A flying mind in a dynamic world: how Aleš Fikar steers the future of aviation with anwavering flexibility

Aleš Fikar, CEO of Atrak, approaches leading the company with a dynamism and openness that mirrors the industry itself. Despite coming straight from a demanding meeting, he sits down for the interview with an energy that seems to resonate with the vibrancy of the runway. Fikar approaches innovation with a unique blend of honesty and spontaneity—focused yet always ready to adapt to shifting winds. In the following interview, he shares his vision for the future of aviation, reveals how he keeps his team cohesive and motivated, and explains how his informal yet strategic approach shapes the direction in which Atrak is heading.

What is your strategic vision for the future development of Atrak, particularly in the context of the growing importance of Remote Tower and U-Space concepts? How do these technological innovations influence the segmentation of the aviation industry?

Our strategic vision reflects the dynamic evolution in aviation, particularly with the implementation of the Remote Tower, U-Space, and the ‘AIS2AIM’ project, which involves the transition of our existing AIS (Aeronautical Information System) into AIM (Aeronautical Information Management). These technological advancements are significantly impacting the structure and segmentation of the industry. In the Air Traffic Management (ATM) domain, we anticipate an increase in the number of users, necessitating the adaptation and development of support systems. These systems, traditionally operated on-premises, will need to open up more through standardized interfaces, with a strong emphasis on cybersecurity.

However, our core vision remains unchanged – we aim to stay a flexible provider of solutions that can be easily integrated into various environments. Unlike other companies within our group, such as CS Soft, which focuses on comprehensive ATC systems, we specialize in highly targeted ATC products that can be tailored to a wide range of implementation scenarios. Our goal is to continue expanding our market share and maintain our competitive advantage through this flexibility.

Can you elaborate on the technical and systemic aspects of the Remote Tower and U-Space concepts and their integration into current ATM structures?

U-Space represents a revolutionary concept for integrating unmanned aerial vehicles (UAVs) into standard air traffic control operations. From the perspective of our systems, not much changes – a new object is added that must be efficiently processed. However, this object requires specific approaches and modifications to existing systems. For instance, our Air Space User Plan module, which handles the planning and reservation of airspaces, is now being expanded to include functions necessary for UAV integration. This system, which we are currently testing on simulated data, will enable us to dynamically manage airspace reservations, crucial for the safe and efficient integration of drones into ATM.

 

 

The Remote Tower, also known as Digital Tower, is essentially an air traffic control station that is not physically manned but is equipped with sensors such as cameras that provide visual data of the airport surface and surrounding area. This concept utilizes “out of window sight” technology, allowing data to be transmitted to a remote control center where it is visualized and processed by air traffic controllers.

How does Atrak maintain its flexibility and ability to adapt to rapidly changing customer needs in such a highly specialized and regulated market?

Maintaining flexibility in this highly specialized and relatively non-competitive market is crucial. Our ability to quickly adapt our products to meet the needs of major players like Thales or Indra is key. This approach allows us to offer solutions that are not only technologically advanced but also flexibly tailored to specific requirements. We invest heavily in the education of our employees and in supporting the younger generation, who bring fresh ideas and innovation to our company. We have several students here who have written their theses and bachelor’s papers with us, and who have become full-fledged members of our team after graduation. This continuity between academia and our technological development is essential to maintaining our innovative and flexible nature.

The AGAS system is considered a unique solution developed in collaboration with the Alien Police. What are its prospects for deployment in other jurisdictions or potentially in other segments of the security and defense industry?

The AGAS (Air Ground Analysis System) is a sophisticated information system designed for the continuous monitoring of Czech airspace. Its primary task is to enhance border protection, particularly by detecting illegal migration, customs evasion, and preventing terrorism. AGAS utilizes data from surveillance sensors and flight plan information, analyzing it in real-time and generating alerts when airspace breaches or other security threats occur.

The potential for AGAS to be deployed in other countries or sectors is significant. The system is designed to be easily customized to local conditions and legal requirements. Its flexible architecture allows for straightforward customization to meet the specific needs of individual countries or organizations, making it an attractive solution not only for aviation security but also for other areas of defense and security.

What role does Atrak play within the broader context of the CSG Aerospace division, and what are the key benefits of this collaboration?

Our role within CSG Aerospace is crucial for identifying and leveraging synergies between the companies within the group. CSG Aerospace includes firms that operate in various segments of the ATM domain, such as Eldis and Retia. Our collaboration with these companies enables us to offer comprehensive and integrated solutions that cover a wide range of needs in air traffic management and aviation security. This synergy allows us to better respond to market opportunities and provides us with a competitive edge in tenders and other business activities.

What specific technological and procedural challenges did you face when integrating unmanned aerial vehicles into the ATM domain, and how did you overcome these challenges?

The integration of drones into the ATM domain is currently at the conceptual level, as we are working on the overall architecture of the system. One of the primary challenges we face is expanding our existing systems to address the requirements of unmanned operations. For instance, we are enhancing our Air Space User Plan module to handle airspace reservations for drones as I have mentioned earlier. This involves similar tasks as those for manned aircraft but in a different dimension due to the higher volume of UAVs and the need for specific airspace management for tasks like urgent deliveries.

Additionally, adapting our surveillance situational system to process and visualize data from these unmanned sources is a critical challenge. We have already implemented some of these functionalities at the prototype level and are testing them on simulated data, which we generate and prepare ourselves. This allows us to develop and refine these systems before they are fully operational.

As the process continues to evolve, new requirements and challenges emerge, which we address incrementally. The integration of drones will undoubtedly bring more challenges as we proceed, but our approach is to continually adapt and expand our existing capabilities to meet these new demands.

Your company has a long-standing, stable team of experts. How do you maintain high employee loyalty while attracting new talent, especially in such a dynamic and technically demanding industry?

Maintaining high employee loyalty and attracting new talent in a dynamic industry like aviation requires creating an environment where employees feel valued and where their work is visible. At Atrak, we pride ourselves on fostering an informal atmosphere that encourages open communication and mutual trust. With a team of just 28 people, it’s easy to see who is contributing and who isn’t, which creates a strong sense of accountability and ownership among the team members.

One of the key aspects of our approach is transparency. I strongly believe in discussing both the good and the bad openly, which builds trust and a sense of shared purpose. This open culture is crucial in an industry as complex and fast-paced as ours, where quick and honest communication can make all the difference.

Attracting new talent often comes through personal recommendations, as we have found that current employees are our best ambassadors. For instance, one of our long-term employees recommended his son, who was studying at the Czech Technical University. He started with us as an intern, completed his thesis here, and has now become a full-time junior developer. This kind of organic growth is important to us because it ensures that new hires are already aligned with our company culture.

Moreover, the aviation domain itself is inherently interesting and attracts people who are passionate about the field. Combined with the fact that we provide a dynamic, supportive environment where employees are encouraged to take initiative and innovate, it’s no surprise that we have been able to retain our team for many years, some even for over two decades.

BY: Katerina Urbanová

Photo credit: Atrak