About COGVATION
Built from the operating environment outward, not from a generic curriculum inward.
A standalone, founder-owned company that designs, builds, and governs cognitive-performance training for aviation operators, flight schools, and university aviation programs.
Who We Are
A contracted-service partner, not embedded staff.
COGVATION designs, builds, and governs cognitive-performance training systems for aviation operators — Part 121 and Part 135 flight crews and maintenance technicians — and for flight schools and university aviation programs training the next generation of pilots and technicians, delivered as a contracted service. COGVATION does not place its own staff inside the client organization, and it does not deliver a one-time workshop and move on.
The company is a standalone entity, 100% owned by its founder, Khaled M. Alossi. It is not a division, subsidiary, or department of any airline, including the operators it serves. It is not a certification authority, a regulator, or a substitute for any airline’s FAA-approved training program.
Every scenario, checklist habit, and governance mechanism COGVATION builds is grounded in flight-deck and hangar-floor human factors research — the same body of evidence behind Crew Resource Management (CRM) and Threat and Error Management (TEM), and documented industry human-error patterns.
What COGVATION Is Not
Precision about scope is part of the credibility.
- —Not a subsidiary, division, or department of any airline it serves.
- —Not owned or controlled by any client. COGVATION remains a separate company throughout every engagement.
- —Not a certification authority or a regulator.
- —Not a substitute for FAA-approved technical and procedural training. Aircrew Cognitive Training (ACT) always supplements, never replaces, a client’s required training.
- —Not a one-time workshop vendor. Engagements run through a sequential Build, Train, Govern model with an ongoing governance relationship.
Our Philosophy
Founding premise: relabeled corporate training does not survive contact with a flight deck.
Most cognitive-skills training sold to airlines was written for a general corporate audience and relabeled for aviation — same scenarios, same failure modes, aviation vocabulary swapped in. Crews notice the gap immediately, and it undermines credibility before the training can change behavior.
COGVATION was founded to close that gap by building from the operating environment outward. That starts with a founder who is an active Part 121 Aircrew Program Designee, sitting inside the certification and evaluation process the training is meant to strengthen — not an outside consultancy translating generic content into aviation vocabulary after the fact.
Organizational Structure
Founder-owned. Contracted service. No shared ownership.
COGVATION is 100% owned by its founder, Khaled M. Alossi. There is no co-ownership by any airline, investor group, or client. Every engagement is structured as a contracted service relationship: COGVATION is retained to build a curriculum, train an instructor corps, and govern the program going forward — not to supply embedded personnel or to operate as a department inside the client’s organization.
This distinction matters operationally. What transfers to the client at each stage is capability: a certified internal ACT Instructor Corps, and a functioning Cognitive Cooperation Council. COGVATION’s staff, materials ownership, and corporate structure remain independent throughout.
The Client Relationship
Ongoing, not transactional.
The relationship between COGVATION and a client operator does not end when a curriculum is delivered. After Build and Train, COGVATION continues to meet with the client’s leadership through the Cognitive Cooperation Council (CCC) — the governance body that reviews the curriculum against real operational events and keeps it current.
This is deliberate: a curriculum that is not reviewed against what actually happens in the operation degrades into exactly the kind of generic, disconnected training COGVATION was founded to replace.