Chief Marketing Officer — Aftermarket Services Business

The mandate

An aerospace aftermarket business holds multi-year framework agreements and fleet relationships, but contracted potential is not converting into forecastable inductions, material demand and service revenue. Marketing, account and operations teams use different fleet assumptions. The incumbent CMO will leave through planned succession; the replacement will build demand from installed-base evidence and deliverable service propositions.

Approximately 1,025 employees and material partners support marketing, customer insight, fleet analytics, content, commercial, service and digital work from Munich. The CMO owns brand, market strategy, insight, proposition, lifecycle engagement, communications and marketing operations, reporting to the Group Chief Executive or nominated sponsor. Technical, airworthiness, export and customer-contract decisions remain authorised separately.

The starting point is an installed-base truth. Platform, tail, configuration, utilisation, age, maintenance event, geography and customer status should connect. The CMO will distinguish active addressable assets from nominal fleet counts and identify where data permission or quality limits a conclusion.

Demand forecasts will follow events, not campaign response. Inspections, life limits, modifications, reliability and operating tempo create service need. The marketing team will work with engineering and planning on probabilistic windows, avoiding claims that every identified event will convert internally.

Customer propositions need operational backing. Availability, turnaround, exchange, field support and digital status have different cost and capacity requirements. The CMO will ensure any marketed promise has a service owner, defined exclusions and performance evidence. Marketing cannot solve weak delivery through more assertive language.

Segmentation will reflect fleet and mission needs. Airlines, lessors, government operators and maintenance partners have different decision structures and data rights. Engagement should address economic and operational consequence without distributing controlled technical information.

Order-book conversion needs stage definitions. A framework ceiling, forecast call-off, inducted asset and completed event are different. The CMO will reconcile contribution claims with commercial and operations, preventing marketing attribution from claiming demand already contractually committed.

Content governance must be technical and export aware. Case studies, diagrams, performance claims and customer references require source, approval, audience, right and expiry. Material cleared for one market or customer may not be reusable. Agencies need controlled access and deletion evidence.

Digital lifecycle engagement can reduce uncertainty. Customer portals, alerts and planning tools should help operators decide and prepare, but they must use permitted data and avoid implying a diagnosis or approved work scope before inspection. Adoption will be measured through earlier planning and conversion.

Reliability insight can support campaigns where evidence is sound. Aggregated fleet data should have provenance, permission and appropriate statistical treatment. Small or biased samples cannot support broad performance claims. Technical authorities will review interpretation.

Marketing investment will focus on account and fleet decisions. Events, sponsorships, content and digital activity should connect to named objectives and incremental evidence. Brand matters in high-trust services, but reach metrics alone will not justify spend.

Reputation and service communication need coordination. A disruption, quality issue or missed turnaround may require customer-specific and public response. The CMO will establish fact-based routes with technical and legal owners, preserving confidentiality and avoiding premature assurance.

The team will develop aerospace service literacy. Marketers should understand induction, repair, certification and capacity. Leaders will be accountable for claims and agency conduct. Succession will institutionalise customer insight currently held by the incumbent.

The brand proposition will emphasise what the business can prove: approved capability, dependable communication, relevant fleet knowledge and responsible support. Differentiation should survive diligence by technical customers.

What you will own

• Aftermarket brand, market and lifecycle strategy.
• Installed-base and event-driven insight.
• Capacity-backed customer propositions.
• Framework and order-book conversion evidence.
• Technical, export and customer content controls.
• Digital engagement and fleet-data permission.
• Reputation and service communication.
• Marketing leadership and succession.

The first 12 months

Within 45 days, reconcile fleet and order-book definitions, inventory customer promises and stop unsupported technical claims. Complete incumbent relationship and insight handover.

By month six, launch event-driven propositions for priority fleets, implement content rights control and establish capacity-backed marketing gates. Validate attribution.

At twelve months, increase qualified service induction pipeline by 20%, improve conversion from forecast event to booked work by 15 percentage points and reduce unsupported or expired technical content by 95%. Every priority proposition should have named capacity and evidence owners, with no export or customer-data breach.

What the sponsor will examine

• Installed base filtered for real addressability.
• Demand tied to credible fleet events.
• Promises supported by available service capacity.
• Framework potential separated from converted revenue.
• Technical claims controlled by audience and right.
• Marketing insight transferred beyond the incumbent.

The person

You bring 22–28 years in aerospace, aviation, industrial services or regulated B2B marketing, including CMO or major-portfolio authority. Your record includes installed-base growth, aftermarket propositions, technical content and global customer engagement.

Candidates must demonstrate an attractive fleet claim they withdrew because data failed and an order-book conversion improved through insight. The hybrid Munich role requires customer and site presence. Security and export eligibility applies.

Compensation and terms

Base compensation is EUR 285,000–390,000 plus annual incentive and long-term participation linked to qualified demand, conversion, claim integrity, customer trust and succession. The permanent hybrid Munich role reports to the Group Chief Executive or nominated executive-committee sponsor. Planned replacement allows structured handover.

Confidentiality

The business, fleets, customers, technical data, performance, campaigns and order book remain confidential. Further information follows eligibility, conflicts and signed confidentiality. Applicants must not contact aerospace operators or service providers to identify the client.