Define the matter, authority, relevant evidence, options and interests. Agenda papers should make the decision needed and its implications understandable.
Deliberate
Examine alternatives, risks and uncertainty. Bring relevant perspectives into a constructive discussion while respecting confidential information and applicable interest safeguards.
Record & assign
Document the authorized outcome and its basis. Identify responsibility, limitations and the appropriate implementation or escalation route.
Follow through
Review the resulting activity through proportionate reporting. Revisit unresolved risks and learn from experience, without assuming that a recorded decision proves delivery.
Meeting frequency, quorum, voting thresholds, election requirements and terms are not announced here. These must follow the applicable governing documents.
Decision-making & oversightExecutive relationship
Oversight and implementation reinforce each other.
Executive leadership coordinates approved direction within delegated responsibility. Administration, programme coordination and records remain distinct from collective governance and independent technical judgement.
Secretary General
Executive coordination connects institutional operations, implementation and reporting within approved direction and delegated scope.
Office-holder information will follow formal confirmation.Secretariat
Institutional support includes governance records, meetings, communication, membership administration and programme coordination.
Team information will be published when confirmed.Supporting the Federation’s wider mission
Strategic oversight supports participation, useful technical work and institutional readiness. It does not confer competence on an individual or determine a programme’s independent assessment outcome.
References & next steps
Read the framework. Follow the right institutional route.
Governing documents & public records
The controlled document register is the reference for current published material, document status and access conditions. This page does not announce a new Board charter, adopted seven-seat structure or appointment procedure.
Open the document register