VOP → OSR From Military Enterprise to Ostrava Runway

Martin Šturala spent 13 years at the Military Repair Enterprise before taking the helm of Leoš Janáček Airport Ostrava. He says the transition was not a major change. The principles are the same – only different machines are at stake. An interview about people, numbers, and the line that is hardest to navigate in leadership.

The airport is clearly growing today. What is driving that growth?

It is undoubtedly the result of a long-term strategy. Every step is backed by detailed market analysis and long-term negotiations with partners in both the aviation and non-aviation sectors.

In recent years, we have managed to move the airport forward significantly – in passenger transport, we surpassed the half-a-million passenger mark, while also continuing to expand the cargo segment. We are gradually gaining new partners and strengthening our position. It is not about one-off decisions, but systematic work that delivers results.

How do you run an airport?

In many respects, managing an airport is similar to leading any other large organisation. Experience from an environment where business, security and the public sector naturally overlap is a major advantage in this regard. The key is being able to align these areas so that the whole system operates efficiently and remains stable.

Personally, before joining the airport, I spent 13 years at the Military Repair Enterprise, where these areas naturally intersected every single day. It was an environment where strict rules and security standards had to be respected, while at the same time operating economically and managing the company as a whole.

Thanks to that experience, the transition to the airport was not a fundamental change for me. The principles are very similar – the key lies in setting up processes, defining clear responsibility and, above all, working with people. And it is people who ultimately determine whether such a complex organism functions well.

At the same time, it is important to say that the owner of the airport, the Moravian-Silesian Region, plays a major role in its operation and development. The region has supported us over the long term not only through investments and various incentive programmes, but also by actively connecting us with partners at the highest level. This cooperation is absolutely crucial for the airport’s continued development.

What is the most difficult decision you have to make as a director?

The most difficult decisions always involve people. Technology, numbers and operational matters all follow clear rules, but working with people is far more complex. You often deal with situations where professional and personal matters overlap, and it is necessary to find the right balance between a human approach and professionalism.

I try to place strong emphasis on employees, their stability, motivation and working environment. At the same time, professionalism has to function in the workplace – personal matters need to be kept separate. Finding that balance is the most challenging part in the long run, but also the most important.

What do you do to ensure Ostrava remains competitive in the long term?

The foundation is a proactive business strategy, consistent work with data and actively seeking out new opportunities in the market. Close cooperation with partners across the region is also extremely important – not only within the Moravian-Silesian Region, but also in the Olomouc Region and Zlín Region, as well as in neighbouring areas of Poland and Slovakia. 

A key element is improving the region’s transport accessibility. The airport is one of the main gateways for both investors and tourists, which is why we focus on combining different segments – scheduled routes, low-cost connections and charter flights.

The connection to the Warsaw hub plays a particularly strong role, allowing passengers to travel on a single ticket to dozens of destinations around the world. Alongside this, we are developing cooperation with low-cost carriers such as Ryanair, which operates routes from Ostrava to London, Girona and Málaga.

Charter transport is another important growth segment, where we are successfully increasing both the number of destinations and the frequency of flights to popular holiday locations. We are also significantly strengthening cargo transport, working with partners from across Europe and Asia while gradually expanding our destination network.

Where can you fly to from Ostrava?

Passengers currently have access to 26 destinations, including the new route to İzmir. There is consistently strong demand for traditional holiday destinations such as Greece, Türkiye, Egypt and Spain. At the same time, interest is also growing in new or less traditional locations, such as Albania, southern Italy and smaller Greek islands.

Why choose a regional airport?

More and more passengers are choosing departures from regional airports because they are easier to navigate, more time-efficient and overall more user-friendly than large international airports. It is a trend that has grown significantly stronger in recent years.

Are passenger habits changing?

Yes, in the past it was common for people to take one longer holiday per year, whereas today they are more likely to choose several shorter trips throughout the year.

Interest in independent travel is also growing — people are increasingly organising trips themselves and using scheduled routes for short city breaks, for example. We are seeing the rise of so-called “Euro weekends”, where passengers fly for a few days to destinations such as Spain and other European countries.

At the same time, passengers are becoming more demanding when it comes to service quality, comfort and the overall travel experience. We are adapting our facilities accordingly — in recent years, the business lounge has been renovated and its capacity increased, the bistro in the public departure area has been modernised, and we are currently completing the refurbishment of the airport cafés. At the same time, we are expanding parking capacity to further improve passenger comfort.

What determines whether an airline opens a route from Ostrava?

It comes down to a combination of several factors — the size and potential of the market, the catchment area, current trends and the economics of operating the route.

Our advantage is that we serve not only the Moravian-Silesian Region, but also the Olomouc and Zlín regions, southern Poland and the Žilina area in Slovakia. At the same time, it is important to recognise that competition between airports is extremely strong, and every route involves long-term negotiations. The final decision always lies with the airline.

Where can the airport move forward from here?

Our goal is stable and sustainable growth. In passenger transport, we rely on a broad catchment area that includes not only the Moravian-Silesian Region, but also the Olomouc and Zlín regions, southern Poland and the Žilina area in Slovakia.

We want to continue strengthening this position and further develop our offering so that it remains attractive not only to local residents, but also to travellers from the wider region.

In the field of cargo transport, our ambition is to strengthen our position on a European level and continue expanding cooperation with international partners.

How do you balance the role of airport director with your personal life?

Being an airport director is not a typical nine-to-five job. It is something you carry with you constantly — you deal with matters continuously and think about them even outside the office.

That is why finding a balance between work and personal life is so important. Family plays a crucial role in that respect, and I try to make sure that work does not disrupt family life.

At the same time, I also try to bring positive things from work back home — experience, energy and mindset. And conversely, it is important to maintain professionalism at work and not bring personal matters into it. That balance is not always easy, but in the long run it is absolutely essential.