Recent Posts

91

2026 / Re: Yusuf Emre Othan - 719476

« Last post by v719476 on February 06, 2026, 07:34:49 AM »

Dear Maximo,

I hope you're well.

1. Answer:
Community and support are key elements of IVAO, but they must operate within a clear governance framework. I would support setting transparent expectations for staff, defining measurable goals, and ensuring regular reviews. Good governance is not about strict control; it is about creating accountability while giving teams the guidance they need to succeed.

2. Answer:
Yes, I would be comfortable voting “no” when necessary. Governance requires responsibility and sometimes the courage to slow down a decision. If I believe a proposal carries risks or lacks enough analysis, I would support a full review. Protecting the long-term stability and credibility of IVAO must always come before short-term convenience.

3. Answer:
Staff inevitably influence user retention, both positively and negatively. Strong communication, accessibility, and consistent engagement are critical to keeping members active. If we identify that internal practices contribute to user loss, I would support corrective actions such as leadership development, clearer processes, and performance evaluation. Even if these measures generate internal resistance, prioritizing the member experience is essential for sustainable growth.

Best Regards

92

Interim 2026 / Re: Damir Irkinbaev - 715581

« Last post by v715581 on February 06, 2026, 07:28:48 AM »

Long-Term Strategic Plan (Medium-Large Vision)

As a Board of Governing members, the goal for my medium-long range vision is to ensure that IVAO remains a stable organisation strategically and can grow without harming itself. Since one of the roles of Boer of Governing is establishing high-level strategic objectives at IVAO and then establishing policies consistent with the rules of a not-for-profit entity, I would focus on the following aspects:

1. Strengthening Governance and Strategic Direction
The establishment of clarity in strategic direction from the Board of Governing that meets IVAO's mission to better enable the creation of new technologies, improved decision-making framework, and organisational resilience through a variety of working sessions.

2. Supporting Technology and Innovation
Encouragement of the development and implementation of technology-based tools (networking tools, infrastructure, training and development platforms, etc) that will allow IVAO to remain relevant, present and functional.

3. Enhancing Community Engagement and Growth
The development of long-term growth plans through increased engagement in member participation, training improvements, retention strategies, and strengthening of the member-leadership communication.

4. Promoting Policies that Ensure Financial Sustainability for the Organisation
Creation of policies that support the organisation's continued financial sustainability as well as transparency and accountability.

5. Monitoring and Adapting Strategic Progress
Utilising metrics and established objectives that measure long-term results (retention rates, tools, member engagement) rather than focusing on current term initiatives through regular review and adaptation to the organisation's overall direction.
This approach is comparable to that of "strategic partners" in multinational corporations.

BoG Functions and Responsibilities

As defined in the governance frameworks of IVAO, BoG’s role is one of high level strategic oversight rather than operational oversight at the day-to-day level.
• High Level Strategy — BoG has the responsibility to set the strategic priorities and objectives of the organisation for future development of IVAO.
• Appointments — BoG has the authority to appoint members to, or remove members from, the Executive Council (as provided by the Constitution of IVAO).
• Legal Representation — BoG has the authority to act as the official representative of IVAO in relation to all legal and organisational matters.
• Oversight & Accountability — BoG has the responsibility to provide oversight for the execution of long-term plans and ensure accountability of members of the Executive Council towards the General Assembly.

I view the members of the BoG as being strategic stewards of IVAO, with the duty of developing a long-term vision and action plan based on forecasted future growth and the organisation's ability to adapt and efficiently conduct its business.

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2026 / Re: Yusuf Emre Othan - 719476

« Last post by Serdar Ozden on February 06, 2026, 06:15:53 AM »

+1 for this application.

Yusuf is a dedicated member who genuinely cares about the future of IVAO. His work in the TR division speaks for itself, and I’m sure his professional organization skills will bring fresh perspectives to the NPO discussions.

Good luck!

94

Interim 2026 / Re: Damir Irkinbaev - 715581

« Last post by Erdem Akbulut on February 05, 2026, 10:03:58 PM »

Dear Damir, thanks for your application.

Do you have any medium - long term plan?

What do you think about BoG responsibilities and its tasks?

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Interim 2026 / Re: Damir Irkinbaev - 715581

« Last post by v715581 on February 05, 2026, 07:36:26 PM »

I applied to the General Assembly, but I withdrew because I was not able to commit the amount of time and effort that I thought was appropriate for me at the time. I did not want to be involved and not be able to participate on an active basis, so I withdrew.
Applying to the Board of Governors is a different decision. My circumstances are now such that I am now able to contribute on a regular basis, and I want to do so. My only motivation for applying is that I feel I can be a positive resource to the Board of Governors as an applicant.

96

Interim 2026 / Re: Darlan Fernandes - 535069

« Last post by Victor Rincon on February 05, 2026, 07:28:57 PM »

Dear Darlan,

Your answer was appreciated. Thanks for your time.

Good luck with your application!

97

Interim 2026 / Re: Darlan Fernandes - 535069

« Last post by v535069 on February 05, 2026, 07:27:07 PM »

Hello Victor,

Regarding my departure from the other network: I left because I was being treated with ignorance and disrespect by the department manager I was working under. I was always contributing ideas and dedicating myself, fully giving 100% of my time and effort, but I was being treated poorly. I decided to step away to avoid further problems or escalation, and chose to return to IVAO, where I feel more aligned and motivated to contribute.

I do have a suspension history, and all of them occurred outside the network environment.

In June 2025, I was suspended due to interactions in a WhatsApp group outside IVAO where we were among friends and frequently joked about our differences. At one point, I had a disagreement with someone over political differences, and this person reported me to the Executive Council claiming racism. However, within that same environment everyone joked about differences, including jokes directed at me about being gay, which I never interpreted negatively nor reported. After the suspension, I shared a full dossier with the Executive Council, including private conversation screenshots and translations from Brazilian Portuguese, but my defence was not accepted. I remain saddened by how this situation unfolded, though I continue believing in a positive and inclusive IVAO community.

The previous suspension occurred for a similar reason involving a Discord group outside IVAO. I jokingly told a member he did not know how to control, in an environment where mutual joking was normal, including jokes directed at me about failing the APC exam twice. We had always interacted in this manner, but at a moment when he appeared personally upset, he reported me to IVAO. This member has been inactive since June 2025.

Other incidents involved an interaction with a former BR-DIR in an external Discord server. During informal discussion, among friends, I referred to him jokingly as a dictator while discussing ideas for improving the division at a time when we felt it was inactive. He was a long-time acquaintance and friend of my partner. Despite the informal context, this resulted in suspension.

Aside from these situations, I have never been suspended for behaviour within IVAO operations or while connected to the network. The only internal record is a supervisor note after a sandbagging, but no suspension occurred.

Despite explaining these situations and providing evidence including screenshots, tracker links, and emails, none of the suspensions were reversed. Nevertheless, this has not reduced my motivation , in fact, it has strengthened my desire to help IVAO grow. I believe many members may have experienced similar frustrations and disengaged from the network, and I am motivated to help reconnect them and support IVAO’s continued development.

Regarding not applying for the Brazilian division position, I've already spoken with ADIR and I still need to complete 6 months before I can join as staff.

This is my genuine intention, to contribute positively to a network that has been an important part of my life.

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2026 / Re: Michael Mund Hoym - 275227

« Last post by Michael Mund Hoym on February 05, 2026, 07:06:50 PM »

Dear Michael,

I have several questions to better understand your position.

1. Do you prefer to reward staff activity volume or verifiable quality of results, and what specific metric would you use?
2. You have been within the structure and on multiple teams for years. What internal practice do you consider to be normal for everyone, but you would change?

Thank you in advance.

Hello Adrian,

Thank you for your questions. Please find my answers below.

1. I prefer to reward the quality of results rather than the volume of activity. While staying busy can show effort, it does not inherently mean that the work being done is truly effective. High quality results, while usually taking a bit more time, demonstrate that a person or a team applies good judgment, understands the goals and delivers work that really makes a difference. Focusing only on activity can unintentionally lead to rushing through tasks. This may result in extra or corrective work being required to counteract possible shortcomings.

It is difficult to set one specific metric to evaluate results based performance. It comes down to the complete process of managing projects. This includes clearly defining objectives, setting reasonable time frames and expectations, channelling further requests efficiently, and on a case by case basis testing the "product" prior to release. This requires good management staff to oversee the project and identify when the project may start to not be going as planned, as to assist the team in finding solutions. I think this is an area we can always improve in. The challenges we face are the voluntary nature of the staff work. Deadlines, firm goals, rules and other parameters can seem restricting.


2. Having been part of the organization and multiple teams for some time, one internal practice I consider normal but would change is the tendency to rely too heavily on established ways of doing things. Familiar processes provide stability, but over time they can also limit innovation and reduce our openness to new ideas and perspectives. When something has always been done a certain way, it can become resistant to improvement, while the world around us continues to evolve.

I believe we should place greater value on actively seeking different viewpoints, especially from newer members and from outside our immediate teams. The flight simulation world changes quickly. New platforms, technologies, addons and community expectations keep challenging us every day. Staying informed about what is happening across the flight simulation world helps us remain forward thinking.

On a bit of a different note, I would like to invite all staff members to regularly go out into the global IVAO community, engage with users, listen to feedback, and offer help or advice where it is requested. Being visible, approachable, and supportive strengthens trust and brings fresh insight back into the organization. By combining openness with active community involvement, we can continue to learn, grow and improve together.

99

Interim 2026 / Re: Darlan Fernandes - 535069

« Last post by Victor Rincon on February 05, 2026, 06:51:08 PM »

Dear Darlan,

Thanks for your time applying to the Board of Governors.

You were on the other network until last month, working as staff. What made you return to IVAO once again and apply for the BoG, instead of applying for some divisional or HQ position?

Do you have any suspension history? If yes, could you please share with us?

For now, I have only this two questions.

Looking forward for your answer and good luck.

100

Interim 2026 / Re: Eric Tavares - 361938

« Last post by Victor Rincon on February 05, 2026, 06:38:58 PM »

Dear Eric,

Thanks for your fast answer.

Wishing you best of luck.