In response to a growing need for stronger succession planning and leadership development, a large-scale aviation group tasked the team with enhancing how it defines and develops high-potential employees. The project focused on clarifying criteria, reducing bias in selection, and improving process scalability through the use of technology. The team conducted internal diagnostics, benchmarked global talent frameworks, and proposed solutions across talent identification, development, and retention. The goal was to futureproof the leadership pipeline and align talent strategy with the organization’s long-term transformation agenda.