Tomáš Vlček, COO at CSG Aerospace, stands out as a leader who combines strategic vision, intellectual curiosity, and a reflective mindset. He goes beyond the traditional scope of operational management, cultivating an environment where innovation flourishes through technical expertise, business acumen, and open, thoughtful collaboration. Under his guidance, CSG Aerospace has evolved into more than a competitive industry player—it’s a forward-looking ecosystem that nurtures talent, drives fresh ideas, and shapes the future of aerospace and defense.
CSG Aerospace, a division of the Czechoslovak Group (CSG), unites a diverse portfolio of specialized companies, including ELDIS Pardubice, RETIA, CS SOFT, ATRAK, JOB AIR Technic, UpVision, and Pocket Virtuality.
Tomáš, could you share your professional journey with us? What led you to CSG Aerospace, and what key moments in your career most influenced your path?
My career in the aerospace sector began somewhat by chance. I started as an HR Director in Aero Vodochody Aerospace, having originally been drawn to aviation through a personal hobby—sport flying. Over the years, I realized I wanted more than just a focus on human resources. I was eager to extend my skillset and manage broader operational and strategic challenges. CSG Aerospace, with its diverse portfolio—ranging from radar systems to aircraft maintenance—offered that opportunity. It’s been over three years now, and what truly shaped me were encounters with people whose insight and experience set a high bar. Interacting with such individuals—both Czech and international—has consistently pushed me to grow and never remain static.
As COO, you oversee complex operations across multiple companies within the division. What do you consider your greatest contribution to CSG Aerospace, and which changes or innovations have you successfully implemented?
I’d first like to stress that nothing we’ve accomplished stems from a single individual—our entire division’s structure and team dynamic make it possible for real progress to happen. My role has largely been about creating the right environment where stable operations and innovation can coexist. We’ve set up a balanced governance that gives each company the autonomy to develop while still leveraging divisional support systems. For example, we established a dedicated business development team and expanded our marketing intelligence capabilities to assist all entities under CSG Aerospace. We’ve also focused on employer branding and built strong partnerships with universities, securing a steady flow of new talent and fresh ideas. By aligning corporate support with entrepreneurial freedom, we enable our companies to remain agile, commercially successful, and primed to innovate.
How would you describe your leadership style, and what values do you consider critical in motivating teams within such a dynamic organization?
My leadership style is rooted in trust, open dialogue, and providing people with the freedom to excel. However, it’s not one-size-fits-all. Different situations—be it a crisis, a growth phase, a large-scale project, or a small specialized team—require different approaches. When working with highly capable individuals, I don’t need to micromanage; I focus on asking the right questions, encouraging solutions, and offering the necessary resources. Core values like purpose, transparency, respect, and a willingness to learn ensure that, regardless of the scenario, our teams stay focused, engaged, and ready to push the boundaries.
Your division spans a broad product spectrum—from radar systems and air traffic management solutions to aircraft maintenance. How do you ensure effective oversight of such diverse areas, and what’s the key to their successful integration?
The key is balancing a common operational standard with sufficient independence. We make sure each company within the division meets certain baseline criteria in areas such as project management, financial controls or selected corporate obligations. At the same time, we recognize and respect their unique market conditions and product specializations. Regular meetings with general managers, technical leaders, and sales directors allow us to share insights and opportunities. This combination of shared governance and entrepreneurial leeway enables our companies to collaborate, innovate, and integrate organically, without stifling their individuality.
JATISmro, a recently lauded system, has streamlined aircraft maintenance planning. What was your personal contribution to this project, and what benefits does it bring to customers and to the division?
The real heroes behind JATISmro are the developers and engineers from companies like CS Soft and JOB AIR Technic. My role was to help frame its commercial potential—identifying potential customers, opening discussions, and ensuring we could scale beyond a single internal application. JATISmro uses predictive analytics and artificial intelligence to optimize scheduling, resource allocation, and parts availability. Customers gain from shorter turnaround times and cost savings, while we gain a versatile tool that can be adapted for various markets. It’s a prime example of how internal innovation can generate external value.
Professor Bohuslav Přikryl, Vice President for Research and Innovation, is a key figure in your team. How do you perceive his contribution to your innovation strategy, and how does this collaboration influence the future direction of CSG Aerospace?
Professor Přikryl’s background—spanning academia, technology, and military applications—brings enormous value to our innovation efforts. He serves as a strategic scout, pinpointing technological trends that truly matter. Under his guidance, we don’t just stay aligned with emerging global standards; we also ensure that fresh, meaningful ideas are continuously integrated into our operational framework. His ability to evaluate feasibility, shape research directions, and forge partnerships with universities and research institutions helps maintain a vibrant ecosystem of innovation, steadily propelling the entire division forward.
CSG Aerospace recently established partnerships with leading Czech universities. How do these collaborations feed into your innovation efforts, and what projects have emerged as a result?
University partnerships give us direct access to cutting-edge research, fresh talent, and academic rigor. We engage in projects spanning advanced materials, next-generation radar technologies, sensorics, autonomous robotics or augmented reality tools. It’s a reciprocal relationship: universities gain real-world applications for their research, while we gain intellectual capital and solutions that can be deployed in our commercial ventures. Over time, these joint efforts accelerate our learning curve and keep us relevant in a competitive global market.
Tomáš Richtr often highlights the importance of teamwork and leadership within the division. How do his views align with your own approach, and what principles do you consider essential for CSG Aerospace’s success?
We fully align on the fundamentals of trust, clear communication, and accountability. Tomáš’s emphasis on direct dialogue and authentic leadership resonates strongly with my belief that sustainable success stems from honest, collaborative relationships. By minimizing unnecessary bureaucracy, fostering a culture of respect, and empowering our teams, we create a resilient environment. In such a setting, challenges become solvable problems, and innovation emerges more naturally.
Your close collaborator, CEO Aleš Klepek, is known for his visionary approach. How do you perceive your cooperation with him, and what aspects of his leadership style inspire you?
Aleš Klepek has a remarkably broad perspective. He has developed a peculiar sense for critical thinking. He doesn’t chase the latest management fads or buzzwords; he stays focused on what truly matters—commercial viability, technical excellence, and long-term stability. What’s especially inspiring is how our conversations transcend ordinary operational issues. We explore strategic concepts, share intellectual insights, and even venture into philosophical territory. We also exchange recommendations on books and articles, maintaining a constant intellectual engagement. This openness, combined with a shared sense of humor, creates an environment that keeps us both cognitively alert. His ability to keep the bigger picture in focus, while encouraging a wide-ranging dialogue, ensures we never lose sight of our core goals and consistently push ourselves to think more deeply, never abandoning a common sense
Radar systems you develop serve both civil and military sectors. What new trends do you see emerging in this field, and how do you maintain the division at the forefront of technological progress?
We’re seeing a push toward modularity, AI-driven target classification, enhanced electronic counter-countermeasures, mobility and reduced operator dependency. Our approach involves recognizing these trends early, collaborating with universities and research institutions, and harnessing our in-house R&D. We stay agile by investing in software development, data analytics, and advanced materials research. This multi-pronged strategy helps us refine our products and remain competitive against global leaders.
In a fast-changing world, continuous improvement of human capital is crucial. How do you nurture talent within your division and leverage academic environments to prepare the next generation of experts?
Talent development is threefold. First, we engage in long-term relationships with technological institutions fostering mutual involvement on projects, either internal or cross company ones, dedicated to specific products or solutions. Second, we provide internal training and leadership programs to ensure managers and technical experts refine both their soft and hard skills. Third, we cultivate a culture where experience professionals mentor internships and diplomas, making sure we engage with university students at an early stage of their studies. By maintaining this pipeline of well-educated, motivated individuals, we ensure that our organizations remain vibrant and future-ready.
Finally, what is your personal vision for CSG Aerospace? Where do you see the division in a few years, and what legacy do you hope to leave behind?
I envision a future where CSG Aerospace is widely recognized for delivering not only reliable, high-quality solutions but also meaningful, lasting innovations—something that wasn’t here before we came along. I want our teams to be genuinely proud of what they do and what they bring into the world. It’s about turning a dream into a tangible, valuable product or service that finds its place on global markets and genuinely helps customers. If, in a few years, we’ve cultivated an environment that seamlessly blends commercial success with real innovation, attracting talented people who are excited to contribute to something truly extraordinary, then I’ll feel that we’ve left behind a legacy worth remembering.
Interviewed by: Katerina Urbanova
Photo Credit: CSG Aerospace
