SAFA Skysailor Magazine

26 SKY SAILOR September-October-November | SPRING 2026 We can also look for ways to work more efficiently, manage costs and explore responsible new revenue opportunities. All of which can help us keep membership fees under control while maintaining the systems, governance and insurance that support flying in Australia. The Board has also put a great broader strategy in place. We have a Board of pilots governing the organisation and a team of pilots working to implement that strategy. Day to day, SAFA can look like regulation, insurance, or responding to the latest issue, but there is a forward-looking plan behind that work. These are observations from about day 10, rather than a finished agenda. My first job is to understand what is working, where the friction is, and where SAFA can make the greatest difference for members. What would you most like members to know about you? I’d like members to know I’m approachable. I want people to feel they can engage with SAFA and the organisation is listening. I’d also like members to know that the team is acutely aware of the pressure of membership costs. We understand what those fees mean for people and why keeping costs under control matters. At the same time, safety remains fun- damental. Incidents and insurance claims affect the whole community, including what we all pay in the future. There’s no way around that relationship. Finding the balance between keeping people flying, managing costs and main- taining a strong focus on safety is central to the job. Meet SAFA’s CEO: Gavin Hanlon