After having gained extensive experience within the airline industry for years rangeing from shop floor level to management level, this business was founded in 2003 and has expanded since. We are continually looking for ways to improve our services and serve our clients interests better


Mak Aircraft Engineering Services has been founded by Bart Mak. This was done after more than 15 years of aircraft maintenance engineering experience with KLM Royal Dutch Airlines and later Martinair. But before that a thorough apprenticeship was followed at Bristow Helicopters in the UK. The schedule included: component work shop, engine shop, avionics work shop, sheet metal, design office and aircraft maintenance. This apprenticeship highlighted the importance of always adhering to manufacturers and airworthiness standards. Later on it provided a good perspective of these standards. It also gave an insight in the different environments and cultures of both engineering offices and shop floor. The following apprenticeship was as line maintenance mechanic trainee at KLM.

Later on a position was taken at KLM where I started off in the planning and work preparation office only to move to Central Engineering a year later. Boeing 747 and Fokker F-27 structures was the area of expertise developed at the time. This was extensively covered as the office supported KLM's 747 heavy maintenance line and projects like Section 41 inspection, repair and modifications. Later on, the structural aging aircraft modification line was supported as well as sale and AOG support for the many 747 engineering customers of KLM at the time. This was the time that due to close cooperation with hands-on sheet metal craftsmen as well as airframe manufacturers and company management, a good feel was developed for engineering solutions that had to be practically feasable. In addition a position as senoir engineer was accepted in which to guide new engineers as well as technically coordinating engineering projects. At that time Central Engineering was decentralized and split up according the production centre divisions at KLM M&E. This involved relocation of the offices, restructuring of IT environment, split up of documentation like historical archive, manuals, engineering order administration, rewriting of procedures, etc. We were assigned to coordinate physical relocation of offices and division of documentation.

Subsequent to the time at KLM, a position with Martinair was accepted as technical fleet manager. This was a totally different environment with completely different culture and levels and areas of expertise. Much smaller than KLM E & M with very informal internal communication. The organisation was transitioning at the time from a centrally lead structure to a delegated management structure with formal objectives and documented processes. In addition the work load of the organisation was expanding massively due to fleet expansion. The integration of experienced and talented shop floor people into the management level had just begun and has developed since. A very good learning experience that highlighted the importance of decisive, unambiguous and transparent management style and the influence of it on the quality of the end product as well as human factors in organisations. During this period of time many diferent aspects of airworthiness management and human factors were learned.

After that, a position at an aviation manpower agency was accepted as general Manager. This was just before 9/11 and the profound impact of that event was felt. Back up plans were developed with the Dutch miltary as new client but the position was terminated shortly afterwards.

Subsequent to this, it was decided to be self-employed and this business was founded. Many different projects have been accepted and carried out, among which maintenance postholder of a cargo operator called Farnair Netherlands, later Farnair Europe. At that time an aeronautics student (Pascal Stevens) graduated, under our supervision, in bechmarking available off the shelf maintenance management software packages and extensive evaluations were carried out with surprising results. It became clear what massive development off the shelf packages had gone through during the last couple of years. It became clear that self development of maintenance management packages had become totally obsolete and unnecesary costly and off the shelf packages could be incorporated into almost any organisation, provided the introduction be adequately managed.

During the last few years projects were done in many different environments all over the world and many different customers and it became clear that there are many different ways to achieve good airworthiness and continuing airworthiness standards. (refer to CV for details). With this extensive experience we believe we can help aircraft operators, owners and lessors to achieve their objectives.

We are looking continually for ways to improve our expertise and services.