PREMIUM AVIATION LEATHER FOR YOUR WORLD CLASS CLIENTS Visit garrettleather.com to request samples.
Pushing Sustainability
In this issue, we feature an interview with Avfuel’s C.R. Sincock II, an enthusiastic advocate and enabler for the switch to SAF. Importantly, in his view, while the widespread adoption of SAF is still some way off, sustainable fuels have now moved from the demonstrator phase to the adoption phase.
As he puts it, SAF sales have gone from a fraction of one percent of Avfuel’s total sales to a full percentage point. The importance of this for business aviation is hard to overstress.
Climate change protests are growing in many countries. We are not far off the stage where owners and operators could see protestors daubing their jets with paint, instead of, or as well as, defacing artworks and blocking motorways.
While there will always be a fringe element that will never be satisfied so long as a single jet flies, business aviation leaders are well aware of the need to demonstrate that our industry is doing its share, and more than its share, to minimise any negative impact on the planet.
This quarter also saw tremendous news on the economic front, with stock markets in both the US and Europe at record levels. On a cautionary note, inflation in the US remains stubbornly high at slightly over three percent. While that is well down on the 9 percent of some months ago, it is still high enough to put pressure on supply chains and industry.
In the US, the chief cause making it difficult for the Treasury to drive inflation lower is the continuing increase in what the US economists call ‘Shelter inflation’. The rest of us would call this house price and rent inflation. It is still running at around 6 percent.
Why does this matter? It makes it really hard for the Fed to boost the economy further with more interest rate cuts. We are also in the final months’ runup to what promises to be a nail-biting conclusion to the US Presidential Election.
The outcome could have a very significant impact on aircraft transactions whichever way it goes. All in all, we are certainly living in interesting times. The good thing is, while the mainstream economies stay strong, business aviation stays in a growth cycle. All good things come to an end, but not yet, and not for a while, we hope!
Gogo Galileo: Fast,
ANTHONY HARRINGTON
Summer 2024
42 Elite Security
Chris Pierson, CEO and Founder of security specialists BlackCloak, on the dangers hackers pose to HNWIs and jet owners
46 EBACE 2024 Networking Party
BizAv Media event photos
50 Upward trajectory
C.R. Sincock II, Executive Vice President of
Scott Lawson, General Manager, Henderson Jet Services,
the
Andy Trinchero, Academy 147’s co-founder and Managing Director, on the firm’s first 10 years and his plans for the next
Exceptional FBO Portfolio
Lisa Holland, President of Sheltair, on the company’s
Mustafa Dar, Founder and President of 24/7 Jet, on his business background, journey into aviation, and history of the company
56 Connectivity for all
Chris Moore, President at Satcom Direct, on how things are developing in the IFE and broadband space
60 Beyond the journey
George Alafinov, CEO at JEKTA Switzerland, talks to BAM’s global correspondent, Jane Stanbury, about the resurgence of amphibious aviation
64 Busy present, bright future
and ambitions
Emilio Padilla, Operations Manager at Mexico´s ground handling specialist, Manny, on the company’s
James Dillon-Godfray, Head of Business Development for London Oxford Airport, on the airport’s growth and bright future
Skylink Services Ltd is part of the Skylink Group of Companies. The company is well-established and provides ground handling services for General Aviation Aircraft in Cyprus. We began operations in 1992, filling the gap in the Executive Aircraft ground handling market, at both international airports of Cyprus, Larnaca and Pafos.
LARNACA INTERNATIONAL AIRPORT
P.O.Box 43012, CY 6650 Larnaca - Cyprus
T: +(357) 24 84 09 00 • F: +(357) 24 66 58 05
E: flightops@skylink.com.cy
24HR OPERATIONS
T: +(357) 24 64 33 34
F: +(357) 24 64 35 99
Gogo Galileo: Fast, Global Connectivity
Mark Sander, Gogo Senior VP of Sales, talks to Anthony Harrington about the advances in Gogo Galileo
Gogo Business Aviation continues to make significant advances with its new global broadband satellite service Gogo Galileo. At this year’s European Business Aviation Convention & Exhibition in Geneva, Switzerland, the company was offering demonstrations of the new service so customers could experience how it will perform using either of its two antennas – the more compact HDX and the larger FDX.
The company also had an engineering prototype of the HDX that was mounted on top of a Cessna Citation CJ1+ operated by Atlas Air Services AG to show how its small footprint allows for installation on light jets and even turboprops. That same aircraft will be used by Atlas Air Service to secure the first Supplemental Type Certificate (STC) from the European Union Aviation Safety Agency (EASA).
We caught up with Mark Sander, Gogo’s senior vice president of sales, at the show to find out how customers were responding to the demonstrations, what market demand looks like, and to gain an understanding of the regulatory work being done to enable the service worldwide.
AH: Mark, Gogo appears to be moving ahead quickly with Gogo Galileo. How are things progressing and what feedback are you hearing from customers?
Mark Sander: “There’s no question that customers are excited about what Gogo Galileo will deliver. We met with many of our partners in the aftermarket, OEMs and some fleet operators during EBACE and it’s clear that the market is hungry for a fast, low-latency broadband service. What makes Gogo unique relative to other Low Earth Orbit (LEO) satellite providers is that we’re a business aviation-centric company and that’s the only market we serve. We had several discussions about why that is so significant to operators.
AH: Gogo conducted demonstrations at the aircraft static display area. What kind of reaction did you receive?
MS: “Experiencing something is always much better t han hearing or reading about something. Having a live
demo where people can experience what 200 Mbps and 60 Mbps with low latency feels like on their own device was an impactful way for us to showcase our range of offerings with Gogo Galileo. Connectivity doesn’t have to be a onesize fits all, there are a variety of variables like the size of the equipment, speed, bandwidth, and budget to consider.
“The interest we received at EBACE ranged from single aircraft operators all the way to global large fleet operators, as well as VVIP – it was from every range of aircraft. That speaks to our product line, and our go-to-market strategy of serving the smallest aircraft operator to the largest.”
“ What makes Gogo unique relative to other Low Earth Orbit (LEO) satellite providers is that we’re a business aviation-centric company and that’s the only market we serve.”
SERGIO AGUIRRE - EBACE 2024
GOGO GALILEO DEMO - ATLAS AIR SERVICE AG CJ1+
“ “One thing that’s become evident is that customers are looking for a global connectivity company that understands the business aviation landscape.”
AH: What are you hearing from the aftermarket in Europe and elsewhere?
MS: “One thing that’s become evident is that customers are lo oking for a global connectivity company that understands the business aviation landscape – where aircraft fly and how they use their aircraft. And they also want a company that understands how to provide the level of customer support they demand, which we’re equipped to do. The market is confusing right now and we’re trying to simplify it with our offerings.
“To illustrate that point, during EBACE I had a conversation with an aircraft appraiser. We walked through all the different types of connectivity options installed in aircraft today and how they differ in value, based on age, network, speed, and performance., Not that long ago, if an aircraft had “Wi-Fi” they would simply check that box and move on with the appraisal. Now it’s about the kind of Wi-Fi connectivity that determines the value of that connectivity based on some of those factors I’ve already discussed.”
AH: How are things going with the development of STCs?
MS: “We have several STCs in development across a variety of aircraft, and the HDX antenna is getting installed on our
Premium Flight Services
Iceland Jet Center is the largest FBO network in Iceland, servicing all major airports with our primary hub at Keflavik International Airport . As part of the Icelandair Group , we leverage over 80 years of aviation expertise to ensure every flight is smooth and enjoyable with guaranteed short turnaround times.
jetcenter@icelandair.is www.jetcenter.is @icelandjetcenter
Our VIP lounge at Keflavik airport offers premium complimentary access to state-of-the-art facilities including drinks and snacks, duty-free shopping, crew and passenger lounge, shower room, conference room, and workstations with Internet access.
TEL: +354 425 0933
VHF: 131.9 (BIKF) 131.4 (BIRK/BIAR/BIEG)
With decades of experience , we are open 24/7 and equipped to handle fuel stops, diversions, military aircraft, and VIP flights efficiently. We also offer full commercial charter services, including passenger check-in and baggage handling. As a member of the AEG Connect Network , our commitment to delivering topnotch service is recognized and celebrated across the industry, ensuring we consistently exceed service expectations.
Challenger 300 testbed that will begin flying this summer. Given the more compact size of the HDX terminal and our AVANCE systems, we’re able to serve several markets. For example, we have STCs coming for the Citation 525 series of aircraft, the Citation Latitude, and the Embraer Phenom 300, with more to be announced soon.
“When we developed our Gogo Galileo go-to-market strategy, we evaluated the global aircraft environment, and we used that analysis to prioritise our initial outreach where business aviation aircraft are based and where they fly, and we’re actively working to have certification across a broad range of aircraft.”
AH: Some countries have restrictions on how and when an aircraft can be connected and that can be challenging for operators.
MS: “We are focused on taking care of our customers regardless of where they fly, and our airborne terminal was purpose-built to adjust to meet the necessary requirements worldwide. We go the extra-mile to make sure our customers can operate globally while complying with all the international regulations so they can focus on flying the aircraft and taking care of their passengers. We’re making great progress on the regulatory front.” |BAM
“ When we developed our Gogo Galileo go-to-market strategy, we evaluated the global aircraft environment, and we used that analysis to prioritise our initial outreach where business aviation aircraft are based and where they fly, and we’re actively working to have certification across a broad range of aircraft.”
ATLAS AIR SERVICE AG CJ1+
GOGO GALILEO DEMO AT EBACE 2024
IT’S NOT PRIVATE, IT’S PERSONAL
NICHOLAS AIR continues to set the mark for what high-touch customer service should be.
have an average age of 5 years, ensuring the most reliable choice of aircraft anywhere in the industry.
Our aircraft ranges from the Very Light class Phenom 100 to the Super Midsize Challenger 350 and the new addition, the Gulfstream G600. Whether you are a your travels, or an industry professional looking for your new home, we’ve got you covered.
For over 26 years, NICHOLAS AIR has been solely focused on one mission--- yours.
SCAN TO WATCH
“ SAF has gone from a curiosity to a legitimate option. It’s no longer just for demonstrative purposes—some customers are buying it consistently.”
Avfuel Powers Future of Fuel
C.R. Sincock II, Executive Vice President of the Sincock family-owned Avfuel Corporation—the leading independent supplier of aviation fuel and services —talks to Anthony Harrington about the state of sustainable aviation fuel and Avfuel’s clean energy initiatives
AH: CR, you have leadership responsibilities across many of Avfuel’s initiatives, specifically procurement, hedging and strategic investments in cutting-edge technologies. Could you tell us more about your focus on SAF? And could you put a percentage figure on the quantity of SAF you sell?
CS: Though it’s a small percentage, SAF adoption is leaps and bounds beyond what it was five years ago. We’re comfortably in the single-digit percent range, which is a significant improvement on the sub-one percent of a year ago. SAF has gone from a curiosity to a legitimate option. It’s no longer just for demonstrative purposes—some customers are buying it consistently.
This progress is in part due to our immense focus on SAF promotion, integration and partnerships to scale up distribution. Over the years, we’ve formed strategic agreements with SAF producers, FBOs and end-users. Such partnerships increase access and consumption, helping us establish a robust distribution network.
We are also focused on SAF’s future. By investing in nextgeneration fuel technologies, we’re ensuring Avfuel has a
seat at the table for expanded product access in the years to come, enabling our customers to meet their goals and commitments.
As a leader in the aviation fuel sector, our commitment to SAF is driven by our social responsibility to reduce greenhouse gas emissions and support environmental sustainability. It’s taking an immense amount of effort, but it’s the right thing to do for the planet, our society and Avfuel’s future.
AH: It is quite a demanding situation. How advantageous is it for you when pursuing new initiatives to be a privately held company?
CS: It is a tremendous advantage for us; we don’t have analysts getting after us over minute-by-minute changes in our share price. Being private with the resources of a public company means we’re in a position to finance our own projects; that is a huge benefit that allows us to approach new opportunities with a long-game perspective.
The introduction of any new product into an established market is typically a slow process—especially one requiring
the most stringent safety requirements as aviation fuel, which SAF has proven to meet. What is clear, though, is it is going to be a big part of the industry in 5 - 15 years. As demand increases, we’ll be well-positioned as a leader in this space.
We’re already seeing potential; SAF is moving beyond a fringe fuel option, thanks to steadfast education, promotion and—to an extent—incentives. It is working its way into regulatory frameworks; at the same time, pressure from environmentalists has intensified. Europe has set mandatory benchmarks. In America, states like California, Oregon and Washington provide SAF incentives. Public companies that report on ESG initiatives are increasing their SAF purchases. These are key drivers for SAF growth.
AH: So, where might I find SAF if I’m interested in flying with it?
CS: Avfuel delivers SAF consistently to 17 American airports; their volumes grow regularly. We recently announced new SAF supply locations in France at Paris Le Bourget Airport (LBG), Bordeaux-Mérignac Airport (BOD) and Clermont-Ferrand Auvergne Airport (CFE).
C.R. Sincock II speaking about e-SAF
AH: I suppose the availability of SAF at some French airports, particularly Le Bourget, will be key given the Paris Olympics?
CS: Absolutely. We keep a careful eye on world events w here private aviation will play a significant role. We are excited to have SAF available at Le Bourget in time for the Olympics to help business aviation put its best foot forward on a global stage.
I’m also thrilled to say we’re in the final stages of having SAF online in Spain—it’s already available upon request.
The number of customers demanding SAF grows daily. Along with the aforementioned Avfuel Network locations, Avfuel partners with fractional operators, Fortune 500 flight departments, and major OEMs to integrate SAF into their ESG efforts. With this varied customer portfolio, we’re able to play a significant leadership role in SAF’s adoption across business aviation, which encourages production. Today, Avfuel supplies more than a third of all SAF used by business aviators in America.
AH: So you’re starting to see a greater uptick in interest—can the market support that?
CS: A large SAF discussion is limited feedstock. The vast majority of SAF is produced using the HEFA process, which is incredibly effective. Neste, the world's largest producer of SAF and Avfuel’s partner for SAF supply in the USA, uses this proven process. HEFA is made with feedstocks like tallow and recycled restaurant grease. Looking long-term, some producers anticipate there may be challenges regarding the availability and collection of tallow in volumes able to meet the industry’s lofty sustainability goals.
To reach these goals, the industry is starting to realise it needs to diversify SAF feedstocks. HEFA will continue to be a major player in SAF production, but to achieve a wellrounded approach to renewable feedstocks and be able to produce SAF in higher volumes to displace traditional, petroleum-based jet fuel, diversification may be key. It’s kind of like you have solar energy, wind energy, etc. as sustainable options to create electricity. It takes a portfolio.
We’re seeing innovations on this front. One of the most exciting ways of making it is referred to as e-SAF or power to liquid. In this process, you literally synthesize the fuel: you're using carbon dioxide and electricity and water for a synthetic chemical catalysis process that creates the fuel molecules. It sounds like science fiction, but it's already been tested in vehicles.
This technology is incredibly important because there are no limits on carbon dioxide as a feedstock and there are really no limits on electricity, although it has to be produced cleanly— otherwise, it would defeat the purpose of the technology.
AH: It does sound like science fiction—what sort of potential does e-SAF realistically provide?
CS: It’s earlier in its development than HEFA, but we b elieve it's very promising. Our corporate venture arm made an investment in Air Company, which we believe is the leader in e-SAF from a technology standpoint and from the high-level partnerships it has, like interest from the U.S. Department of Defense.
For technologies like e-SAF, we should see the first round of meaningful production—more than a million gallons annually— in the next couple of years. Then, we'll see larger plants. At this
Handling Excellence Setting the Standard
moment, we're situated just before the commercial phase of that technology, whereas HEFA is fully producing many millions, soon to probably be billions, of gallons.
E-SAF is naturally a number of years behind that. It's a more advanced technology, but we're about ready to enter a phase where there's actual production. I think we'll see our first commercial plant for e-SAF in the next three years.
AH: Looking further into the future, what role will Avfuel play in advanced air mobility?
CS: AAM is one of several technologies showcasing how dynamic and exciting aviation is. The overwhelming consensus is AAM will be a key modality for travel from commuter towns to bigger airports. The weight-to-energy density of electric aircraft is not suited to longer-distance travel.
In terms of Avfuel initiatives, we started looking at charging stations for electric aircraft at Avfuel-branded FBOs along realistic routes.
Furthermore, we invested in VerdeGo Aero, which is developing hybrid electric power trains that combine electric propulsion and SAF. Instead of having a load of really heavy batteries, you have a highly efficient generator running on SAF that charges a smaller battery that runs the engines. It’s brilliant.
AH: Circling back to the present day, how can aviators get involved in sustainability efforts?
CS: The sustainability space can be overwhelming. To address this, we added a whole offering called AvfuelZero.
AvfuelZero is an easier way to approach the sustainability journey. We walk customers through a simple five-step process.
We help customers analyze their emissions, determine how to reach their sustainability goals and then provide a range of options to meet those EGS requirements. As a direct supplier of SAF, we are in a position to either offer physical product or sell it via book and claim with our own inventory, which is a unique ability in our industry. We also offer carbon credits, which are audited to the highest standards, as an offset option. With this diverse offering of sustainable solutions, we’re able to help customers find the right mix of reduction efforts to meet their goals and their budget, no matter where they fly.
From there, we report on their progress to share with stakeholders, and we audit efforts.
The entire process is completely tailored to the customer, just like all our services.
For more information on AvfuelZero, visit Avfuel.com/Zero |BAM
Benefits of Parting Out
Scott Lawson, General Manager, Henderson Jet Services, on how the company led the way in parting out key aircraft models
Q: Scott, can you take us through the early years of Henderson Jet Services?
SL: The company has been around since 1991. It was founded by Charlie Henderson, who was the sole proprietor and focused on avionics and custom interior installations. As aircraft material began to accumulate, he started to sell parts in the aftermarket environment.
“ We have a hard rule of only working with aircraft that are currently flying and have no incident or accident history. Our customers have confidence in us because there is no ‘story’ behind the parts they purchase. Everything we sell, from new to as-removed, comes with a warranty.”
In 2019, partners were added, an LLC was formed, and the company took in its first Global Express aircraft on consignment to disassemble for parts. As one of the first non-incident Global Express aircraft to be disassembled, the parts were highly sought after by everyone from the OEM to individual operators. We were definitely ahead of the market on this, and the positive attention received, defined our plan going forward.
Since that first Global Express aircraft we have focused on that product line and have added the Challenger 300.
We have a hard rule of only working with aircraft that are currently flying and have no incident or accident history. Our customers have confidence in us because there is no ‘story’ behind the parts they purchase. Everything we sell, from new to as-removed, comes with a warranty. There is additional expense in doing complete back-to-birth records and physical aircraft inspections, however, our clients use us because they know we aren’t a junk dealer, and we stand behind our product.
Q: Are you still focused to this day on Bombardier aircraft?
SL: Yes, that is still very much the case. We bought two more Global Expresses in the summer of 2020, at the height of the pandemic. That was a tough 18 months for us, cash-flow-wise since no one was buying parts or doing maintenance in the early days of the COVID lockdown.
However, once people started flying and doing maintenance again it was great for us. A lot of maintenance had been deferred during the pandemic so there was an absolute surge in demand when things got going again.
In December 2020 we disassembled a Challenger 300 as well. At the time we did that it was yet another first: the first nonincident Challenger 300 parted out anywhere in the world. Since that fleet was relatively unaffected by the COVID lockdowns, those parts carried us through the worst of those times.
Q: How do you finance these acquisitions? Buying a pre-owned Global or a Challenger 300 is going to cost anything up to $12 million or more.
SL: We finance through a range of different sources. Each scenario is unique, and sellers have different requirements. We use bank finance, private equity, and even seller finance where they get paid over time but ultimately for more than they were originally asking for the aircraft.
Q: I take it that you have a large warehouse of inventory?
SL: Very much so. We have a large, climate-controlled warehouse in Georgetown, TX. We store and distribute out of this facility as well as stock inventory at point-of-use locations around the country for our larger clients. We sell parts outright and flat rate exchange as well as rent both aircraft parts and GSE.
We sell everything from complete landing gear assemblies to bolts. However, if people only need a piece of an assembly, we will generally be able to help them out. We do an analysis to see if a whole assembly is worth breaking down into its component parts or is best sold as a complete unit. Our technical staff can often find the needle in the haystack for customers.
Q: How do you feel about things at this stage of the business?
From left to right: CHRIS STUBBS - Sales Manager
BRANDON GRIFFIS - Inside Sales
SL: I am very happy with where we are now, especially so far as our Global Express parts business is concerned. We’ve made a lot of contacts and friends. We’ve supported owners and operators when they could not find a part anywhere, and I’m proud to say that we are in the top five sources in the world for Bombardier Global Express parts.
ARIANA MACDONALD - AP/AR Coordinator
SCOTT LAWSON - General Manager
GRANT CORNETT - MRO/Logistics Manager
MARK GIBSON - Warehouse
(Not pictured - EUGENE DEAN - Technical Sales)
We also have a technical staff with decades of experience on the Bombardier product line that make themselves available to help customers find solutions. We send staff around the world to help customers recover aircraft with unique mechanical issues, saving them time and money, while also deepening relationships.
We also buy packages of parts and inventory and we have increased our pool of exchange parts. Right now, we are in the process of disassembling another Challenger 300. Plus, we have a Global Express coming this summer.
Q: You’ve never been tempted to get into the aircraft maintenance field with all the skills you guys have?
SL: No, that’s not our game. We do have a unique brake pipe repair option for Global Express and Challenger series aircraft. Our exclusive arrangement with the repair station provides repairs for about 50 percent of what the replacement cost would be, so that is a very attractive option to owners and maintainers.
Looking forward, I see us staying very focused on the Global Express and Challenger 300 markets. We’re considering expanding to the 604 series, and possibly the Lear 45, since the OEM is pulling back on servicing that aircraft. That will create a real market for parts there.
Q: How big is the company now?
SL: We’ve always run really lean on headcount. We occupy 10,000 square feet of climate-controlled space, along with a further 16,000 feet of unheated space. That is enough to store all the parts we have and to do all that we need to do. We’re a tight-knit group of business aviation folks, having a great time supporting our friends in the market. As we grow our reach into other platforms, we’ll be selectively adding staff that meet our high standard for customer satisfaction. |BAM
10th Anniversary Celebrations
Andy Trinchero, Academy 147’s co-founder and Managing Director, talks to Anthony Harrington about the firm’s first 10 years and his plans for the next 10
AH: Hearty congratulations, Andy, on guiding Academy 147 to through to this landmark milestone. The company is now a global enterprise, which is a fantastic achievement. Has it been a long ten years?
AT: It certainly seems so. At times it seems like it’s been a lifetime. Getting started with what was a really new idea, taking maintenance and safety training onsite, wherever the client was in the world, took a huge amount of graft and effort to get traction.
I was ten years younger back then. I’m not that old now. So we regularly had seasoned technicians expressing scepticism. I well remember more than one guy twice my age saying: What can you teach me about maintaining aircraft engines? I was doing this when you weren’t even a gleam in your daddy’s eye.
AH: What has been your biggest challenge in building the company to the point you’ve now reached, where you have clients all around the world?
AT: Without a doubt our biggest challenge is that aviation is one of the most regulated industries in the world. Add to this that regulations change from region to region and also change within regions over time. Plus, we operate globally so this truly is a 24 x 7 business and the phone and the WhatsApp calls never stop.
Keeping up with regulations in all the jurisdictions that we operate in is a continuous process. We have a whole team dedicated to staying on top of this. We have a training manager whose job it is to see that we’re up with the latest changes and edicts. Our compliance manager does regular audits to ensure that we are compliant in everything we do, wherever in the world we’re doing it.
We now have approvals from multiple countries and regions. We have approvals from EASA, from the UK CAA, GCAA in the Middle East, India and Singapore. Last year we were delighted to get CASA approval for Australia.
Our US operation has been in place since 2018. We actually formed a separate operation for the Americas. We call it AAMT, or Academy Aviation Maintenance Training. It embraces the whole of the Americas, from Canada to Argentine.
AAMT is going to be our growth engine for the next few years and probably on through the next decade. The US is such a global market, with some 70% of the world’s business jets, and it is not tapped all that much from the perspective of the services we offer. There’s a huge need for training.
AH: Who are your prime customers in the Americas?
AT: I would say that we have a large number of smaller and mid-sized flight departments. But we work with the whole range, from small to large. Our unique proposition now, as when we started, is that our training instructors go to the client site. That saves them from having to send several of their people off away from the company for what could be four weeks for a significant course. It is obviously much more cost effective to send one instructor to the client than for the client to have to send five technicians away to do training.
This all started as the idea that we took to the market ten years ago and now we are one of the the biggest aviation maintenance schools in the world. We have established ourselves as one of the top training schools and that is a tremendous source of pride to us and to my whole staff.
AH: How challenging has it been to find the quality of personnel that you need all around the world?
AT: Almost every business and industry struggles to find t he right people and it has been no different for us. Despite the challenges, we have put together a tremendous team that is spread out around the world. Academy 147’s head office is here in Malta, but we deploy to wherever the client needs us. AAMT is positioned in Florida.
AH: What can you tell us about the courses you offer?
AT: The Level 3 EASA courses involve four weeks of t heory and two weeks’ practical training. These would be, for example, for a licensed engineer to get a new aircraft type added to their license.
We have also introduced two courses we call TechFams, or Technical Familiarisation courses. These aim to teach unlicensed technicians and office staff things like how to be safe around aircraft, how to find the information they need in the various technical documents and so on. It is about learning the basics. These are very condensed courses and they are great for staff that their company cannot spare for any longer period of time. It gives them a chance to get in front of our instructors for a couple of days, and more often than not, these courses turn into really useful question and answer sessions.
We also do technical updates for licensed aircraft engineers. These cover the more recent updates on the aircraft and any
“ The Level 3 EASA courses involve four weeks of theory and two weeks’ practical training. These would be, for example, for a licensed engineer to get a new aircraft type added to their license.”
issues that have emerged with various parts or systems. These are four hour session courses. Over the last four months we have probably had around 100 people go through these courses.
We are always looking for ways of adding to our portfolio of courses and looking at how we can expand the business. We have a lot of new ideas and a lot of things in the pipeline here that will emerge over the coming year or so.
AH: How do you see the next 10 years playing out?
AT: Undoubtedly, the decade ahead is going to be even more exciting. The industry knows us now as a top quality training provider. The name has a great deal of brand recognition. Our size means that we can be responsive and nimble as new opportunities emerge, and we can be a lot more cost effective than the big names in maintenance training provision.
I would say that over the next ten years we are looking to transition into being much more of a technology company. We’re working on building simulation products to complement our training. The world has changed hugely over the last few years and we are definitely going to be right up there on the technology curve.
The US market has really snowballed in the last year on the demand side. Word of mouth spreads so quickly. Once you hit a certain point you really feel the momentum surge, and that is where we are right now. It’s a great place to be. |BAM
Privacy is the Ultimate Luxury
Award-winning Concierge Cybersecurity & Privacy PlatformTM designed to protect you and your family.
The truest form of opulence is not what you show the world, but what you can keep to yourself. Introducing an exclusive membership for the discerning few who understand that the greatest luxury is in the sanctity of privacy. BlackCloak concierge personal cybersecurity services are designed to protect your most valued assets and provide peace of mind.
Exceptional FBO Portfolio
Lisa Holland, President of Sheltair, talks to Anthony Harrington about the company’s exceptional portfolio of FBOs and her expectations for the future
AH: Lisa, can we start with how Sheltair came to make the leap from being a construction company to its present position as one of the leading FBO networks on the East Coast?
LH: My father started out in residential and commercial construction. In his prime, he had a reputation for being a trailblazer. A mutual acquaintance had aircraft hangars at Fort Lauderdale and asked my father if he wanted to get into this space. That was our start in business aviation.
“ Today we have 16 FBOs and one under construction at Sarasota.”
He used to say that hangars and FBOs were like waterfront properties. There is only so much space available on airports and when it’s gone, it’s gone. That set the growth dynamics for Sheltair and it is a philosophy we have followed ever since.
So, that first deal was just a hangar deal. He bought his first FBO, also at Fort Lauderdale a couple of years after that deal. Today we have 16 FBOs and one under construction at Sarasota. The Fort Lauderdale FBO is still the crown jewel in our portfolio.
AH: What is involved in both growing an FBO business and maintaining everything to the highest service standards?
LH: We focus on empowering the General Managers at our various locations to grow the business in their areas and regions and to bring in new customers.
Of course, with 16 FBOs, and another coming onstream soon, we have a good mix of personalities amongst our GMs. Some are stronger on the service side, others are experts at fuelling and hedging fuel. Others have a great knowledge of construction, which of course is very helpful as we are continually adding to our portfolio of hangars.
The point is that we have a great mix of talent and knowledge and all our GMs know that they can reach out to colleagues to call on their expertise in specialist areas. It is a huge benefit to our business to have this range of expertise to draw on.
AH: Hangars are great to have because they create a steady revenue stream, right?
LH: Absolutely. I came into the business seven years ago, and took over as President at the end of January 2020, just
“ We have a great mix of talent and knowledge and all our GMs know that they can reach out to colleagues to call on their expertise in specialist areas.”
as the pandemic kicked in and our normal FBO business absolutely stopped dead. If it were not for our portfolio of hangars and the steady revenue streams that they brought in, I very much doubt that we would have made it through that period.
The one good thing, from our perspective, was that since nobody could fly their aircraft, everybody was looking for hangar space to park their jets. We have 4.7 million square feet of real estate and we have 1200 tenants. Only 20 of our tenants went for rent deferrals. So, although no one was flying, cash was still coming into the business.
We also benefitted hugely from the fact that the majority of our FBOs are in Florida, and we were the first state to open for business again. Florida only shut down for six weeks. The State Governor was very pro-business and very antilockdown. As a result, everyone gravitated to our State and business picked up. If we were in one of the States that locked down for a year, we would have been in real trouble.
“ On the fuel side, we have a tremendous partnership with Avfuel.”
AH: Turning to the business of running an FBO, what are your major revenue streams, apart from hangarage? And how much advance warning and visibility do you have, day to day, on aircraft coming into your FBOs?
LH: FBOs are all about fuel, catering and hangar space. We do not get into charter operations at all. We have a lot of aircraft coming in on scheduled flights, which enables us to gauge the volume of business for the day in any of our FBOs. But then, on top of this, we also have a varying number of pop-ins where you have next to zero advance warning.
Earlier today, for example, it was raining and sometimes, if there is lightning in the area, we have to shut down. So, once the weather opens up again, all the aircraft come in at once and the staff really have their hands full.
AH: Safety, of course, will be the dominant priority for you.
LH: Correct, we have a really good safety department. All our locations are IS-BAH Certified, and our line service and customer service are the same. They all have to complete the same training. One of the great advantages of this is that staff can move from one of our FBOs to another and be completely familiar with the procedures and standards.
When we open a new FBO, for example, we send staff from our existing FBOs to help open the FBO and to train new staff in our procedures and standards.
AH: On the fuel side, is SAF available yet at your FBOs?
LH: No. It is still a problem trying to get reasonably priced SAF into Florida. It has to be trucked in and that prices it out of consideration for most folks. SAF is more of a big talking point in states like California.
On the fuel side, we have a tremendous partnership with Avfuel. We are both family-run companies, and we get along tremendously well. I understand that Avfuel is a strong advocate for renewables and SAF, but at the moment, the demand is not high due to pricing.
Your Sustainability Journey, Simplified
AvfuelZero provides a bold leap forward in sustainability, redefining the aviation landscape with its simplified, five-step approach. Our in-house experts are on hand to guide your sustainability journey, seamlessly integrating new aviation technologies into your operation to help you reach net zero.
AH: I believe your son now works for Sheltair as well?
LH: Yes, we are now a three-generation family business, and have been since my son joined the company four years ago. His name is Kai Seymour. He’s now 26 and came to work for us as soon as he graduated college. He does a lot on the real estate side of the business, but for the last 20 weeks, he’s been training out on the line service side, on how to operate a ramp and supervise refuelling. So, that helps to give him a rounded view of the business and to better understand how the real estate side fits in with fuel deals and hangar space.
Olivia Smith, our social media and content specialist, was at school with Kai, who was one year ahead of him, so it is tremendous to have the input of this younger generation. They are so much more savvy about social media and some of the trends that we’re not focused on. So it really brings an additional dimension to the discussions we have.
AH: How do you see the next year or two in business aviation?
LH: We are hopeful that construction costs and interest rates will continue to fall through 2024 and 2025 so that we are even better positioned to meet the needs of the business aviation sector. As a company, we are looking to extend our philanthropic activities and we are very keen to promote the role of women in aviation.
On that note, we partner with multiple Women in Aviation chapter to have Girls in Aviation Day events every September and all our locations play a role in this. This past September we had over 3,000 future female aviators come to us to see what the industry is all about. We also partner with Avfuel on a Future Takes Flight Scholarship that is announced at NBAA each year, plus we run several scholarships on our own to help women in particular gain entrance to the industry. |BAM
“ We are now a three-generation family business, and have been since my son joined the company four years ago. His name is Kai Seymour.”
WITH
Mexico: Opportunities and challenges
Emilio Padilla, Operations Manager at Mexico´s ground handling specialist, Manny, on the company’s growth and ambitions
Q: Emilio, can you tell us when Manny got started?
EP: Founded in 1997 by Manuel (Manny Sr.) RomeroVargas, Manny is the most recognised and requested ground handling and FBO service coordinator in Mexico.
Manny put his philosophy into practice: providing exceptional service and attention to even the smallest of details. His philosophy paid off.
Capable of coordinating an extensive range of services, Manny provides everything from permits and authorizations
to ground transportation and in-flight catering. We have now been in business, providing a total one-stop shop across a range of services, for more than 25 years.
Manny’s services cover all of Mexico with 7 offices strategically positioned at the most important locations. We are present in more than 70 airports across Mexico, providing ground handling and service coordination, including overseeing the fuel uplift, concierge services, FBO Coordination and more.
We would like to focus more on the service coordination side, overseeing the fuel uplift as we do not sell fuel, but we coordinate the service and supervise it.
“ We are present in more than 70 airports across Mexico, providing ground handling and service coordination.”
We currently have a staff of more than 120 people. Our headquarters are based in Toluca, near Mexico City. It is one of the major executive business aviation hubs that serve Mexico City. We run a 24 x 7 operations and control department which is the brains of the organisation. Our staff in the OCC centre coordinate our operations throughout Mexico.
If you reach out to us, we can set up everything you require for whatever mission you are flying. This includes providing FBO, ground support equipment, seeing to your refuelling requirements and providing permits and authorisations. We have our own In-Flight catering company and can provide our clients with whatever they require anywhere in Mexico, with our specialist chefs catering for every taste and requirement.
Q: How much of your business comes from North America, versus South America?
EP: I would say that 95 percent of our business comes f rom the US. We also have some European clients who visit Mexico and perhaps go from here to other South American countries. However, there is no doubt that US- Canadian registered aircraft are our top clients.
We also have Part 91 owners, who are only using their aircraft for personal or business use, who reach out to us directly
from time to time. We are always happy to cater to their requirements. We also serve corporate users and private, non-revenue operators. We assist more than 12 trip support companies, for whom we are the main handler in Mexico. On top of this, we also serve military and diplomatic missions both here in Mexico City and elsewhere across Mexico.
We have a number of charter brokers as clients, and, of course, we deal with diverted missions as well. This sometimes involves us dealing with major commercial airlines if they have a flight diverted.
Q: What about partnerships with FBOs across Mexico?
EP: We work with a number of FBOs and have around 20 partnerships throughout Mexico. In Toluca, we have offices inside an FBO. We have our own restaurant and catering company there where we do inflight catering for clients. Our kitchens there serve several locations.
Importantly we are IS-BAH certified in two of our locations. We are at Stage II right now and are looking to be Stage III in both of these locations. What is important about this for us is that it shows the world just how safety-conscious we are as an organisation. IS-BAH training and preparation helps us to ensure that we have a safety culture that permeates the whole
“ IS-BAH training and preparation helps us to ensure that we have a safety culture that permeates the whole of our organisation.”
of our organisation. Although just two of our locations are IS-BAH certified, we promote and disseminate the learnings from this throughout Mexico. You will get the same high level of service and safety consciousness throughout our organisation.
As part of our commitment to promote safety with the aviation industry, we take pride in offering our auditing services for both IS-BAH (International Standard for Business Aircraft Handling) and IS-BAO (International Standard for Business Aircraft Operators). Our dedicated team of auditors ensures that our clients operations meet the highest standards of safety, efficiency, with professionalism, fostering a culture of continuous improvement. By aligning with these globally recognised standards, we help you enhance operational excellence and maintain a strong commitment to industries’ recommendations and best practices.
Q: How busy has the last year been for you?
EP: It is been really busy. We have seen exponential growth across the organisation. For us here in Mexico, the peak business period is from October to May. This is because June to September is the hot season. Everyone tends to go to Europe rather than to us at that time so summer is usually slow for us. However, this year summer has been booming. Right now, in July, we are entering the hurricane season and the rains have started, which is fantastic. Mexico was getting really dry and it is tremendous to see the rivers flowing again and everything greening up. |BAM
London Oxford Airport’s £100m Major Development Program
www.londonoxfordairport.com
Tel. +44 (0) 1865 290 600 ops@londonoxfordairport.com
“ High net worth individuals (HNWI) have a very large attack surface. They travel in private jets that have broadband, and where often guests bring on their own devices. They have yachts. They stay in hotels.”
ELITE SECURITY
Chris Pierson, CEO and Founder of security specialists BlackCloak, talks to Anthony Harrington about the dangers hackers pose to HNWIs and jet owners
AH: Chris, can you take us through what led to the founding of BlackCloak, and the services you guys offer to HNWIs, jet owners and operators?
CP: Absolutely. I was formerly a chief privacy officer, and chief information security officer (CISO). I kept seeing hackers attacking not just the company I was protecting, but our Board and our executives. The attacks were not limited to them as individuals, the hackers also attacked the family’s devices.
The logic here is that if you can hack a child’s device that is linked to the family network, you can compromise the whole network. Once you’ve done this, you’ve got the C-suite executive’s laptop and phone as well, and from there, you have access to the company that you are trying to hack. One weak link in the chain is all it takes.
What I realised was that the hacking community, which is highly sophisticated, had grasped that while corporations tend to be well protected, individuals of means very often have very little protection in their private lives.
At the same time, high net worth individuals (HNWI) have a very large attack surface. They travel in private jets that have broadband, and where often guests bring on their own devices. They have yachts. They stay in hotels and use the hotel’s broadband. Cybercriminals in nation-states that tolerate hacking or have weak laws target these high-profile individuals. The hackers realise that HNWIs have a lot to lose.
It was 2017 when this became very clear to me. I started to look for solutions that would help me protect my Board and my executives, as well as the HNWI venture capitalists who were investing in the business. I found nothing in the market that provided a holistic cybersecurity solution.
There was just nothing designed for the population I was trying to protect.
Above all, there was nothing that offered a high-level concierge service that would solve any cyber and privacy attack on HNWIs and high-profile individuals. I was looking for a service that could provide any time, anywhere protection, and there just wasn’t one.
“ I built the team and a specialist IT solution from the ground up.”
“ My aim was to protect their privacy and provide very tight cybersecurity for HNWIs on all their devices and on their home networks.”
AH: So, you decided to launch your own service. How was the idea of such a service received when you started to market it?
CP: I built the team and a specialist IT solution from the ground up. My aim was to protect their privacy and provide very tight cybersecurity for HNWIs on all their devices and on their home networks. This solution went hand in hand with a concierge service that provided incident response on a 24x7 basis, 365 days a year.
When we got started in 2018, the response was immediate and overwhelming. As a solution, what we were offering resonated with just about everyone in our target market. People we spoke to said that what they wanted was not just
a technical solution, the equivalent of virus protection, they wanted a holistic, concierge approach that would provide them with a key point person who would take responsibility for them and their family’s cybersecurity.
AH: You have a potentially huge target market. What kind of numbers do you put on it?
CP: There are about five million HNWIs in America. Globally, there are some 19.5 million HNWIs. That is a very big target population for us to market to. It is also a very lucrative target market for hackers. Why target small companies when you can target one family office that has the same financial footprint as a dozen or more small to medium-sized businesses, and generally does not have a cybersecurity department to protect it?
The way I explain our business is that we are at the same time a product company, which is the security system we have built, and a relationship company. The two have to coexist. We own the technology. We built it ourselves and we have automated our technology platform to make it completely scalable. We can grow as large as we need in order to meet the needs of our target market.
AH: From everything you have said, private jet owners are a key segment of that market, right?
CP: The folks that travel on private jets, whether they own the jets, are fractional owners, or charter regularly, they are all 100 percent our market, but they are also 110 percent the target market of global cybercriminals. They travel frequently, stay in hotels, use the shared internet wherever they are and their digital footprint is wide.
They tend to leak information on their whereabouts. Even if they are careful, their kids get on social media and post pictures of the country and place they’ve just landed in. Their cell phone numbers and email addresses tend to be out there in the public space.
“ “ They need a flexible, scalable security solution that protects their whole digital footprint, including their homes, yachts, and aircraft.”
At BlackCloak, we need to be able to support the lifestyles of our HNWI clients, be a seamless addition. We don’t want them to limit themselves and stop travelling or flying. They should keep doing what they are doing, and do more of it, but do it from within the protection that we provide. They need a flexible, scalable security solution that protects their whole digital footprint, including their homes, yachts, and aircraft. And when and if there is an incident, we make sure that we are there to solve it for them.
AH: How do you see things going in the next few years?
CP: Our customer base in the business aviation industry is vir tually doubling year on year and I expect that to continue. Individuals who own jets have three to five homes, on average, and they are massively exposed, with not many solutions to help them. I am confident that we have the best solution on the market for them.
Me and my team could not be happier. Our people love what they are doing. The targeting of our clients by cybercriminals is constant so we are constantly alert, helping our clients to stay safe. |BAM
PRESENTS
EBACE 2024 Networking Party
s the Jet d’Eau shut down for the night on 29th October 2024, the queue began to grow outside Geneva’s brightest night spot of the week, Optimhall. BizAv Media once again gathered the movers and shakers of business aviation for a night of fun and networking.
The drinks and conversations flowed freely, while on the dance floor, the music was hot and fresh—just like the stone-baked pizza enjoyed by everyone.
Year in and year out, the team at BizAv Media does everything possible to ensure a night to remember. Whether it’s a new
venue or a fresh twist, we aim to please when we bring our network together. Our mission in this industry is to create a lively and enjoyable evening that not only provides a chance to meet the right people but also offers an opportunity to bond and mingle among friends.
This year, we’re expanding our reach. In addition to our traditional event during NBAA-BACE in October at the Hard Rock Café, we’re thrilled to announce an exciting new event during MEBAA in Dubai in December.
We invite companies to join us as partners or sponsors in making these events truly exceptional.
www.bizavltd.com/bizav-events/ebace2024party
Upward trajectory
Mustafa Dar, Founder and President of 24/7 Jet, on his business background, journey into aviation, and history of the company
Q: Mustafa, can you take us through how you got started in this industry?
MD: I was in corporate finance prior to st arting in aviation. At the time I had an issue with my partner in the finance operation we were running and was in a very bad financial position where I lost everything and had nothing left. I was in a very difficult and unfortunate time in my life and was exploring another career, this was also
right around the time the economy crashed. Matthew Walter, who now owns Planet Nine was a long-time friend who was just starting his operations from being a successful broker prior introduced me to the world of business aviation and gave me my start.
We started an aircraft brokerage, called Skyline Private Air. It focused on jet charter for clients. I fell in love with the industry straight away.
When we partnered up, it was on the understanding that at some point he would split to focus on his 135 operations he was running simultaneously.
Q: What aircraft types were you focused on as far as transactions were concerned? Was it more on the light jets side?
MD: No, thankfully. I jumped right in at the deep end, into the ultra-long range jet segment and it just continued that way. I never had to deal with the smaller jets. Matt had the client list and he said to me: “Show me what you can do.”
At the time, around 2007, we were thinking that if we did well the first year, I could probably make around $40,000 to $60,000 a year from the brokerage. In fact, in our first year, we made about a hundred thousand dollars each. It was amazing. I built our clientele list from word-of-mouth referrals.
Five years into the business my third brother Manan joined me and Matt in the business. My youngest brother Mahad joined a few years later in 2013 and in 2020 we all became partners in the company. But to back up a bit, Matt left the brokerage and went his separate way to continue with his operations. In 2011 I purchased a shell company called 24/7 Jet. It was just a domain name, not an existing bricks and mortar company. I bought it from a mutual friend who specialised in technology, and I built 24/7 Jet into the company it is today from the ground up, with no financial backing.
We’d been based at Van Nuys Airport, and this is where I founded 24/7 Jet. We briefly moved to Beverly Hills but returned to Van Nuys Airport. We continued as a brokerage, but I wanted to get into aircraft management and sales for owners. I knew that to grow I needed to be an operator and control the equipment. To do this, we had to develop beyond where we were. We needed to work through the process to where the FAA would grant us a PART 135 certificate, and this was a serious struggle.
When Matt and I started the brokerage in 2007 I was just 25 with no experience of the business aviation world. I wasn’t even a pilot then. In fact, I kept running into folks who’d try to pull the “what do you know, you’re not even a pilot” line with me.
I got fed up with that so for a year I studied for my pilot’s license as well as working flat out in the business. In 2015 I bought a Cessna 182T and got my pilot’s license, so that ended that issue. I found I really loved flying, so it worked out really well.
Q: But you still had a problem convincing the FAA, right? MD: Yes. Actually, the problem escalated to the point where I accused them of racism. That suddenly got us the attention of senior folks at the FAA. They rather rapidly took a more serious look at our operation and found that everything was in order and of a standard to grant us an operating license.
Our certificate was approved as a basic certificate around 2019 after 4 years of working on it. One of the reasons why it took us so long was that we were getting pushed to the back of the line and having multiple FAA inspector changes. After the basic approval, we needed to do proven flights which is required to add jet aircraft. This is a very lengthy and expensive process. Unfortunately, this was around the time the pandemic happened, when everything shut down. So, I decided it was best to sell that certificate as it was becoming expensive, and we were losing money year over year on it. And just as things started looking dire, I got lucky and found a certificate that was for sale. I bought that and merged the two companies making 24/7 Jet an operator. That expedited things for us, and we added a Challenger 601 as our first aircraft to go onto our operating certificate.
Around the same time, we added an Embraer Lineage 1000 that we manage for an A-list celebrity, to our managed aircraft fleet. We actually represented him in the transaction to acquire the aircraft. We did everything during the Covid lockdown, which was a logistical nightmare to deal with.
We found a European-based Lineage and managed to switch it to a US registry. We did the whole deal in 4-5 months which was impressive given the worldwide lockdown and not being able to travel. This enabled the client to conclude by the year's end, which was essential for tax purposes. I also negotiated a significant discount giving the client a big savings.
Another thing that was great about this deal was that there are only about six Lineages in the USA and two of them are with MGM. We are one of the very few now to operate and manage a Lineage.
Q: Any special problems that come with a Lineage?
MD: The issues stem from the fact that the Lineage is bas ed on a regional jet. We need a belt loader for ground
“ “If we can handle a Lineage and provide an exceptional service, we can manage any aircraft. This aircraft has given us the expertise many don’t ever get to experience, and you need to be experienced and be able to think outside the box to manage this type of aircraft, we are creative and problem solvers.”
handling and a set of air stairs. Many FBOs don’t have these, so it is all about planning ahead. We’re also limited to maintenance facilities as few are equipped to work on this type of plane privately.
But as I tell anyone who is interested in giving us their aircraft for management, if we can handle a Lineage and provide an
exceptional service, we can manage any aircraft. This aircraft has given us the expertise many don’t ever get to experience, and you need to be experienced and be able to think outside the box to manage this type of aircraft, we are creative and problem solvers.
In addition, we have a GIV that is getting its engines overhauled, a Challenger 601 and a Hawker 900XP. Plus, we are in the process of negotiating and acquiring three or four more ultra-long-range jets for our clients that will be added to our operating certificate or managed privately. My brothers and I will also acquire a Global in the next few years to add to our certificate for charter and have for leisure use.
Q: What improvements have you seen over the nearly two decades you’ve been in the brokering business?
MD: When I started it was like the Wild West, with no r ules or regulations being enforced for brokers. There was no real foundation, brokers were operating out of their bedrooms with laptops. In fact, I started in a closet out of a
“ Our team follows a rigorous set of safety procedures, and we always work with operators that we know are reliable.”
“ I was fortunate to work with some of the most powerful executives from Fortune 500 companies, along with A-list celebrities, artists and royals.”
small apartment I lived in with my brothers and parents. The landscape of this whole industry has changed so much which is very much for the better.
However, there are many charter clients who only care about the price. They do not know enough to delve into the details of who is flying them, what their safety record is, and who the operating company is.
For us, safety is an absolute priority. Our company is an Argus Platinum operator. We are also working our way through the Wyvern Flight Leader program to earn Wingman status and IS-BAO. That, of course, provides clients with a lot of reassurance and comfort on the safety front and demonstrates our total commitment to safety. We are also members of Air Charter Safety Foundation, NATA and NBAA.
Our team follows a rigorous set of safety procedures, and we always work with operators that we know are reliable. I was fortunate to work with some of the most powerful executives from Fortune 500 companies, along with A-list celebrities, artists and royals.
I’ve done some very unique charters throughout my career. This includes being the first to have my client experience two New Year celebrations in 24 hours in 2012 on a doubledecker Boeing 777. The first New Year’s countdown was in Sydney, and we flew them right after to Las Vegas to do the second countdown. It was an incredible, unforgettable experience, not only for the client and his guests but for me as their broker. It was a logistical masterpiece and something I am proud of accomplishing. My brothers and I have done 9 figures in sales throughout our career. They have also played a significant role in where we are today with each contributing a valuable aspect to the success of our company.
My ambition back in the days when we were solely focused on aircraft charter transactions, was for our company to become a recognised operator. We have now achieved this and there is a lot more room for growth.
To date, we have turned down many offers to be acquired or to partner with us, we have not reached our full potential and have a lot of room for growth. I have every confidence that we will continue to grow and excited to see what the future holds for 24/7 Jet. |BAM
“ For a demanding industry with high expectations, delivering a one-size-fits-all solution or repurposing one from other industries is unacceptable. To this end, we have created a technologically advanced business aviation connectivity eco-system unmatched by any other.”
Connectivity for all
Chris Moore, President at Satcom Direct, speaks to Jane Stanbury, on how things are developing in the IFE and broadband space, and why SD ESA technology is game changing for the sector
JS: It’s an exciting time in the connectivity sector, so how is SD staying ahead of the game?
CM: Nobody else offers the market a customised connectivity service defined to meet each customer’s mission needs, and that’s how we stay ahead of the game. SD is renowned for innovating business aviation connectivity. Our technology is purpose-built from the ground up, ensuring we deliver best-in-class services. We provide connectivity to captains of industry, governments, heads-of-state, and
Forbes 500 customers globally. We have been doing this for nearly thirty years, which means we understand the market, recognise its transforming needs, and are agile enough to adapt and modify products and services that describe connectivity systems for now and in the future. For a demanding industry with high expectations, delivering a one-size-fits-all solution or repurposing one from other industries is unacceptable. To this end, we have created a technologically advanced business aviation connectivity eco-system unmatched by any other.
The SD Plane Simple ® ESA to support high-sp eed broadband on small (e.g. Phenom 300 pictured) and lar ge airframes
JS: This would be the logic for SD developing the SD Plane Simple® antenna series. Where are you with the program?
CM: We continue investing in ground infrastructure, software, customer support and hardware, including the Plane Simple terminals. The Ku-band tail-mount antenna rollout was one of the fastest and most successful ever to take place in the industry. By the end of 2024, we will have two hundred terminals flying, and the customer feedback has been unanimously positive. Customers are connected to the Intelsat FlexExec network’s dedicated business aviation airtime.
As the appetite for data grows exponentially the committed service gives our customers consistent, global connectivity, even in congested areas. We confirmed the first STC for the Ka-band variant for a Gulfstream G650 in May. This has been swiftly followed by STCs on Bombardier and further Gulfstream types, and we anticipate having all major airframe
STCs confirmed by the end of 2024. Connecting immediately with existing Viasat GX satellites, it’s also the first terminal compatible with Viasat’s next-generation satellites, which, due to the dual polarity signal, will more than double the amount of data being transmitted and received.
Next is the validation of our truly ground-breaking phased array, Electronically Steered Antenna, ESA. Flight tests on board a Cessna Grand Caravan and a CJ3 have begun, and when it comes online in Q1 2025, it will deliver high-speed broadband connectivity to more airframe sizes than ever before. Our ESA links with the Eutelsat Oneweb Low Earth Orbit, LEO constellation, and, through full-duplex performance, will allow data to be sent and received simultaneously for a richer experience.
JS: Why did SD invest in the SD Plane Simple® ESA variant?
CM: I mentioned that we’re all about providing our customers with tailored connectivity solutions. To fulfil that goal, we
“ In Europe, Avcon Jet is confirmed as the launch customer for the SD ESA and is looking to equip multiple aircraft with a combination of our antennas and connectivity services across their mixed fleet.”
offer a diverse portfolio of solutions for as broad a market as possible in terms of geography and airframe size. The ESA was an essential addition to delivering a comprehensive portfolio. It brings valuable new options to small airframes, and thanks to its modular architecture, we can scale it up to larger airframes. Inquiries are already coming in from large cabin owners seeking further connectivity redundancy, special mission aircraft looking for alternative options, and smaller airframe owners keen to add high-speed services to their aircraft
JS: So, what are the benefits for those equipping the SD ESA solution?
CM: The ESA works differently from traditional gimballed t ail-mount units. It optimises phased array technology, which means there are no moving parts. This adds efficiency and reduces maintenance costs, as there are fewer parts to fail. We’ve also future-proofed the design so that as satellite tech continues to evolve, most updates will happen in the SD Modem Unit, minimising the need for expensive upgrades.
This brings predictability in terms of maintenance, operations, and connectivity budgets. For mid to large cabin operators, we’re enabling another connectivity solution that can expand the redundancy options, be allocated to aircraft health performance monitoring, or be used by crew or guests to add even more service flexibility. In Europe, Avcon Jet is confirmed
as the launch customer for the SD ESA and is looking to equip multiple aircraft with a combination of our antennas and connectivity services across their mixed fleet. Once the ESA enters service, a range of new pricing plans will be triggered, including another industry first. We’ll offer a three-year plan with a fixed monthly fee and no initial capital outlay.
JS: How are you ensuring your customers know which solutions to select and how to optimise them?
CM: Customers are generally not interested in satellite orbits or frequency technology; they just want the connectivity to work all the time, wherever they are in the world. We provide a reliable, agnostic source of information and are committed to providing curated solutions to satisfy client requirements. We deliver certified training to ensure that flight departments understand how systems work and, more importantly, how to work with us if there is a service outage.
We even offer courses based on the needs of the flight attendants in the cabin; they are often the first line of defence if a principal can’t use the system. More often than not, situations arise from not understanding how to optimise the system, and if a flight department has invested in training, it’s easily resolved. In addition, our award-winning multilingual customer team is available 24/7/365 and accessible from anywhere worldwide, and to keep data safe, we offer
multi-level cybersecurity services. By adding value at every point on the connectivity ownership journey, we ensure our customers can select and maximise the right system.
JS: What’s next for the sector?
CM: There will be a shift in how we think about bandwidth as the discussion focuses more on capability, consistency, and coverage. It will become the norm to have two different systems on an airframe. A pair of systems will allow operators to choose the most suitable pipe for specific activities or functions.
We’ve designed our antennas to talk to existing and new systems. Operators will seek simplified connectivity management and welcome the option to make a single call for
all their changing connectivity needs and support. As the pace of technology keeps speeding up, and owners and operators want more data, they will not want to rely on expensive system exchanges. Connectivity suppliers must adapt to this changing market, where upgrades will be conducted in the modem unit or at the satellite level. Darwin said adapt or die, and we believe this is true of any company delivering connectivity in such a dynamic landscape. This is why we keep on pioneering, innovating and raising industry standards. |BAM
Left to Right: Rob Vega - SD, Jason Sperry - OneWeb, Timor Blau - Gilat, Chris Moore & Colin Quarles- SD
Beyond the journey
George Alafinov, CEO at JEKTA Switzerland, talks to BAM’s global correspondent, Jane Stanbury, about the resurgence of amphibious aviation, the revenue potential and why JEKTA’s zero-emissions PHA-ZE 100 aircraft is opening new markets
JS: Tell me more about your vision for the PHA-ZE 100?
GA: Our company JEKTA Switzerland has already de veloped amphibious airframes that are in use globally today. During the COVID period, we discussed developing a sustainable amphibious airframe and what that would mean for the global air transport network. We researched the possibilities and found that the time was now ripe for reviving the amphibious sector.
Operators are currently limited to airframes developed more than 60 years ago, they are great machines but are aging, and the sustainability imperative necessitates modern machines to replace them. We investigated markets and spoke to regulators and it became apparent that a zero-emissions amphibious aircraft could fly to an infinite number of destinations currently restricted due to noise, pollution and the need for environmentally devastating infrastructure development.
We also noted that the amount of people living close to rivers, lakes and oceans is growing. It made a strong case as our flying boat sustainably transitions seamlessly between water and land without any need to add or remove floats, delivers multiple operating parameters and does so with lower operating costs and reduced passenger tickets while maintaining profitability. So we set to work on the PHA-ZE 100.
JS: Are operators interested in the airframe?
GA: Absolutely. We have received very positive feedback. Our f irst LOI with Gayo Aviation from Dubai fulfils their need for a sustainable option to support private and specialist aviation services. They will optimise the aircraft to develop existing and new markets offering environmental and experiential tourism and charter operators.
Our agreement with MEHAIR of India for 50 airframes perfectly exemplifies our vision. MEHAIR operates seaplane services between cities and destinations virtually inaccessible by land infrastructure and is adding new routes under the government of India’s UDAN regional connectivity scheme. We know that the Indian government has defined some 100 seaplane routes so this demonstrates new market demand for regional and tourism networks.
Our most recent signing has been with Seaplane Asia, which is creating a network of operations in Southeast Asia. They are currently reviewing several markets and will likely optimise the JEKTA airframes for fulfilling short-distance flights, island hopping, transport from airports to waterfront locations, sightseeing flights, and yacht transfers.
“ We investigated markets and spoke to regulators and it became apparent that a zero-emissions amphibious aircraft could fly to an infinite number of destinations currently restricted due to noise, pollution and the need for environmentally devastating infrastructure development.”
JS: So what is attracting these orders?
GA: Well it’s a really good-looking aircraft to start with! Apart from that, we have designed an incredibly flexible airframe. The key advantage of amphibious aircraft is the ability to serve communities that are cut off from land-based transportation. Interestingly, if you look back to the heritage of flight, flying boats were integral to a growing aerospace industry, but then the world wars refocused the industry, and the jet engine became the favoured method of flight. However, jet engines are limited by many factors when it comes to serving smaller communities.
The need for complex airports, fuel farms, and terminals to support the greater numbers of passengers prevents jet expansion but provides a great opportunity for environmentally friendly amphibious aircraft as a platform to connect these communities with the world. We know there is a need not only for personal transportation but also for VVIP owners looking for a stylish, versatile airframe, as well as corporate shuttles that may want to travel for example between the Swiss lakes.
A premium market is experiential tourism – imagine flying from your superyacht to a SCUBA site in 15 minutes, making your dive, and then simply boarding and flying back – it makes the experience so much more thrilling. We say go beyond the journey and this is what we mean.
JS: You released the first renderings of the interiors in the Spring, and they look stunning, what was the inspiration for them?
GA: The design process involved simulating how passengers, crew, pilots, operators, and maintenance teams will interact with the aircraft. The ergonomics focus on implementing cutting-edge solutions to deliver a combination of comfort, safety, durability and functionality that will adapt to support a range of applications, including high-end tourism voyages, or intense roadshow itineraries for example.
We worked closely with partners, suppliers, and potential customers to shape the style and in a nod to its operational capabilities blend contemporary aviation form with elements from the marine sector: wooden-style flooring, galley-style refreshment or bar areas and expansive panoramic windows through which light pours, giving a brand-new feeling of space and freedom within the aircraft. We want our passengers to experience an original style of travel within a new mode of transport. We’re also incorporating sustainable materials into all that we put in the cabin.
JS: Speaking of sustainability I understand that you’ve just signed a deal with ZeroAvia, can you tell me more?
GA: Yes that’s right. Current battery technology is not able to support longer-distance flights, so we’ve been looking at alternatives and hydrogen technologies deliver huge
potential. We have been reviewing the needs of the markets most likely to embrace the benefits of zero-emissions regional amphibious aviation, and their preferred energy sources. For example, Japan and the Middle East are investing in and beginning the transition from traditional to hydrogen energy, they are also heavily invested in aviation and our aircraft can add real value to their transport networks. These are just two examples, and there are many more, so after exploring the options we decided to work with ZeroAvia to
define a suitable fuel cell system. Our objective is to offer our potential operator clients the choice of two fuel sources.
The hydrogen system delivers a viable alternative to electric battery power that promises a range of approx. 500km to 600km which will suit operators serving longer regional routes. In contrast, the battery power option will suit shorterrange missions and operators flying in locations where electric power is more cost-effective and accessible. |BAM
Busy present, bright future
James Dillon-Godfray, Head of Business Development for London Oxford Airport, on the airport’s growth and bright future
Q: James, can you give us a quick rundown of the early history of the airport?
JDG: Basically, the airfield was established b efore the war. The land at the time was owned by the Duke of Marlborough and a few local farmers, one of whom was the grandfather of the tennis player, Tim Henman. The Council bought the land in 1932 and established a municipal airport. This was at a time when cities all over Europe were looking to build airports. Air travel had arrived.
It became known as RAF Kidlington during WW2 and stayed as an RAF airport until the mid-1950s. After that, it was dominated by professional pilot training. By the 1960s it was the busiest single-runway airport in the world with
over 230,000 aircraft movements a year. CSE Aviation, which dominated the airport with pilot training, and owned it for 40 years, ran the airport largely for Oxford Aviation Academy, which was the largest private flight training school in the world at the time.
CSE could hardly fail to notice the rise of business aviation and the owners wanted to attract more business aviation to the airfield. That was when we started to change and improve the physical infrastructure. From 2005 to 2007 we completely rebuilt the runway and resurfaced it. So, it is now the same length and width as London City’s runway.
We also boosted our air traffic setup with the addition of radar and very recently, we boosted our fire teams to a full-
“ “We have had an ambitious programme of hangar building and we have some six MRO operations based at the airport.”
time Category 6 Fire and Rescue capability. This means that flight planners around the world now know that we have the cover they require. It also allows us to be used as a diversion airport, with even commercial flights diverting to Oxford if their destination airport is closed for any reason.
Q: So, how would you characterise your status today?
JDG: Clearly, we have really grown up to become a fully commercially capable airport over the course of the last few years. There are no restrictions, we can now host Embraer 190s and 195 charter flights with over 100 passengers. We don’t get those every day, but we have no problems providing services and facilities for flights like that.
We get that kind of traffic when there are major events near
us. Silverstone is very close, so when the British Grand Prix is on we are really busy. On Sunday 4th August, Moto GP, the motorbike equivalent of the Grand Prix, is on at Silverstone and that will be a very busy day for us.
Q: The airport was sold to the property entrepreneurs, David and Simon Reuben in 2007 and is still owned by them. How have they been as owners?
JDG: They have been tremendous for the continued de velopment of London Oxford Airport. We have had an ambitious programme of hangar building and we have some six MRO operations based at the airport. Jet Maintenance International was the most recent arrival. They do an extensive amount of maintenance and refurbishment work on Citation and Falcon jets.
Volare Aviation specialises in doing refurbishments on Bombardier aircraft in particular and they do a lot of Augusta 109 refurbishments and modifications as well. They recently carried out a total refurbishment on a BBJ, giving it a completely new interior. We loaned them Hangar No.11 for that project, which took a year.
We’ve been building more hangars over the years and we have more coming down the road. We have a 70,000-squarefoot hangar, Hangar No. 16, coming on stream in the second quarter of next year.
We have also just completed a 150,000-square-foot hangar for Airbus Helicopters. They are in the process of moving in and will soon be up and running there. That is a £50 million exercise. They needed brand-new facilities and more space with the arrival of some of the new, larger helicopters in their family, such as the AH160 and AH175.
“ “We have also just completed a 150,000-square-foot hangar for Airbus Helicopters. They are in the process of moving in and will soon be up and running there. That is a £50 million exercise.”
NEW £50 MILLION AIRBUS HELICOPTERS HANGAR
Airbus has nine independent helipads and three new bays, plus accommodation at the back of the hangar for about 350 people. They have a very large internal design and engineering department based here, so there is nothing that they cannot do for clients here, by way of modifications. They can take a green machine from wherever it is built and fully equip it right here at London Oxford.
EFFICIENT, SAFE AND EASY: FOR HANGAR AND APRON OPERATION.
FULLY ELECTRIC DRIVE REMOTELY CONTROLLED HANDS FREE LOADING & UNLOADING WITH A TAP ON THE RC
Transform your aircraft handling with Mototok’s innovative electric tugs, specifically engineered for precision, safety, and compact design. Our tugs allow you to make the most of your hangar space and easily maneuver through tight spaces and challenging areas on the apron. Experience the benefits of quiet, emission-free electrical operation, significantly improving your working environment.
Mototok tugs embody German engineering excellence, meeting the highest safety and reliability standards. The advanced, sensor-controlled platform meticulously monitors the loading process of the nose wheel, providing an unmatched security advantage. Operating Mototok is user-friendly and straightforward, with all functions manageable via the remote control, eliminating the need for manual strapping under the fuselage.
Q: How is London Oxford doing these days by comparison with the other business aviation airports around London?
JDG: We are different from our peers in that we own the freehold on the 600-acre site we occupy and the freehold of all the properties on the airfield. Some of our peers do not own all the buildings on their sites so in some instances they are just collecting ground rent. We have a healthy property business here.
We are quite diversified on the General Aviation side. Professional pilot training has always been important here, and as I’ve said, we have the engineering businesses on the airfield. Airbus are our key, anchor tenant. On business aviation, we are the fifth busiest private jets airport in the UK. In the winter months, we will probably deal with 20 or so jet movements a day, but that doubles in summer.
Business aviation is our bread-and-butter activity and we get a good share of the larger jets coming into the UK. One Gulfstream can bring in as much as all the light visiting general aviation aircraft we get in a week. The bigger the aircraft, the greater the return to the airport per visit, so we are very keen to encourage more large jet movements.
We have a major advantage over some of our peers, such as Biggin Hill or Farnborough in that we can open from 6 am to midnight, seven days. Plus, we are a slot-free airport. Any private jet wanting to land at Luton or Stansted in the summer months will struggle to get a late slot since there are very few slots available for business aviation at nights at those airports from June to September.
Q: How do you see the next few years going for you?
JDG: We would like to continue to grow our share of the business aviation market, of course. We own the London Heliport. That was an opportunistic purchase by us in 2012. We do excellent deals for clients who take advantage of the rapid transfer by helicopter from our airport to the London Heliport, which puts them right in the centre of London in under 20 minutes.
Of course, we are also only an hour out of the centre of London by train, while the M40 is the least congested of the London motorways. So, in terms of driving time, it is as quick to drive to us as it is to get to, say, Biggin Hill, for example.
As to commercial scheduled services, it is possible that we will look to build on the kinds of point-to-point services the airport has hosted in the past.
The future looks very bright indeed. |BAM
All of AERISTO’s inventoried leather articles have been Greenguard Gold certified and are sourced from premium South German bull hides. The picturesque region of Europe is known in the industry for its large, clean raw material ideally suited for high-end upholstery projects.
AERISTO has also become the go-to specialist for custom leathers- whether pertaining to color, texture or technical requirements. Design oriented services such as leather, quilting, perforating, embroidery and embossing are also done in-house for quick turnaround times.
