In the high-stakes world of aerospace quality, where the margin for error is near zero, EUR ING Thiben Kerisnain CMgr MCMI has discovered that technical precision is only half the battle. As a Global Quality Manager at Honeywell Aerospace in Malaysia, Thiben’s daily reality involves leading supplier quality and new product introduction (NPI) initiatives across the USA, China, Singapore, and Malaysia. While his engineering background provided the tools to solve complex technical problems, it was his journey to becoming a Chartered Manager (CMgr) that equipped him to lead the people behind the processes.

From adversity to impact

Thiben’s career began in 2008, a year defined by global financial uncertainty. Graduating from Northumbria University with a BEng (Hons) in Electrical & Electronics Engineering during the financial crisis was a test of character.

The timing couldn't have been harder. Opportunities were scarce, and confidence was tested, but that early adversity forged in me a resilience and hunger that I carry to this day.

Starting as a Test Engineer at Motorola Solutions, Thiben navigated technical demands and two unexpected redundancies throughout his career. Rather than succumbing to defeat, he chose deliberate reinvention, moving through leadership roles at Venture Corporation Ltd and Avnet before finding his professional home at Honeywell Aerospace in 2018.

At Honeywell, Thiben has managed NPI launches for iconic aviation platforms, earning awards for his ability to lead cross-functional teams to deliver critical radar units ahead of schedule. However, he remains focused on a more human metric of success:

What I'm most proud of is the culture I've helped build: one of continuous learning, accountability, and genuine care for people.

The turning point: why Chartered Manager?

As Thiben’s responsibilities grew from regional team leadership to global quality strategy, he encountered the limits of technical expertise. He realised that challenges such as navigating organisational politics and building trust across cultures required a different set of skills.

Becoming a Chartered Manager was both an aspiration and a necessity. I kept encountering the limits of technical expertise alone.

"In the engineering and aerospace world, we often measure excellence in tolerances and compliance scores. Chartered Manager status reminds me that some of the most important metrics are often the ones that don't appear on a dashboard: trust earned, careers shaped, and cultures built."

Always striving for professional development, Thiben completed the CMI Level 7 Diploma in Strategic Management & Leadership in 2025, which served as the pathway to his Chartered Manager status. For him, this wasn’t just about adding another credential to his LinkedIn profile; it was about legitimising a leadership journey grounded in professional standards and ethical responsibility.

Real-world application: leading through uncertainty

Thiben’s Chartered status was put to the test when he stepped into an APAC SQE Manager role at short notice, overseeing 10 direct reports across three countries. Facing a team navigating significant uncertainty, Thiben moved away from a purely directive approach.

Drawing on CMI frameworks and resources, he prioritised psychological safety, stakeholder management and situational leadership. By holding structured one-to-ones and creating clarity around expectations, he maintained quality compliance without disruption.

The Chartered Manager framework gave me a language and a structure for what I instinctively believed good leadership should look like. It transformed instinct into intent, and the result was a team that felt seen and supported.

"And the CMI resources available to me sit at the intersection of theory and real-world application, which provides 'validated knowledge’."

The three pillars of impact: confidence, clarity, and credibility

For Thiben, the impact of becoming Chartered can be distilled into three words:

  • Confidence: A grounded assurance in his leadership foundations.
  • Clarity: The ability to see through complexity and lead with intention.
  • Credibility: A formal, internationally recognised endorsement that carries weight with global stakeholders.

"My approach to strategic planning, risk management, and stakeholder communication has become more structured and more effective, and that translates into better outcomes for the business."

The Chartered Manager approach doesn't just give you tools, it changes how you see problems, and when you see problems differently, you find solutions that others miss.

A message to aspiring leaders in Malaysia and beyond

To those considering the path to Chartered Manager status, Thiben’s advice is clear:

Do it! But do it for the right reasons. Pursue it because you are genuinely committed to being a better leader, not just a more qualified one.

As Malaysia continues its digital transformation, Thiben’s journey highlights that while technical skills are essential, it is the ‘conscious, inclusive leaders’ who will truly shape the future of work.