How did your journey in aviation begin and what motivated you to choose this profession?
My journey in aviation actually began quite spontaneously. As a student, barely twenty years old, I was looking for a seasonal job that would combine my curiosity, desire for change, and the need to do something that moved me. I didn't grow up dreaming about airplanes, but I did dream of a job that had meaning, where every action I took changed something and carried a certain responsibility. Interestingly, my first great passion was mathematics – even as a child, I was convinced that it would be my life's path. I loved logic, structure, clarity, and the feeling that in mathematics, effort is always reflected in the result. Even today, I believe that it was precisely this "mathematical" discipline that later made me stable, organized, and confident in making decisions in circumstances that were often far from simple.
As a child, I traveled a lot – both by plane and by car – thanks to my parents who, despite the sanctions at the time, travel restrictions, difficulty obtaining visas and huge inflation in the former Serbia and Montenegro, always found a way to broaden my and my sisters’ horizons. During those years, I also finished high school in the USA, which was almost unthinkable in those circumstances. That experience gave me breadth, independence and the ability to understand differences, all of which later became essential in the cabin of an airplane. Because of all this, when the opportunity to work in aviation arose, I felt that it was a combination of everything that had been important to me up until then: dynamics, responsibility, working with people and constant learning. And of course, that feeling of being part of something bigger than yourself – a system that relies on your composure, knowledge and instinct. It turned out that this “accidental beginning” was actually the right path for me.
What are the key steps or milestones that led you to the position of Head of Cabin Crew?
I would say that three things played a decisive role: a desire to learn, a willingness to take on responsibility and a love for people. I have been in aviation for 26 years, or 27 seasons. My journey began in the reservation sector – I dealt with booking, agency support, allotments and branch reservation systems. At that time, the IT development in aviation was significantly lower than it is today, so many systems required more manual work and personal engagement. After a short time, I completed a cabin crew course and quickly advanced to the position of purser, which was the first significant promotion in my career. From that moment on, my focus shifted to aspects of aviation that concerned more complex organization, rapid decision-making and deeper communication within the team.
Another major milestone was when I became a CRM instructor – teaching crews how to effectively manage resources and communicate assertively, with a focus on non-technical knowledge and skills that significantly contribute to system safety. I was later promoted to Cabin Crew Instructor, which gave me a deeper understanding of how to conduct training, develop procedures, monitor compliance with standards, and prepare crews to effectively and safely perform all cabin operational tasks.
What changed my perception the most and sparked additional curiosity was the SMS (Safety Management System) where I spent about ten years, while actively flying. That period showed me how important it is to observe the system you work in, not only to meet regulatory requirements, but to proactively contribute with your actions, together with a strong team of experts from various operational aspects of aviation, who are constantly up to date with the latest requirements and standards. This ensures that every part of the system receives the highest certifications, on which the entire business of the airline depends. This is where theoretical knowledge and practical value came together, and it is this combination that prepared me for a management position.
The biggest turning point in terms of personal development, however, was when I started learning and teaching others. When you teach others, you have to be much better than you were yesterday. That process changed me deeply. Every challenge I took on was an opportunity to say to myself: "If I can bring this to the team, then it's worth it."
What does your workday look like, considering that you manage a team in a dynamic and highly regulated environment?
My day usually starts before the official start of working hours. Whether it is an operational or administrative day, each one is completely different. I start the day with an overview of the operational situation – which flights are planned, what awaits us, daily requirements, are there any changes or passengers with special requests, while complying with the applicable procedures. The rest of the day is a combination of planning, talking to the crews, following the procedures, meetings with other departments and resolving situations that arise suddenly, which in aviation are not the exception, but the rule, practically everyday. Sometimes the whole day is spent in communication: with the crews, other operational services, specific operational requirements, ongoing training, and even indirectly with passengers.
Managing a team that is constantly on the move also means never forgetting the human aspect – fatigue, stress, fears, ambitions. I try to always have time to listen to someone, even if it's just five minutes between two meetings. Because people don't follow you because you are formally a leader – they follow you if they believe in you. I still fly, because only the experience from the cabin allows me to understand the system and improve it. The working day rarely lasts from 8 to 16 hours, and it is precisely this diversity and unpredictability – from the office to the cabin – that makes the job challenging, dynamic, but also very inspiring, because every day brings a new story and challenge.
What do you consider the most important element of good leadership in aviation?
In aviation, a leader is someone who is a place of calm in the midst of confusion. The most important thing is to have stability – the kind of presence that calms others. A leader must be reliable, consistent and ready to get the best out of their team, even when they themselves doubt themselves. To me, leadership is the ability to be the best version of yourself in the worst moments.
How do you build a culture of trust and professionalism among cabin crew members?
Trust doesn't come from big words, but from small actions repeated over years. I try to be accessible, open, and honest. If something isn't working, I say so. If something needs improvement, I explain why. If someone makes a mistake, my first reaction is not punishment, but understanding: "Why did this happen? How can we prevent it next time? In what areas can we improve the system?" It builds a culture of trust and fairness where people are not afraid to raise a problem – and that is the biggest win.
What skills and traits are crucial for cabin crew today?
Empathy – to understand the passenger, the colleague, the situation. Calmness – because panic is the most expensive mistake. Flexibility – because aviation plans one thing, and life another. And professional integrity – because there is no half-hearted responsibility in the cabin. Knowledge, skills and attitude form the basis of each crew member and shape their integrity and reliability in their work – like the “knightly skills” of modern aviation.
What are the biggest challenges you face in your work?
The biggest challenge is the balance between people and systems. Aviation is a highly regulated industry – everything is prescribed, standardized and must be executed in detail. And people are the opposite of that: emotional, unpredictable, full of energy, but also tired. Merging these two worlds is a kind of skill. I will paraphrase the thought of Isaac Adizes, which best explains the essence of leadership: the way a person leads and takes care of his family, the same values and logic should be used to manage a team or organization – with responsibility, patience, developing trust and consistency. This is especially visible in aviation: if you neglect the human aspect, the system will not function; if you neglect the system, people will not have the structure to work safely and calmly. My role is precisely this constant balancing of these two worlds. And merging these two worlds is an art.
How do you deal with situations of high pressure and responsibility?
Honestly – through experience. Understand that the pressure never goes away. You just learn to deal with it. In the cabin – during the flight and on the ground, the most important thing is to breathe and remind yourself that panicked people cannot be leaders in aviation, nor lead teams.
How is cabin crew trained and what does the public often not know about the process?
The public usually sees smiles and kindness, but they don't know that behind it all we stand as a well-coordinated team trained to respond in case of fire, medical emergency, evacuation, decompression, aggressive behavior... and anything that can happen 11 kilometers above the ground. The training is intense, both physical and mental. Cabin crew learn procedures until they become reflexes, because in a crisis situation there is no room for thinking, only action.
Are the standards and procedures different today compared to when you started working?
Absolutely – standards and procedures today are incomparably more developed than when I started working. In the past, there was much more reliance on the experience of individuals and their ability to “feel” the situation. Today, we rely on the system, on analytics, on data, and on a culture of safety that has been built over years.
Over time, the philosophy of safety/security itself has changed. Initially, errors were mainly attributed to technical factors – malfunctions or equipment. Later the focus shifted to human factor, its behavior and limitations. However, decades later it became clear that many dangers actually arise fromOrganizational reasons: methods of operation, communication, processes, system loads. Today, the modern approach to aviation looks at safety much more broadly. It does not look only at the airline, but at the entire network of everyone involved in air traffic: airports, air traffic control, maintenance, ground handling, regulatory bodies - both national and international. It is a huge, complex system in which each part affects the other. And it is precisely this system that is the reason why air traffic is the safest mode of transport. Statistically, to experience a serious accident, one passenger would have to fly for 63 thousand years. That speaks volumes about how much standards have changed for the better.
How do you see the position of women in aviation, especially in management positions?
Women in aviation have always had a place, but that place has not always been formally recognized. Today, the situation is much different: more and more women are leading operations, cabin crew, and even technical and highly specialized sectors. This is a huge shift compared to just ten or twenty years ago. I believe that women in this industry stand out because they have a natural ability to balance high responsibility with empathy, calmness, and attention to detail. Multitasking is something that the female brain really excels at, and aviation is an environment where this ability makes a difference, whether we are talking about making decisions under pressure, leading a team, or managing complex procedures.
I don't think women need to "prove" anything more than men - I think it's time for their skills and mindsets to be recognized as equally valuable and equally needed. And that's a change I greatly appreciate and look forward to.
Have you encountered barriers during your career because you are a woman?
Yes, I encountered barriers, but not in the form of open discrimination. More often, these were silent assumptions - that certain roles are "too demanding" for women, or that the authority that is granted to men in advance, must be proven by the woman first. Such things test you, but they don't have to limit you. They made me be even better. Much of my strength has come from the experience of balancing family and professional obligations. I am the mother of two students who are abroad today. Due to motherhood, I once had to take a short break from my studies near the end, but I returned, finished them and continued to build my career. Motherhood is a role that never ends; you're always there, always on. And it was through this that I realized that what I manage to organize and present at home, I can achieve with the same dedication and focus in a professional environment. With good organization, clear priorities and the support of those closest to you, all phases - both private and professional - can develop successfully and in parallel. That experience gave me the confidence that no obstacle should be seen as a limitation, but rather as another situation that I can overcome.
What would you say to girls who are considering a career in aviation?
If you are considering a career in aviation – don’t wait for the “perfect moment”. In this profession, ideal conditions almost never exist. If you feel that this is the calling for you, regardless of your vocation and previous experience, just go for it. In this profession, you will discover strength, stability and abilities that you may not have known you possessed, and all of this will benefit you on a personal level. The ability to communicate with different profiles of people, to coordinate different demands in a short time, to quickly solve challenges and develop social skills that you would not have in other circumstances, makes this job unique. As Amelia Earhart, the famous American aviator and the first woman to fly across the Atlantic Ocean solo, once said: "The hardest step is the first one – everything after that is just persistence." And her second thought: "Life expands or contracts in proportion to your courage." These quotes perfectly reflect the essence of aviation: courage, focus, responsibility, and constantly upgrading one's abilities.
How has Air Montenegro changed since your arrival and what are you particularly proud of?
The biggest change I have noticed at Air Montenegro is the team culture. Today, I am building this young company together with numerous colleagues with whom I have had long-term cooperation since the time of Montenegro Airlines, where we learned our craft and grew together, both professionally and privately. Now we have crews who want to progress, who are interested in procedures, ask questions and actively participate in the development of the company. I am proud of these young people – their energy, motivation and professionalism give me real confidence in the future of the company and confirm that we are on the right track.
What trends in aviation do you consider the most important for the coming years?
Digitalization, sustainability and a focus on human factors. Technology will change us, but without understanding human behavior there is no safe aviation.
Who has shaped you the most professionally?
Not one person – but many. Instructors who were demanding, colleagues who were honest, captains who were models of composure, and young crew members who reminded us of the enthusiasm that must never be lost.
How do you manage to balance your intense work with your private life?
Balance is not spontaneous, but a learned skill. At the beginning of my career, it was especially difficult to balance my private life – devoting myself to children who were growing up and demanding attention in every aspect of their development, supporting my husband who was simultaneously developing his career, living in another city and traveling off-base almost every day on my own. I had to sleep less and act faster, all the while staying up to date with my work and not avoiding any obligations. Only later did I learn to enjoy the small, everyday things, which helped me develop the right balance between work and life – all of this is recorded somewhere and makes its own “turn”, as we Kotor residents would say.
Today, I try not to take my work home, and I treasure my days off as a little treasure. Time with family and friends is crucial for me – we travel together, go to concerts, enjoy small and big moments. In the dynamic environment of aviation, discipline and good time management allow work and private life to function harmoniously. It is precisely this balance that gives you the energy and clarity to meet every challenge, professional or personal, ready and with a smile – I want to believe in Andrić's thought that "Life only gives back to us what we give to others" and I try to apply it in my everyday life.
Is there a lesson from the cabin that you apply outside of work?
There are many, but one is especially important to me: Calmness and respect save things. This is true in emergencies as well as in life.
What is the biggest misconception about the job of cabin crew?
The biggest misconception about the job of cabin crew is that it is a “smile job”. Our smile is not a spontaneous expression, but a conscious professional decision. Behind it stands discipline, responsibility and a commitment to safety. Our first and foremost duty is the safety of passengers, crew and aircraft – everything else, including pleasant service, comes only after that.
What message would you send to women who want to advance in their profession?
To not wait for other people's approval to be ambitious. To build their knowledge, their integrity, and their self-confidence. And to always know – there is room for women wherever there is quality.
Women don't need to "prove" themselves any more than men - it's time for their skills and mindsets to be recognized as equally valuable and equally needed. That's a change I'm looking forward to.
(AIR Montenegro)
