When we think of innovation at scale, we often picture massive R&D budgets, complex corporate structures, and layers of approval. Yet, as the world of work transforms, even the biggest players are learning to think — and act — more like startups.
That’s exactly what’s happening at Airbus, where Mina Bastawros, a seasoned leader in sales, marketing, and innovation, has been quietly reshaping how one of the world’s largest aerospace companies collaborates with independent experts.
“It’s always very inspiring if you leave an end open to see what freelancers can come up with — things you may have not thought of. It’s often a nice surprise at the end.”
In this episode of The Independent Workforce, we explored how corporate innovation meets freelance agility, what it takes to build trust between teams, and why kindness and curiosity are the real engines of progress.
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The Moment Airbus Decided to Think Differently
Mina’s journey with freelancers began in 2017, when Airbus challenged its teams to “dream very big.” The goal was simple — disrupt the way the company operates.
“We asked ourselves: what if the aircraft of the future was made by the people, for the people?”
This question led Mina and his team on an eye-opening trip to Silicon Valley, where they spent time with Google, Stanford, and Harvard Business School, exploring how open collaboration could transform traditional engineering.
When they returned, they built a startup inside Airbus — an intrapreneurial team that would test what’s possible when corporations tap into the human cloud of independent talent. Three years later, their work became fully integrated into the company’s operations.
“From app development to robotic arms, freelancers helped us move faster, test ideas, and save money — without losing control.”
How Big Companies Can Work with Freelancers (Without Losing Controle)
For many companies, the biggest fear of working with freelancers is losing oversight. Mina’s answer? Break the project down.
If you ask someone to build the whole car, you’ll fail. But if you ask them to make the nut that fits the wheel — that’s where freelancers shine.”
He describes the corporate manager’s role as an architect: connecting the dots between small, specialized contributions while maintaining the bigger vision.
The result? More work done, at a faster pace, with the same budget — and a motivated ecosystem of external experts who feel part of something bigger.
Build Trust – Inside And Out
Working with freelancers, Mina says, is not just about efficiency — it’s about inspiration.
“Treat them nicely. Make them understand what the bigger picture means. If you inspire them, they’ll inspire you back.”
Inside Airbus, Mina also encouraged his team to act as advocates for freelance work — showing colleagues that independent collaboration isn’t a threat, but a powerful extension of what teams can do.
“Be kind to freelancers. Be genuinely curious about what they can come up with. That curiosity spreads like wildfire.”
Lessons from Failure
Not every freelance project went smoothly. Mina shared a story about a videographer who delivered subpar work — despite multiple rounds of feedback. “We gave him clear guidelines three times, but the results weren’t there. In the end, we paid for the time spent, but didn’t proceed.”
That experience taught Mina an important lesson: ask for portfolios, validate experience, and work with vetted communities.
“There are people who steal portfolios or rely too much on AI. Quality comes from respect — and from real human talent.”
The Power of Platforms – and People
Large companies rarely hire freelancers directly. Instead, Mina works through trusted platforms that manage contracts, payments, and vetting.
“By onboarding one platform, I can reach millions of freelancers. The payment goes to the platform — and the agility stays with us.”
Interestingly, he finds that smaller niche platforms — focused on specific industries or technical communities — often outperform big ones in quality and expertise.
And it’s not just about tools. It’s about community.
“I’m part of the Open Assembly ecosystem. It’s full of visionary leaders who believe in collaboration over competition. We all learn from each other — and that’s how the market grows.”
Freelancing Meets AI – And Digital Twins
Mina sees AI as an enabler, not a replacement. From smarter candidate matching to project tracking, automation has made freelance management faster and fairer.
But the next frontier, he believes, is digital twins — AI versions of ourselves that can handle conversations, meetings, and even proposals.
“A friend of mine created a digital twin of himself. When he’s on vacation, his twin can join calls and answer questions in his own voice. It’s crazy — but it’s coming.”
Still, he insists: ethics must lead the way.
“This economy thrives through kindness, honesty, and ethics. Technology should amplify that — not replace it.”
The Human Core of the Independent Workforce
As our conversation closed, I asked Mina for his one piece of advice to companies hiring freelancers for the first time. His answer perfectly summed up the spirit of The Independent Workforce:
“Be open-minded, be curious, and be kind. You’re not doing this for charity — you’re doing it because the world is full of passionate people who can help you see things differently.”
In a world obsessed with scale, Mina reminds us that progress still begins with people — with curiosity, courage, and connection.
Because at the end of the day, the future of work isn’t just independent — it’s interdependent.
Key Takeaways
- Start small: break projects into manageable pieces freelancers can own
- Build relationships — not just transactions
- Use platforms to simplify legal and payment hurdles
- Validate skills and portfolios before committing
- Be kind, curious, and collaborative — innovation thrives where trust lives
