Palma: expertise to support growth
We found engineers who could support our growth at Schiphol. I built a local operation with local contracts and a maintenance station, connecting the capacity at both locations.
Patrick Morcus · Entrepreneurial managing director
About Patrick
An entrepreneurial managing director who builds technical businesses.
I see where a business can grow and build the organisation to make it happen.
I unlock untapped potential, strengthen business models and connect commercial growth with people, capacity, quality and financial performance.
I bring more than twenty years of executive and board experience, including thirteen years as managing director and statutory director with full P&L responsibility.
Nayak
From a loss-making business to an international organisation.
I saw an opportunity for an independent maintenance organisation to take more responsibility from airlines. I brought that vision to Nayak and, after the acquisition, built its market position and organisation as managing director and statutory director.
Together with the team, I grew Nayak Netherlands from approximately 30 to more than 330 employees and from €3 million to over €45 million in annual revenue, with EBITDA margins of 10–15%. I held overall responsibility for commercial development, people, systems and finance.
From the Netherlands, we built a network of 15+ locations across Europe and the United States. I combined local leadership with shared quality standards, systems and financial processes.
Helsinki: building from a carve-out
When Finnair stopped maintaining aircraft for third parties, we took over customers and some employees. Airport premises, local payroll, IT and work processes had to come together as a functioning organisation.
A group that could grow
As a board member, I helped translate group strategy into execution. Together with my financial controller, I developed group reporting and supported the group-wide rollout of our Dutch Exact Globe implementation.
At Nayak, organisation building included creditor agreements, credit facilities and cash flow, as well as the tools, logistics and work packages needed on the shop floor. Commercial growth and operational reliability had to go hand in hand.
In 2009, Nayak Aircraft Services won the FD Gazellen award for the Amsterdam region and placed third nationally, with almost 550% growth over 2006–2009.
Connecting commercial decisions with execution.
VBR: a stronger business model
I brought commercial and operational teams together around customer visits, planning and delivery. This led to long-term service concepts with standby capacity, maintenance and payment based on use. For a customer in Spain, it resulted in a ten-year contract for two gas turbines. This approach contributed to revenue growth from around €17 million to €25 million in three years.
AELS: making a larger investment possible
I worked with the owner on the valuation, expected proceeds and payback of more recent aircraft. I substantiated the commercial opportunities and helped bring parts to market after external financing. The shift towards more recent aircraft and larger transactions contributed to annual revenue growth from around €3 million to €12 million during my time at AELS.
Technology and new propositions
I also built teams and commercial structures in software and aviation technology. In my own software startup, I worked with developers on UI/UX, backlog and scrum. Other assignments included workforce planning and tooling analyses at KLM and sales plans at Fokker Services.
Why technical businesses?
My father was a welder in the steel industry. My grandfather ran a large installation business. On a factory floor, I see experience, technology and craftsmanship coming together. That expertise is the foundation for a stronger business.
How I lead
My leadership style is direct, engaged and decisive. I give experienced people autonomy and responsibility and hold them accountable for commitments. I listen carefully, actively invite challenge and adjust course when new insights call for it. People need to understand where we are heading and how their work contributes.
My ambition is a business that performs better and that employees, customers and owners can be proud of.
Building further, with overall responsibility.
I am seeking a managing director role with overall responsibility for an established technical manufacturing or maintenance business. A company with skilled people, customers and untapped market potential, where I can work with employees and owners to deliver its next phase of growth.
With the authority to act and clear agreements on objectives, investments and responsibilities. I also welcome discussions about suitable interim executive assignments during leadership absence, organisational change or a challenging period.
Let’s talk
What does the next phase of your business need?
Are you looking for leadership to take your business forward, or do you have a specific question about growth or change? Let’s explore what is needed and whether I can take responsibility for it.
Let’s talk ↗Read how colleagues and clients experienced our collaboration: experiences with Patrick ↗.