AIR CARG O WEEK


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A PLAYBOOK FOR LEADERSHIP


09


BY Edward HARDY


MEHMET Tevfik Nane’s autobiography is a structured account of the lessons, methods and systems that shaped one of Türkiye’s most influential executives. Across retail and aviation, his central argument is consistent: durable progress comes from preparation,


organisation’s forward-control system. As he put it, “if you put the IT department, technology, in front of the company, success is there.” The memoir’s internal logic supports this claim: digital systems in scheduling, maintenance, forecasting and yield management compressed decision cycles and created competitive advantage in a low-margin environment.


repetition and collective


intelligence. In the interview accompanying the book’s release, Nane reinforced this view, observing that “aviation is a high-adrenaline industry… you don’t have time to get bored.” That remark captures the energy behind the narrative: leadership in volatile industries demands readiness rather than romanticism. The autobiography traces his development from determined student to senior operator with a


playbook built on method. Nane stressed that “if you are doing a job, if you are working, you can make mistakes… but do not make the same mistake twice,” a formulation that reflects the book’s central logic. Failures are not dramatic turning points; they are inputs into system improvement. The memoir is lean and unsentimental, focusing on frameworks—most notably the multi-stage decision models he later applied at Pegasus Airlines. The book serves less as a personal story and more as a field manual for operating in high-variance environments. It is also, implicitly, a chronicle of Türkiye’s economic evolution. The transitions he narrates mirror


the country’s structural shifts in retail, consumer behaviour, labour markets and transportation. Aviation is where this transformation becomes most vivid. When reflecting on the scale of the industry’s expansion, he noted that Turkish aviation has “hexa-tripled” since the early years of liberalisation. The autobiography contextualises this trajectory: it was not an accident, but the result of demand.


tax measures, infrastructure investment and deregulation that unlocked suppressed


The demands of a volatile market One of Nane’s core themes—reinforced repeatedly in the interview—is the primacy of collective decision-making. He explains that “we integrated the common logic and common know-how of our employees into our decisions and into the business,” a philosophy that the autobiography frames as essential in sectors defined by fuel volatility, infrastructure constraints and episodic disruption. Collective


thinking becomes a comments about risk-mitigation mechanism. leadership It distributes expertise, development—“if we want our business


dependence on individual intuition and allows the organisation to react quickly to market shocks. His


continuous and


sustainable, we have to create leaders in our teams”—clarify how this model functions in practice. It is not a soft cultural ideal; it is an operational hedge. The autobiography shows how Pegasus built cross-functional systems capable of absorbing rapid changes in demand, pricing and scheduling. Technology, which he foregrounds in both the book and the interview, is positioned as the


Governance, positioning and diligence Nane’s appointment as the first Turkish chair of IATA is one of the book’s major narrative arcs. Speaking on this, he frames this milestone plainly: “When you choose a chairperson, you are also choosing the country.” This perspective reveals how he interprets industry governance—not as ceremonial representation but as strategic leverage for national aviation sectors. H His approach to governance is defined by technical diligence. As he outlined, “I read line by line


every IATA document… if I have a word to say, or if I have to criticise something, why I’m criticising and what will be my counter-proposal.” This reflects the procedural mindset that runs through the memoir: influence is not obtained through authority but through competence. Meticulous reading, preparedness and clarity of


in the autobiography. For Nane, sustainability is not an environmental silo; it is the convergence of financial stability, operational discipline, governance integrity and environmental responsibility.


Discipline, culture and stability The autobiography repeatedly emphasises aviation’s disciplined culture and Nane’s comments at the launch support this, especially his insistence that mistakes must be addressed systemically rather than personally. His rule—“do not make the same mistake twice”—is not motivational rhetoric but a procedural directive rooted in safety logic. The book shows how Pegasus deployed structured reporting and root-cause analysis to create organisational stability in a high-risk industry. Culture is treated with equal seriousness. Nane stated that “if you have a happy employee, you have a happy


reduces


company,” a sentiment that aligns with the book’s argument that relational management, when combined with strict operational processes, produces superior performance. In low-cost aviation—where turnarounds, planning and utilisation are unforgiving—employee alignment is not discretionary; it is operationally structural. Structure ultimately becomes the thread that binds his narrative. The book outlines a long-term strategy


anchored by technological foresight, collective cognition, cultural cohesion and disciplined incident processes. His reflections reinforce these components, offering real-time interpretations of the principles he documents in the memoir. Together, they create a comprehensive blueprint for organisations competing in high-volatility environments: success is engineered, not improvised. Words I Owe by Mehmet T. Nane is out now from Humanist Global Publishing and can be purchased on https://humanistglobal.com


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justification are presented as the foundations of ef fective policy


engagement. His remarks on sustainability—“sustainability is a holistic approach”—also expand on the themes


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