A tribute highlighting leadership, opportunity and resilience in Capt Izham Ismail’s career at Malaysia Airlines and MAG.
IN life, a leader will surface and shine but opportunity and timing are essential for success.
One such leader is Capt Izham Ismail, who retired as CEO of Malaysia Aviation Group (MAG) on Jan 31, 2026.
Izham, an SPM leaver from Alor Setar, was trained – like me – as a pilot at Philippine Airlines Aviation School in Manila in 1979. I was there earlier, in 1971. In the 1970s and early 1980s, most Malaysia Airlines (MAS) pilots were trained there because it was the most affordable option and there were no flying schools yet in Malaysia.
By the time I encountered Izham, I was already a captain. I saw him as a smart, enthusiastic young man – always smiling, respectful and eager to learn.
I only got to know him better on Nov 23, 1988, when I conducted his line training on the DC-10 aircraft. It was his first commercial flight with passengers after completing his simulator training for the type. At the time, I was chief pilot for Flight Safety and Security as well as a flight instructor. I had my own way of training pilots. I never spoon-fed anyone and I liked to test them.
On that flight to Hong Kong, I noticed that Izham was exceptionally well prepared. He looked confident, greeted me politely and carried that familiar smile.
After completing cockpit preparation, during the take-off briefing, I said: “Your sector.” That meant he would be the PF (pilot flying) while I would act as PM (pilot monitoring). He would conduct the take-off and landing; I would monitor and handle the co-pilot’s duties.
His response was one of shock. “Huh?” I repeated: “Your sector. Take me to Hong Kong.”
This also meant that if runway 13 was in use, he would have to fly the difficult IGS approach and landing.
He protested. “This is my first flight and I’ve never been to Hong Kong before.”
“Never mind. Take me there,” I said.
Was I taking a risk by allowing him to fly a real aircraft for the first time, especially into Hong Kong?
No. I had full confidence in him. And of course, I was ready to take over if needed. I didn’t have to. He flew the aircraft flawlessly, strictly according to SOPs and executed a perfect landing.
He had read his manuals thoroughly and knew exactly what to do. From that point on, I shared more insights drawn from my own experience.
Fast forward to 1995, the airline was privatised and I was appointed director of Flight Operations. Soon after, the airline embarked on an extensive expansion programme – acquiring more Boeing 747-400s and introducing the new Boeing 777.
Knowing his capability, I appointed Izham as the project leader, which effectively made him the fleet manager. When the company celebrated its 25th anniversary in October 1997, he was the natural choice to fly the brand-new aircraft on its circumnavigation flight around the globe from the Boeing factory in Seattle.
One incident remains vivid in my memory. During the aircraft’s operational introduction, Izham came to me with a problem.
“Captain, we have nowhere to train our pilots in aircraft handling. Subang, Kota Kinabalu and Brunei won’t allow it. Johor Bahru is undergoing runway resurfacing. Only the director-general of JKR can approve a deferment.”
I said: “Come with me.”
I took him to see the DG at his office on Jalan Datuk Onn – without an appointment. Permission was granted. Upon his promotion to the Boeing 747-400 fleet, Izham had to relinquish his Boeing 777 fleet manager position.
A few years later, when I was due for my simulator check ride, I saw him emerge from his session looking shattered and clearly distressed. I asked what had happened. He said the instructor had put him through one emergency after another. Before that, the instructor had asked a series of trivial, insignificant questions, clearly designed to test him unnecessarily.
Some instructors, to satisfy their egos or to humble a capable individual, resort to such tactics. Izham obtained only a marginal pass – borderline failure.
I told him to relax and remain strong. In recognition of his capability, Izham was later appointed director of Flight Operations, taking over from Capt Ahmad Zuraidi – another of my protégés.
In June 2011, as I prepared to retire after my final flight from Cape Town, he wanted to organise a grand farewell for me. I declined. I told him I wished to fade away quietly. He respected my wish. Because he was outspoken and frank, he eventually irked someone within the Aviation Authority. His endorsement as DFO was not renewed and he was replaced by a less dynamic individual.
This is something I could never understand. The Aviation Authority should have no say in a company’s internal appointment of its director of Flight Operations.
Nevertheless, the company recognised that his talent should not be wasted. He was subsequently appointed to a higher position as senior director of operations – the number two position in management.
He truly came into the public spotlight in 2014, when MH370 went missing. Together with the managing director, Ahmad Jauhari, he faced the press. They handled the situation with professionalism and composure.
Following Ahmad’s resignation and the appointment of successive expatriate CEOs, Izham remained as number two. When they eventually left, his appointment to the top role was only natural.
The Covid-19 crisis in 2020 posed an immense challenge. Thankfully, the staff rallied behind him. Over time, things began to change. The Employees’ Union and the Pilots’ Association, in particular, had had their wings clipped.
Together, after several bailouts, the airline was finally turned around.
The reason I decided to write this lengthy piece is to highlight that an organisation will succeed if:
- the most capable person is chosen and given the opportunity to lead;
- talent is nurtured from within, as insiders understand the business and operations best;
- expatriates are not necessarily better than local talent;
- there is no political or external interference; and
- staff rally behind management instead of burdening them with inconsiderate demands, as happened in the past.
Ultimately, a true leader cannot be sidelined.
Capt Mohd Kamil Abu Bakar
Former Malaysia Airlines Director of Flight Operations
