The aviation finance industry is facing a talent challenge like never before.
With the return of market activity post-pandemic, organisations across the value chain are navigating a high-pressure environment where attracting, developing and retaining the right people is critical — and increasingly complex.
At this year’s ISHKA Aviation Finance Festival, Coopman was proud to host a panel discussion tackling this issue head-on. The session, Winning the War for Talent – Partnered with Coopman, brought together a range of leadership perspectives from across the industry to explore what’s changing, what’s working, and where more progress is still needed.
The Panel
Moderator: Christine Jones, Coopman
Panelists:
- Sinead O’Brien, SVP Finance, SkyWorks
- Stan Barnes, CEO, AerPrice
- Caoimhe Scolard, SVP Human Resources, SMBC Aviation
The session took place at the Conrad Hotel in Dublin and was attended by a packed room of ISHKA delegates — with themes ranging from early-stage hiring and policy-building to flexible working, employee experience and leadership culture.
What talented people want in 2025
Moderator Christine Jones opened the discussion by posing a fundamental question: What do talented people want most from employers today?
Sinead O’Brien, drawing on her experience across both airlines and leasing, emphasised that beyond remuneration, it’s exposure, growth and trust that matter most. She shared the example of junior team members being given visibility at the C-suite level — a move that had dramatically improved retention and morale. Career mapping and individual progression planning were central to her approach.
Stan Barnes spoke to the reality of building teams from the ground up — both at Aergo and now at AerPrice. He described how his approach to interviews has remained consistent, using a 9-question evaluation process developed during his time at Standard Chartered.
“You have to be intentional,”
“It’s all about the people.”
Stan also emphasised the value of building internal brand advocacy, internships, and what he called a “work hard, play hard” environment that fosters trust and camaraderie.
Caoimhe Scolard brought the large-organisation view, highlighting how SMBC approaches culture and consistency at scale. “There are two sides to every coin,” she noted.
“It’s about the right people in the right culture — and making sure your values are more than just words.”
She shared SMBC’s commitment to embedding those values through everything from meeting structures to desktop wallpapers, stressing that everyone has a role in reinforcing company culture — not just HR.
Reviews, structure & trust
The panel then turned to employee reviews and the infrastructure that supports long-term retention.
Sinead discussed her move from structured review environments (like Aer Lingus) to more fluid, clean-slate firms. Without a structured review system in place, she explained, issues can emerge — especially when managing underperformance. She stressed the importance of upskilling managers, particularly in giving assertive, constructive feedback.
Stan spoke about the importance of regular check-ins, both formal and informal.
“The open-door policy only works when people actually believe you’ll listen” he said.
He described how peer-to-peer reviews and trusted senior team members helped keep feedback flowing without bureaucracy.
Caoimhe added that performance reviews at SMBC focus on both the “what” and the “how.” Objectives are measured not only on results, but on how people uphold the organisation’s values. The company also assigns “culture sponsors” — individuals who actively support and model company behaviours.
Policies, structure & values in practice
When asked about the role of policies in culture and retention, the panel aligned on one key message: policies matter, but so does how they’re applied.
Stan described how AerPrice implemented foundational HR policies early — shaped through competitive benchmarking, legal guidance and employee suggestions.
“It sends a message from day one,” he said, “about what kind of company we want to build.”
Caoimhe agreed, but added a layer of nuance:
“You need strong fundamentals, but you also need to challenge yourselves to go further.”
She encouraged firms to constantly review and evolve their HR approach — and noted that many policy templates are easily accessible (e.g. through IBEC), removing barriers for those starting from scratch.
Flexibility, for real
As the panel drew to a close, Christine asked the panellists how their organisations were handling flexible working post-pandemic.
Sinead shared a standout example: a former SkyWorks employee who had left for personal reasons, but was later welcomed back with a more flexible, remote-first arrangement.
“It’s about creating a mature environment that adapts to people’s lives,” she said.
Stan reiterated that flexibility was essential, but so was creating a workplace people actually want to be in.
“Flexibility doesn’t mean disengagement — culture still matters.”
Caoimhe offered a grounded view:
“We have five generations of employees in the workforce now — and that presents very real challenges.”
She explained SMBC’s hybrid model (typically three days in-office, two remote), with some week-to-week flexibility depending on team needs.
“You have to be flexible with your flexibility”
She added — emphasising the need for policies that are consistent, but not rigid.
Final reflections
What emerged from the session was a clear understanding that attracting and retaining talent is a leadership issue, not just an HR one. From recruitment to reviews, from values to flexibility, the organisations that will win the war for talent are those that build intentional cultures, listen to their people, and remain agile enough to adapt.
Thank you to everyone who attended — and to our fantastic panellists for their openness and insight.
In the meantime, if you’d like to continue the conversation, we’d love to hear from you.
📩 Contact us at Coopman: connect@coopman.ie
