Aviation Institute of Maintenance, NASA

I have had a strong desire to work in the aerospace industry since a young age. I remember first being inspired at the age of 5 while boarding a plane: a flight attendant took me into the cockpit to see the pilot and the systems behind aviation transportation. It was at that moment that I decided I wanted to be a pilot. Fast forward a bit, and I went to college at Texas Tech, where aerospace engineering and pilot school were not available. While disappointing, I went ahead and got a degree in economics. Looking back, I think that taking economics was actually a good test on people skills and map skills as well. 

I did not have a direct path into aerospace. After I got my degree, I struggled a bit to find a job. Eventually, I received an offer to work for Air Jamaica as a finance analyst in Louisiana. While down there, I began learning how to become a pilot, and I met a classmate who was an Apollo pilot after being a fighter pilot in Vietnam. I spent some time over there and had the opportunity to work on a new aircraft system called GPS. Soon after, I was able to work on the plane manufacturing of the Bombardier CRJ at first for Embraer Air and then for Air Canada. I worked on commercial aircraft in Cincinnati by this point. While doing work for Air Canada, I realized the worth of learning and studying, and now I believe that you must keep learning always in this industry. It was at this point that I decided that I wanted more, so I saved up money and went to flight school. 

The planes that I flew were the same planes that I worked on in the commercial aviation industry. I took two years of flight school and then received my license. For a time, the plane I flew most often was a Beechcraft Duchess. After that, and in the middle of my flight training, September 11, 2001, happened. This is an important lesson about the ups and downs that occur in the industry. It’s often rather difficult to find work outside of aviation once you have gained skills and experience within. After realizing this, I was fortunate enough to find a position at Space Center Houston for job security, while also, in 2008, finding a position back in aviation. In order to find a way, I actually networked and reconnected with one of my classmates, Jim Eastman. However, despite going in to become a pilot, eventually I had to be let go of that position. While that opportunity didn’t pan out, it actually led me to another position at that same company in aviation teaching 

I did not enter this industry through education because the area that lived in, in Texas did not have aviation related classes. Through career advancement in the commercial aviation industry’s business side, I was able to make my way to flight school and eventually inside the cockpit. 

One of my favorite experiences occurred when I was working at Jetstar. At the time, a pilot-friend of mine, Jerry Cob, and I decided to take a Jetstar plane over to Houston. While flying, Jerry and I agreed to do a belly roll maneuver over Houston. This experience was exhilarating and reminded me of why I chose to be a pilot. 

Another meaningful experience for me was when I worked at the Johnson Space Center, where I had the opportunity to work on ORGOS for the space shuttle. I was tasked with helping to train astronauts in simulated microgravity. I thought this experience was neat and led to spinoffs related to sports and healthcare research aboard the ISS.

In 2008, while co-piloting a plane, one of the scariest experiences I have ever encountered occurred. I was fresh in my new job and working with Crew Resource Management (CRM). We had brought in an outside team member to be the other pilot. It was a foggy day in Houston. It was so foggy that, in fact, we couldn’t see what was in front of us. It was a tense moment trying to land as the ground wasn’t visible. Fortunately, we were able to land safely, but if it weren’t for our training and skills, I can’t say what would’ve happened that day.

I would say that from my perspective, it’s easy to fly; it becomes stressful when someone needs you to do something quickly. In the aerospace and other industries, time is money, so it is important to always stay a couple of steps ahead. In other words, always have a contingency and be ready with a game plan. In many cases, this means building trust with your teammates to carryout an objective.

The qualities that I’ve witnessed that are essential for someone’s growth in aerospace are being a team player, but also having a little competitiveness. It’s important to work well with others and not be a ‘know-it-all’. The first thing you have to do in any conversation is listen to what the other person is saying. Finally, I think it’s important to always keep learning, whether that’s through hobbies or networking. It’s really important to keep up with your craft as it evolves.

One of the most common mistakes I see newcomers make is assuming there is only one ‘correct’ or traditional path into aerospace. Many people think that if they didn’t major in aerospace engineering or attend a specific school, they’ve already missed their opportunity. In reality, this industry values transferable skills, persistence, and networking just as much as formal education. Another mistake is not asking questions or trying to appear as though they already know everything. Aerospace is complex and constantly evolving, and the people who succeed are those who are willing to listen, learn, and seek mentorship. To avoid these mistakes, I would encourage newcomers to stay flexible, build relationships, and focus on continuous improvement rather than a rigid career timeline

In my experience, successful aerospace projects rely heavily on communication and trust between cross-functional teams. Engineering, operations, and human factors all bring different perspectives to the table, and no single group can operate in isolation. Coordination usually begins with clearly defined roles and objectives, followed by frequent check-ins to ensure alignment as conditions change. From a pilot and operations standpoint, feedback from real-world use is critical, and that information needs to flow back to engineers and researchers. When teams respect each other’s expertise and stay focused on the shared mission, whether that’s safety, performance, or innovation, the process runs much more smoothly.

Safety and accuracy are always top priorities in aerospace, but adaptability is just as important. Leadership values people who can remain calm under pressure, follow procedures, and still think critically when something unexpected happens. Innovation is encouraged, but it has to be balanced with responsibility and risk awareness. Leaders also look for individuals who communicate clearly, support their teammates, and take ownership of their work. Ultimately, the most valued people are those who can be trusted, both in routine operations and in high-stakes situations.

My biggest piece of advice is to never stop learning and never assume you’re done growing. Aerospace is an industry where technology, regulations, and best practices are constantly changing, and staying relevant means staying curious. Be willing to take unconventional paths, be patient with setbacks, and understand that timing plays a huge role in this field. Networking is also critical; many of my own opportunities came from reconnecting with people I had worked or studied with earlier in my career. Staying in touch, asking thoughtful questions, and showing genuine interest in the work go a long way. If someone wants to stay on my radar, I value authenticity, follow-through, and a strong work ethic more than anything else." - Irwin Stewart