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SPRING 2025

Staying client-focused ROBERT RASBERRY CEO

YINGLING AVIATION

RODGER RENAUD CHIEF OPERATING OFFICER

YINGLING AVIATION

www.bizavltd.com

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LETTER FROM THE EDITOR

Steady through

SPRING 2025

Staying client-focused ROBERT RASBERRY CEO

YINGLING AVIATION

RODGER RENAUD

shifting winds

s global economic dynamics continue to evolve, it’s clear that no sector operates in a vacuum—including business aviation. Ongoing tariff shifts and broader geopolitical developments are presenting complex challenges for international supply chains and manufacturers alike. Yet, if there’s one thing this industry has proven time and again, it’s that it doesn’t shy away from headwinds—it adapts and pushes forward.

CHIEF OPERATING OFFICER

YINGLING AVIATION

www.bizavltd.com

Nasim Raja CHAIR Max Raja PUBLISHER & CEO Anthony Harrington EDITORIAL DIRECTOR Noel Barton CREATIVE DIRECTOR Roger Baker BUSINESS DEVELOPMENT DIRECTOR Elle Smith SALES EXECUTIVE Zayn Raja SALES EXECUTIVE

UK advisory firm BTG recently noted that aviation’s highly interconnected supply chain, supported by specialized global suppliers and rigorous regulatory processes, is not easily rerouted or replaced. This interdependence means shifts in policy, like tariffs on key materials and components, have broad ripple effects. Past changes, such as the 25% US tariff on EU aluminium and steel, sparked retaliatory measures that affected manufacturing costs and market pricing. While such developments add layers of complexity—potentially increasing costs and compressing margins—they are not unfamiliar terrain for an industry that has weathered many economic cycles. Manufacturers and suppliers are adjusting, recalibrating strategies, and continuing to deliver world-class aircraft to a global clientele. Importantly, 2025 may not have started with the clarity many hoped for, but the foundations of business aviation remain strong. This sector serves a uniquely resilient customer base—individuals and organizations that often remain active regardless of broader market slowdowns. The demand for efficient, flexible, and private travel endures, even in uncertain times. Despite macroeconomic shifts, there are still structural positives. The depreciation allowances introduced in 2017 for private jets, though scaled back, continue to offer incentives that support market activity in the United States. Through it all, the ethos of business aviation remains unchanged: focus, resilience, and a drive to deliver. Our industry has never relied on smooth skies; it thrives because of its ability to navigate whatever lies ahead.

Jane Stanbury GLOBAL LUXURY CORRESPONDENT

We’re pleased to announce that BizAv will once again host our annual networking event during EBACE in Geneva. Join us on Tuesday, 20th May, at the Optimhall, Geneva Event Space (Chemin de la Gravière 4, CH1227 Acacias). The evening kicks off at 9pm and runs until 1am.

• www.bizavltd.com •

A special thank you to our sponsors for making this gathering possible. The event is by invitation only—please bring your business card and flyer pass for entry. For invitations, reach out to Max or Roger.

For all enquiries, please contact Max Raja at max@bizavltd.com or on +44 (0)203 865 3736

ANTHONY HARRINGTON

Printed in the UK by Print Pro Consultancy Distributed by Seabourne logistics, Asendia, and Aeglobal Magazines are printed on FSC® certified paper

BizAv Media Ltd is the holding company. Business Aviation Magazine, BizAv Yearbook, BizAv Events, BizAv Maintenance Conference and BizAv Connect are all subsidiaries of BizAv Media Ltd. BizAv Media Ltd. Copyright: © 2025. All rights reserved.

CONTENTS

Spring issue 33 2025

52 Quality services across multiple countries 24

Expanding the market

Petra Dlabolova, Operations Control Center Manager at Euro Jet on what it takes to operate across hundreds of airports in more than 30 countries

60 Serving up Success Skylink Services Director, Emily Mavros, on Skylink Gourmet’s first two successful years

10 Staying client-focused Bob Rasberry, CEO, and Rodger Renaud, Chief Operating Officer, on their ambitions for Yingling Aviation

20 Expediting closing

62 Going above and beyond

Mike Minchow, President of Duncan Aviation, on meeting the skills challenge and delivering on expectations

Eric Lewin, the CEO of AIC Global Solutions, talks with Anthony Harrington about the service’s strong growth across multiple transaction types and industries

70 Strategic expansion

24 Expanding the market Luigi Celmi, CEO of IDAIR, on expanding the IFE market with a modular design approach

30 Quality over quantity Steven Bloom, founder and CEO of Bloom Business Jets, talks to Anthony Harrington about the current state of the market

36 Ideal partnership Louis Malidor, Director of Advanced Air Support international, Paris Le Bourget, on the company’s partnering arrangement with Sky Valet

40 Branding the best Chris Moore, CEO of Gogo, talks to Jane Stanbury, our Global Correspondent, about the new company brand and what’s next for Gogo

46 Pioneering the Future of Private Aviation A Conversation with George Galanopoulos, CEO of Luxaviation UK

Lor Izzard, Senior Vice President, Gulfstream Customer Support on Gulfstream’s drive to create the industry’s most modernised service network

78 New and reimagined EBACE Robert Baltus, Chief Operating Oﬃcer at the European Business Aviation Association, talks about the EBAA taking control over future EBACE events

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PROFILE … YINGLING AVIATION

STAYING CLIENT-FOCUSED Bob Rasberry, CEO, and Rodger Renaud, Chief Operating Officer, talk to Anthony Harrington about their ambitions for Yingling Aviation

Introduction

AH: Bob and Rodger, let me begin by asking you for your views on the current state of the MRO market.

Yingling Aviation, located in the Air Capital of North America in Wichita, Kansas, has been serving aircraft owners for over 79 years. Known for its expertise in Textron Aviation airframes, Yingling is rapidly expanding its capabilities to include Falcon, Gulfstream, Bombardier, and Embraer platforms. With a 400,000-square-foot facility offering full MRO, FBO, and refurbishment services, Yingling has become the fastest-growing service provider in North America.

BR: This is such an exciting time for the industry business aviation is booming like never before, and we’re thrilled to be along for the ride. With so much opportunity out there, it’s all about excellence, and that’s where we really lean in. Our goal is to offer a boutique experience that feels personal, relationship-driven and a world away from the typical one-size-fits-all approach.

PROFILE … YINGLING AVIATION

Te am f rom l ef t to r i gh t : A n d re w N i ch o l s, Zach T heademan, Chris Shor t , Rob er t R as b err y, Kri stina M i lle, To m m i K re l l , J a s o n Co h e n, Ro dger Renaud, Pete Mc Kernan, and Vinnie Vendi t to

RR: We’ve got a big footprint - surprising most visitors and it’s a huge advantage. Our hangar space lets us stay true to our core, growing our legacy programs while also making plenty of room for large cabin owners and operators.

RR: We have intentionally kept quiet until now so that we could evaluate our resources and reconcile any deficiencies we identified. We wanted to make sure we could provide the experience that people expect from us. Our network knows we are here and they are spreading the word. They know us for our customer and employee-first focus and it’s exactly the kind of energy they want from us.

AH: Have you made any major announcements about the additional hangarage or has business just made its way to you? I understand you two have extensive experience in growing MROs with a different approach.

BR: Our goal is simple - we’re not trying to be one of

PROFILE … YINGLING AVIATION

must be done, rather than something they want to do. How do you get the customer excited about spending money on the aircraft?

the giants. We’re focused on carving out our own space as a top-tier, upper-mid-sized MRO. The real win for us is when customers choose to bring their aircraft here, not because they have to. If something does come up, and you don’t surprise them, you give them options, and you communicate, communicate, communicate - you won’t have any issues. It’s that personal, no-surprises approach that sets us apart and keeps customers coming back.

RR: By over-communicating with the customer from start to finish during maintenance, we avoid surprises at delivery and help them feel better about the money they’re investing. Refurbishment is more of a discretionary spend, so bringing the customer into the experience early—providing 3D renderings, involving them in the design phase, and offering creative, outside-the-box ideas. The excitement builds their confidence in both their choices and their investment - and when we deliver, we wow them with high-quality results.

AH: One of the difficulties of running an MRO shop is that no owner loves spending large sums of money on maintenance and refurbishment. It is something that

“ Our goal is simple - we’re not trying to be one of the giants. We’re focused on carving out our own space as a top-tier, uppermid-sized MRO. The real win for us is when customers choose to bring their aircraft here, not because they have to.”

PROFILE … YINGLING AVIATION

AH: What types of challenges do you run into with new owner/operators?

BR: It is the only way to approach MRO work. Generally, the one flying the aircraft and the client’s director of maintenance know how to look at everything on an invoice and you really do not want them to find surprises. We overcommunicate with customers to find solutions if something does rise up.

BR: We spend a lot of time really listening to our clients’ concerns and crafting solutions that build trust. If we’ve done our job right, we know all about the owner’s needs before they even walk into our shop. It’s all about communication, flexibility, creativity and making sure we’re hearing them out. When we get it right, it sets the relationship on solid ground and makes everything flow a lot smoother.

RR: Right now, clients are on the hunt for a place they can truly call home - a spot where they know they’ll be well taken care of, with a price and downtime that actually works for them. It’s not just about getting the job done; it’s about creating an experience.

AH: Would you say transparency plays a central role in your leadership style?

PROFILE … YINGLING AVIATION

AH: What about AOG? Is that an important part of your operation?

AH: How are you positioning yourself in the large cabin jet market, and what share of your business does it represent today?

BR: I think we can say we have the very best AOG technicians in the business. We were fortunate to attract a really top-notch AOG director we worked with in the past to join us, and his top performers followed him giving us one of the premier teams around.

BR: Right now, I would say that the heavy jet market currently makes up 15 to 20 percent of our business. It could easily be a lot more but we are very careful about the work we take on. While we’re proud and protective of our legacy aircraft and core business, our large footprint is a perfect fit for larger aircraft, and we know them inside and out. We’re actively assembling a skilled team of seasoned professionals to meet the demand we see coming. We have already delivered three Globals and four Challengers and have a very large Gulfstream project and a smaller Falcon project coming. We’re ready for what’s next.

RR: By the end of the year, we’ll have about 25 AOG team members - the perfect size to keep things manageable. Our fleet strategy spreads them across North America, and even overseas if necessary. Right now, we’ve got four fully equipped Sprinter vans in action, with two more queued up. The AOG guys worked together to customize the vans for optimum use on the road, even choosing a paint design that plays off the classic A-Team van. It really shows their camaraderie and excitement to become the ultimate AOG team in the game. Once all of the vans are in service, we’ll evaluate our coverage and add more where needed.

AH: What is your growth plan for the future? BR: We’re about to break ground on a state-of-the-art paint shop with the capability to handle the largest business jets in production today, starting in late 2025, with operations kicking off in 2027. But that’s just the beginning - we’re making some serious investments in our future, with more acquisitions and hangars on the horizon. We’re not just planning for growth; we’re building it - and having a lot of fun along the way.

BR: We also have our own jet to get teams to the client’s aircraft in critical situations. It’s all about flexibility, speed, and safety - getting the right people and the right parts where they’re needed, fast.

PROFILE … YINGLING AVIATION

“ We also made a major investment in training at the start of the year, purchasing a significant block of training with Flight Safety. Being an ISO 9100 facility really helps us keep a structured training environment in place, which makes a huge difference.”

RR: We’re really focused on growing our legacy programs while also building our mid-to-large cabin business to capture more market share and make the most of our space and talent. Even as we expand into the heavy jet market, we’re staying true to our roots - propeller aircraft, light jets, and medium jets are still a big part of who we are. There’s a ton of opportunity at the smaller end of the market, with hundreds of aircraft in those categories right here in our region. We want to be there to support those customers, and by doing that, we’re fueling our growth across all platforms. For us, it’s all about finding the right balance and keeping our focus where it matters.

experience with local OEM products, along with surprisingly strong backgrounds in Gulfstream, Falcon, and Embraer. We have a group of techs with deep Bombardier and Textron experience, which is a huge asset. The talent is definitely here, and it’s exciting to see it all come together. BR: Rodger has done an outstanding job setting up our systems, making it easy for us to see everyone’s skill sets at a glance. Our Corridor system allows us to track capabilities efficiently. We’ve also implemented an OJT training handbook that breaks everything down to the task level. This gives us visibility into each technician’s progress and helps us incentivize them to keep learning and moving up at their own pace. The system shows exactly what they need to accomplish to hit the next pay range and qualification level, keeping everything transparent and motivating.

AH: How important is training to your organization? RR: Technicians here get the chance to grow by working across different platforms, which opens a lot of opportunities for them. If a tech knows airframes and how to use the maintenance manuals and cards, cross-training them onto different models is a smooth process. Sure, when we introduce a new model, they need experienced mentors beside them, but that flexibility really helps us manage workloads and enables us to do so effectively. Wichita is an aviation-rich environment, and it shows — there’s deep

RR: We also made a major investment in training at the start of the year, purchasing a significant block of training with Flight Safety. Being an ISO 9100 facility really helps us keep a structured training environment in place, which makes a huge difference. For us, it’s all about building the right system and growing talent the right way.

PROFILE … YINGLING AVIATION

“ Rodger, who previously served as Vice President of Completions for Jet Aviation, oversaw more than 150 green completions for Bombardier Challengers and Globals. He has a sharp eye for detail and an uncompromising standard for quality.”

AH: Are you doing a lot of interior upgrades work along with the maintenance? BR: We handle a broad spectrum of refurbishments, from nose to tail, across everything from turboprops to super long-range aircraft. Our work spans multiple platforms with the common thread being quality. The custom completion components we deliver for OEMs set an incredibly high standard, and we bring that same level of craftsmanship and meticulous attention to detail to every project we take on. That commitment runs deep - Rodger, who previously served as Vice President of Completions for Jet Aviation, oversaw more than 150 green completions for Bombardier Challengers and Globals. He has a sharp eye for detail and an uncompromising standard for quality, and it shows in everything we do.

AH: What about your paint process? BR: We’re known for delivering high-quality paint jobs while following OEM processes and our customers notice. The feedback is consistently outstanding: flawless finishes and a seamless experience from start to finish. With our new paint shop coming online soon, we’re raising the bar even higher. It’s a true game changer, especially in today’s market where finding a paint slot, particularly for larger aircraft, is incredibly challenging. There simply aren’t enough facilities equipped to handle the demand. Our new paint facility will be able to paint the largest Bombardier, Gulfstream and Falcon aircraft in production, which not only fills a critical gap but opens up exciting new opportunities for our customers and for us.

RR: When it comes to quality, we’re second to no one. We have customers who bring their aircraft to our facility just for an interior refresh, while others strategically time a major maintenance event to get their refurbishment done.

PROFILE … YINGLING AVIATION

AH: What is the magic that enables you two guys to have the success you have achieved?

exactly what we are doing here. We also saw a mature, highperforming team already in place, and the foundation was there…the bones, the talent, and a ton of opportunity to build something truly special.

RR: We’ve worked together for a long time, and I think the strength of our relationship is built on honesty and respect. We don’t always agree but we are not afraid to challenge each other or speak our minds, because we know it leads to better decisions. No matter where the final call lands, we align and move forward together. That kind of trust is rare and powerful.

What’s more, we’re hearing it from our industry friends too. They’re championing us and encouraging us to step into this space. They see the need for a capable, trusted MRO and we’re ready to deliver.

AH: Why Yingling, why now? RR: Why now? Because the right opportunity presented itself with a trusted ownership group. Why Yingling? It was a perfect fit for Bob and my skill sets. A mid-sized MRO ready to grow. We have been successful in the past doing

BR: We’re going to grow Yingling into what I see as the sweet spot in this business - a middle to upper-mid-size MRO shop with a boutique feel and a laser focus on our customers. This is our encore performance! |BAM

“ We’re going to grow Yingling into what I see as the sweet spot in this business - a middle to upper-mid-size MRO shop with a boutique feel and a laser focus on our customers. This is our encore performance!”

PROFILE … YINGLING AVIATION

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PROFILE … AIC GLOBAL SOLUTIONS

Expediting closing Eric Lewin, the CEO of AIC Global Solutions, talks with Anthony Harrington about the service’s strong growth across multiple transaction types and industries AH: Eric, for those who do not know it, what does this enhanced platform bring to the party, and how did you adapt it from the system developed and used so successfully by AIC Title Service? EL: The aircraft trading market remains our core business, and both there and in a broad spectrum of markets AIC Global Solutions has become a catalyst for transaction logistics problem-solving and transaction execution. AIC Global Solutions is a closing company that expands both geographically and substantively the technology provided through the Aircraft Closing Room. This is because crossborder transactions, whether aircraft or otherwise, require flexibility that exceeds what is required in US domestic aircraft transactions. To build AIC Global Solutions, we had to take the back end of Clay’s system and adapt it to accommodate the broader spectrum of issues that a cross-border transaction can raise. We then had to marry the back-end to a front-end adapted to multi-jurisdictional transactions with a broader range of counterparties. That foundation has allowed us to push the envelope to respond to market demand for other kinds of transactions. We do asset trading, corporate finance, mergers and

PROFILE … AIC GLOBAL SOLUTIONS

“ AIC Global Solutions is a closing company that expands both geographically and substantively the technology provided through the Aircraft Closing Room. This is because cross-border transactions, whether aircraft or otherwise, require flexibility that exceeds what is required in US domestic aircraft transactions.”

AH: What has the last year been like for your operation?

acquisitions, and special situations. We see so much that our users benefit from our experience.

EL: Last year was a good year. Market participants automatically think of us because they understand how our solution simplifies identifying and working through the issues that cross-border transactions raise, and we have, of

AIC Global Solutions has evolved to support transactions that are germane to value creation. This work is very rewarding.

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PROFILE … AIC GLOBAL SOLUTIONS

Every time our clients ask for something – and we encourage them to be bold in their requests – we determine how we can accommodate it, whether through existing technology or if we need to build something for them. We work hard to ensure that everything we do is client-focused.

course, continued to grow. Our clients love that they get access to the digital table-top, where transaction participants can see at a glance who is in their deal, deal status and that we are a transaction logistics problem-solving platform. Our users really appreciate the ability to call and have a conversation about how to use us to accomplish their goals.

AH: I believe you are sponsoring the Super Yacht Investor conference this year. What is the thinking there?

AH: This has taken you into multiple lines of business, in addition to aircraft transactions. How has that gone?

EL: Absolutely. I went to the Cannes Yacht Festival last year. The festival was so successful that I went to the Monaco Yacht Show, which, originally, I had not planned on attending. That was the first time I’d attended both. We’re a new superyacht market entrant, so we’re busy establishing our expertise and credibility right now. We started talking to the superyacht market a couple of years ago, and those conversations are maturing in the right way. On May 14 and 15, I’ll return to Monaco to attend the IYBA Yacht Sales, Charter & The Law Summit.

EL: We have been involved with a number of different activities. These include asset trading, corporate finance, mergers and acquisitions, and special situations.

AH: How does what you have today relate to AIC Title Service’s platform? EL: I would say that we stand on the shoulders of AIC Title, and with that huge advantage, we have built a transactionagnostic closing platform like none other.

AH: I take it you are growing largely by client recommendations and word-of-mouth.

AH: What do you think the main winning points are when you talk to clients about helping them with bigticket transactions?

EL: People reach out all the time. We have a lot of repeat business, and business comes to us through referrals. You know you are doing well when your clients give you their branded t-shirts. Maybe we should design swag, too.

EL: What people like about us is that we are very direct and transparent in our communications. Our business is designed to be active, and we have a culture of urgency. If we don’t think we can add value, we say so. We give people choices when we can. And if what we offer is right for them, then we take it forward at a pace that they require. |BAM

AH: I take it that work is ongoing all the time on the platform? EL: Absolutely. We are constantly improving the platform.

PROFILE … AIC GLOBAL SOLUTIONS

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PROFILE … IDAIR

EXPANDING

the market Luigi Celmi, CEO of IDAIR, on expanding the IFE market with a modular design approach

: Luigi, can you tell us a bit about the origins of IDAIR, for those who do not know the company well, and explain what the relationship is now with Panasonic, who was a founding partner of IDAIR, along with Lufthansa Technik.

Both parties worked together for years prior to forming the joint venture which allowed IDAIR to naturally emerge from this cooperation. Our target market at that time was narrowbody and widebody VIP aircraft. At the end of 2019, we changed the shareholder structure of IDAIR, which became a 100 percent owned subsidiary of Lufthansa Technik. However, we still enjoy an excellent cooperative working arrangement with Panasonic. Although the shareholder structure is now different, we have continued to accomplish many positive things together.

LC: Yes indeed. IDAIR was set up in 2011 as a joint venture between Lufthansa Technik and Panasonic Avionics, specifically to focus on inflight entertainment, cabin management and communications systems for governmental and VVIP aircraft.

PROFILE … IDAIR

Q: What are the benefits from this change for IDAIR?

not that many MRO spaces available for the refurbishment of wide-body aircraft. The size of the aircraft and the slot spaces available put a very real limit on that market.

LC: The change in shareholder structure has supported focus and growth in key areas of the business, where IDAIR has been able to expand its Systems and Software Engineering teams to support further growth in both Custom VIP Cabin Solutions and Custom Software Solutions.

However, I have noticed that customer requirements are changing. Owners want more portable solutions. They are accustomed to the world of devices. To respond to this we have focused on addressing inflight entertainment and cabin management through more modular solutions. We have not stopped doing the larger scale IFE and CMS implementations that we are well known for, but this modular approach has opened up new opportunities for IDAIR.

More specifically, the change has enabled us to be very innovative. By constantly adapting to new trends and technologies, IDAIR strives to offer the most advanced VIP passenger experience possible. We specialise in the seamless integration and adaption of new technologies into our IFE/ CMS products.

This point was driven home to us a few years ago. Boeing has a Select Programme for its BBJ, where they offer a menu of pick and mix options to the buyer as far as the cabin interior and IFE systems are concerned. They looked at our traditional high end systems and told us that these systems were just not modular enough for them. That opened up a new set of challenges and opportunities for us.

Our most recent product involves a new ‘system-in-a-box’ component that we first designed for one of the smaller private jets. The client wanted a very compact cabin management system. We worked closely with Lufthansa Technic, using synergies within the group to solve the engineering and electronics challenges. The result is a system we call Cabin One. It combines all the functionality that you need to manage everything inside the cabin and it is compact enough to fit inside the smaller business jet models.

So, we still do the big Hybrid systems that we have always been strong on, and we offer narrow body designs for the single aisle aircraft. But in addition, we now have also a more compact, modular CMS and IFE system which you can use on a room by room basis in a business jet that has three or four living spaces. We are now planning to expand into Gulfstream and Falcon aircraft as well, where previously our IFE system was too big for those models.

Q: IDAIR traditionally focused on high-end, inflight entertainment systems for the larger VVIP and Head of State wide-body aircraft. Does this new product open up the small and mid-size business jet market for you? LC: Absolutely it does. What we are seeing is that there are

It’s Not the Destination. It’s the Journey.

PROFILE … IDAIR

“ In the past it could take a year to 18 months to install a high-end IFE and CMS system in a wide-body aircraft. Today with the modular approach we can do it in two months.”

Q: So, you have effectively added a whole new product set to your portfolio? LC: Very much so. Plus, the intriguing thing about the modular approach is that you can make it work very well for larger aircraft as well, on a living space by living-space basis. Our modular system has all the functionality a user would want from a CMS or IFE system. When you can reduce the whole entertainment system to one or two devices, why make things more complicated? Installing one of our traditional, highend IFE systems is a very complex operation. The modular approach makes it so much easier and faster to install. It is all about being sensitive and responsive to what the market wants. In the past it could take a year to 18 months to install a high-end IFE and CMS system in a wide-body aircraft. Today with the modular approach we can do it in two months. |BAM

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PROFILE … BLOOM BUSINESS JETS

“ I learned a lot about aircraft sales at Bombardier, and my team sold a lot of aircraft.”

Introduction Steven Bloom is a seasoned aviation executive with over 37 years of experience as a proven leader, pilot, and Director of Flight Operations. With well over 16,000 flight hours and 11 Jet-type ratings, his knowledge includes all facets of business aviation. This includes senior level Management and Decades of Leadership and guidance.

Quality over quantity

In his current role at Bloom Business Jets, he serves as President and CEO. He is a former Director of Aviation at Qwest Communications, where he worked for more than 27 years. After Qwest, he was with Bombardier as New Aircraft Sales Manager for the Western USA. He left and founded Bloom Business Jets, which works with C-suitelevel executives, wealthy individuals, and Flight Department managers to buy and sell business jets. The company specializes in the Bombardier and Falcon brands of aircraft.

Steven Bloom, founder and CEO of Bloom Business Jets, talks to Anthony Harrington about the current state of the market

PROFILE … BLOOM BUSINESS JETS

AH: Steve, what led you to leave Bombardier to set up as an aircraft broker?

I really enjoyed the people at Bombardier, and the work was always busy. I travelled all over the western USA and to Canada most weeks. Selling new planes was a really great experience. Today as I look back I’m much happier running my own company and it’s even more rewarding. When you work for an OEM like Bombardier, you have a plethora of resources at your disposal and a whole sales and engineering team behind you. Another point was that I was the only

SB: I learned a lot about aircraft sales at Bombardier, and my team sold a lot of aircraft. However, I didn’t really feel that they were moving my career forward at the pace I wanted. The company was having a tough time at that point. I knew I could be more successful selling jets on my own behalf, and I liked the idea of running my own business.

PROFILE … BLOOM BUSINESS JETS

AH: Tell us about the company, Steve. How many staff do you have now? SB: The company is small. We have one other sales Director, besides myself, plus a marketing and graphics person, back office accounting and an admin assistant, along with other support people. We have a full-time attorney and we focus on selling as many Jets as possible each year. That generates top industry sales for the size of our company and guarantees great results for all our customers. So far, I have to say that it has been a tremendous ride, as far as I’m concerned and it just keeps getting better. We have a lot of opportunities to grow but I’m determined to keep us heading in the right direction, so we retain our focus on quality over quantity. A lot of the brokers in this business will sell an aircraft and never talk to the client again. I work hard to ensure that we build continuing relationships with all our clients. I try never to lose a customer, ever.

AH: What do you think the current turmoil in the US market is going to do to aircraft sales prospects? Do you expect things to settle down soon?

sales director there that was a professional pilot, with over 10,000 hours of flight time. Plus, I’d run a Fortune 50 Flight Department so I had the kind of experience that made it easy to open doors with Aviation Directors.

SB: The market is in a bit of turmoil but I do believe this is more of a shorter-term issue than a longer-term concern. If you have the wherewithal to buy a jet, or you have the cash flow to support financing and the operations of a jet, this puts you in the top percentage of companies and high-networth individuals that can benefit from Private Aviation.

I am also extremely fortunate in that I have a degree in aeronautics and combined with my extensive Pro Pilot Experience It is very easy for me to parlay that into helping prospective buyers find the aircraft best suited to their mission.

“ I am also extremely fortunate in that I have a degree in aeronautics and combined with my extensive Pro Pilot Experience It is very easy for me to parlay that into helping prospective buyers find the aircraft best suited to their mission.”

PROFILE … BLOOM BUSINESS JETS

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PROFILE … BLOOM BUSINESS JETS

“ The market for Falcon 7X and 8X aircraft is very strong right now, and those types of buyers really are not affected by temporary blips in the US or the global economies.”

I am also an aircraft appraiser, and there is no doubt that right now values are softening for all but the most sought-after and hard-to-obtain aircraft. It definitely takes a bit longer to sell an aircraft right now, if the client does not want to go in for some serious discounting. However, that said, the market for Falcon 7X and 8X aircraft is very strong right now, and those types of buyers really are not affected by temporary blips in the US or the global economies. I fully expect the depreciation bill to come into effect for business aircraft in the USA and that will definitely help to stimulate aircraft transactions. What we are seeing though, as of now, is that buyers are taking more time to negotiate lower prices. This is definitely a buyer’s market right now. The inventory trend of pre-owned planes is increasing and it’s my opinion once markets stabilize the slowdown will be in the rearview mirror later this year. |BAM

PROFILE … BLOOM BUSINESS JETS

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PROFILE … ADVANCED AIR SUPPORT AND SKY VALET

Ideal partnership Louis Malidor, Director of Advanced Air Support international, Paris Le Bourget, on the company’s partnering arrangement with Sky Valet Advanced Air Support International

Introduction

Advanced Air Support international has been based at Paris Le Bourget Airport for 17 years. The company has 4 VIP lounges with satellite TV and WiFi. These are the Main Lounge, the Vendôme lounge, the Étoile lounge, and the Eiffel lounge. Plus there is a VVIP lounge with a private bathroom, satellite TV and WiFi, called the Montaigne lounge.

Sky Valet Today, Sky Valet’s network includes 43 FBOs in Europe. The countries involved include France, Italy, Spain, Portugal, Cyprus and Greece. Altogether, Sky Valet’s ground services handle over 39,000 business jet movements annually, making the Group a leader in European FBO services.

Q: Louis, this agreement that Advanced Air Support has signed with Sky Valet is very new, as I understand it? LM: Yes, the agreement itself is only days old, as we speak, but we have known Sky Valet for a number of years. They have long been a competitor of ours at Paris Le Bourget, but even though they were competitors, we had a very good relationship with them.

In 2018, Sky Valet launched “Sky Valet Connect”, a sales and marketing network for independent FBOs that wish to benefit from Sky Valet’s reputation and experience. One of their latest partnering agreements is with Advanced Air Support, featured here.

“ The agreement itself is only days old, as we speak, but we have known Sky Valet for a number of years. They have long been a competitor of ours at Paris Le Bourget, but even though they were competitors, we had a very good relationship with them.”

PROFILE … ADVANCED AIR SUPPORT AND SKY VALET

Q: How long has the company been involved with Paris Le Bourget Airport? LM: I have been here since 2007 but the company has been here since 1993. The name was changed in 2007 when we reactivated the services provided.

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PROFILE … ADVANCED AIR SUPPORT AND SKY VALET

Q: How have things changed over that period, from your perspective?

the synergy provided by the large network that Sky Valet Connect provides. We, for our part, are now a part of that network as far as Paris is concerned. So, it is a win-win for both of us.

LM: Clients today are looking for a seamless, high-quality experience, and they expect service to meet the highest levels of excellence. However, customer satisfaction is at the heart of everything that we do, so our vision of what we provide and our standards of service and proficiency are constant.

Q: How long has the agreement been under discussion? LM: We began talking to them in January this year. The attraction for Sky Valet is that Paris Le Bourget is one of the major business aviation airports in Europe, so it was very important to them to have this as part of their network. They came to see us and to understand how we work and how we assist our clients, and, naturally, they expect us to provide the same high standards of service to their clients.

We are fortunate in that we are able to provide and carry out the whole range of services in-house. We benefit from the support of our parent company, Group Europe Handling, which specialises in ground and support services for commercial airlines both here in Europe and in Africa.

We have great expectations that the agreement will be of great benefit to both parties. In my opinion, when you go into a partnership like this, you need to be thinking longterm. The agreement with Sky Valet will open doors for us in other locations and we will do our very best to ensure that when their clients come here, they will be well pleased with the quality and the range of services that we can provide. |BAM

Today, through our parent company, we have access to a wide range of expertise and human resources. That has been very important for our development. We also assist private jets who land or depart from Charles De Gaulle Airport and from Paris Orly Airport.

Q: How does the partnership with Sky Valet assist you? LM: The main attraction for us was to benefit from

PROFILE … ADVANCED AIR SUPPORT AND SKY VALET

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PROFILE … GOGO

Le f t to r i g h t : O ak l ei g h T h or n e, E xec u t i ve Ch ai r of t h e Board of D i rec tor s, an d C h r i s M o ore, CEO of Gog o

Branding the best Chris Moore, CEO of Gogo, talks to Jane Stanbury, our Global Correspondent, about the new company brand and what’s next for Gogo JS: Chris, the new brand is now being promoted to the industry. Can you tell us the thinking behind it and how it’s been received?

team. Introducing the brand early in the merger showed them we are a unified business working towards the same goals. This all translates to the customers, and by transforming our identity early in the merger, it demonstrated that our focus was still on them and that we would continue communicating with purpose through the new identity. Feedback has been extremely positive, both internally and externally.

CM: Gogo and Satcom Direct were instantly recognizable brands holding a strong presence within the business aviation and mil/gov sectors. It’s challenging when you have to merge such strong brands, but we have evolved a transparent, modern brand that conveys the best of both companies. We worked with the two brands for a while, but it was important for the business that we moved to a new, effective brand sooner rather than later. It was important for our customers to see that we were now a single resource for unparalleled connectivity and for our dealers and suppliers to understand that we were maintaining our commercial momentum. For me, one of the most important groups to consider was our

JS: Some may have been surprised to see blue as the dominant colour and Gogo kept as the name. What was the strategy for the new identity? CM: We wanted to modernize both the brands and selected an identity that blended the familiarity of the name Gogo with the Satcom Direct blue, which is associated internationally with innovation, trust, and giving customers

PROFILE … GOGO

“ We wanted to keep the Gogo name for its dynamic spirit, as it represents that we’re always moving forward, continually innovating, and helping our clients maintain future-proofed services. It was a key decision to drop the business aviation tag as it no longer represents our market diversity.”

confidence in our products. We wanted to keep the Gogo name for its dynamic spirit, as it represents that we’re always moving forward, continually innovating, and helping our clients maintain future-proofed services. It was a key decision to drop the business aviation tag as it no longer represents our market diversity. The logo also needed to be contemporary, and its design reflects both the stability and strength in the legacies that the organizations bring to the sector and the forwardmomentum of our global strategic mission to be the world’s only multi-orbit, multi-band connectivity provider delivering customizable connectivity solutions from a single resource. This is becoming more important for end users as the

landscape becomes increasingly complex. Knowing that you can make one call for all your acquisition, management, and troubleshooting needs is a powerful proposition. The single moniker also reflects that we can offer years of experience and knowledge from a single unit, making life much easier for fleet managers, flight departments, and operators.

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PROFILE … GOGO

JS: What about the other elements of the business? You support the military, government, and heads of state, as well as operating a data centre. Where do they fit in the branding exercise?

GO G O F DX

CM: Our mil/gov division has grown rapidly in the last few years. Led by Hayden Olson, it became a key part of our core SD business, generating close to US$100 million annually. These contracts always have extended lead times, lasting for three, four, or five years, so it made sense for us to stick with a name customers knew. The SD Government brand reflects the unique services that it offers. Our Melbourne-headquartered data centre retains the SD prefix as our customers represent various sectors, including local government, financial institutions, and healthcare organizations. They focus more on data security than connectivity, so the SD Data Centre is the most relevant moniker.

GO G O H DX

JS: With SD and Gogo coming together, you can now deliver a comprehensive suite of connectivity options from ATG to LEO to GEO. The LEO is the most recent addition to the customer portfolio – where are you with Gogo Galileo STCs? CM: It’s a really exciting time for us. In March, we received Parts Manufacturer Approval (PMA) from the Federal Aviation Administration for the Gogo Galileo HDX antenna. The PMA confirmation triggered the finalization of more than thirty STCs for different aircraft types in North America and Europe, with subsequent approvals coming from Brazil’s ANAC, Canada’s TCCA, and eventually all

GO G O CO NF I RM S PMA FOR H DX “ The PMA confirmation triggered the finalization of more than thirty STCs for different aircraft types in North America and Europe, with subsequent approvals coming from Brazil’s ANAC, Canada’s TCCA, and eventually all global bodies.”

PROFILE … GOGO

and comprehensive product and service portfolio. We have strong relationships with all the satellite constellations and leverage the full potential of the Eutelsat OneWeb Low Earth Orbit (LEO) satellite constellation to support our HDX ESA, Intelsat powers our Plane Simple Ku-band terminal, and the Viasat constellation connects with our Plane Simple Ka-band system. Any business aviation owner or operator can use GEO and/or LEO to stay constantly connected wherever they fly.

“ Our services are enterprise-grade and designed with the very particular needs of our customers in mind. They are purposebuilt for business aviation and work globally. Our approach is customer-centric, innovative, and visionary.”

global bodies. We’d been working with our extensive dealer network to be ready for this moment, and within two weeks of receiving the PMA, we had our first STC confirmed for the ACJ319 aircraft. This was swiftly followed by EASA approval for the highly popular Embraer Phenom 300, and more are following on an almost daily basis. We’ve moved to full-scale production, enabling our Gogo dealers to begin equipping aircraft with the HDX Electronically Steered Antenna, ESA.

These relationships mean we can deliver on our promises to customers and create connectivity that exceeds their needs by combining GEO with LEO, LEO with ATG, or whatever permutation works to meet the mission’s needs. The Plane Simple Ka-band terminal is also continuing to achieve new STCs. We provide a solution for every market segment, from turboprops to heavy jets and everything in between. Our future-proof- technology ensures that upgrade paths are simple and require minimal downtime. It’s a compelling proposition that will raise industry standards around connectivity.

JS: What is the real strength of the combined Gogo and Satcom Direct portfolio of services and products? How does it differ from other connectivity options?

JS: And what about competitors? Starlink has made an impact on the market – how is Gogo taking on the might of Musk?

CM: We really are the only company in the world that can deliver uninterrupted global connectivity that delivers the terrestrial digital experience in the air through a unique

CM: The key to understanding Starlink is to know that it’s a consumer proposition; the satellite network is shared across residential, marine, commercial aviation, and much more. In

PROFILE … GOGO

congested areas, business jet passengers who pay a premium for services have to share their capacity with many other users. In places where regulators have not approved Starlink, the system won’t work. Our services are enterprise-grade and designed with the very particular needs of our customers in mind. They are purpose-built for business aviation and work globally. Our approach is customer-centric, innovative, and visionary. We know our market intimately and help our customers maximize their investment; there’s no one-sizefits-all with us.

Our multi-orbit proposition ensures maximum capacity for our customers; that’s something Starlink can’t match. We also have an incredible team of customer support experts available 24/7/365 around the globe. Not only do they speak the technical verbiage of both connectivity and aviation, they are masters of multiple languages, which adds value to our global client base. We passionately support our customers in optimizing their systems through dedicated entry-into-service training. With the availability of our follow-the-sun support philosophy, customers can buy our system with the confidence that wherever they are, so are we. |BAM

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PROFILE … LUXAVIATION UK

Pioneering the Future of Private Aviation

A Conversation with George Galanopoulos, CEO of Luxaviation UK s Luxaviation UK continues to set benchmarks for luxury, innovation, and sustainability, we sit down with CEO George Galanopoulos to discuss new fleet developments, the evolution of the business aviation clientele, and what the future holds for one of the UK’s premier private aviation operators.

“ Understanding clients, building trust, and selling emotions – not just ﬂights – is the key to private aviation today.”

Q: George, can you tell us how your aviation journey started and how it led you to where you are today? GG: I grew up in Greece and was always fascinated by

PROFILE … LUXAVIATION UK

Q: Your fleet is known for its flexibility. How does it reflect your clients’ needs?

flight. After moving to England and training as a pilot, I spent years flying different planes across Europe and beyond. But flying was only part of it. I loved the business side just as much: building a team, creating trust with clients, and delivering a service where people felt understood and looked after. That’s how London Executive Aviation, or now Luxaviation UK, came together. We’ve grown into one of the UK’s leading operators by focusing on one thing: people. Whether it’s passengers, owners, or my team, everything we do is built on trust, professionalism, and passion for the job.

GG: Our fleet is built around what clients really need, not what looks good in a brochure. We operate a diverse range – from the Cessna Citation XL, XLS and XLS+, through the Phenom 300, Legacy 600 and 650, the Hawker Beechcraft, and into the long-range Global 6000s and Praetor 600s. We are expecting another brand-new Praetor 600 and possibly adding further aircraft later this year. Every decision comes back to listening first. What are our clients flying for? How many passengers? How often? What is the balance between range, comfort, and speed they really need? We work to deliver the right product to the right person, not just a one-size-fits-all answer.

Q: What makes Luxaviation UK stand out in such a competitive market? GG: We try to understand our clients. Private aviation is not only about moving from A to B, but also about solving problems before they even arise. It’s knowing that someone might want a jet but does not want the hassle of ownership. Making sure their travel is secure, discreet and luxurious, without them having to ask twice. Private aviation is not only selling charter flights. We sell time, freedom, emotions, this is the real currency today. People want to feel safe, empowered, and looked after. Exactly what we aim to deliver on every flight at any point of our customer journey.

Q: Some people think chartering is easier than owning a jet. Is that always the case? GG: For a lot of people, chartering makes total sense – you get the flexibility and experience without the costs, maintenance, and commitments of ownership. But part of our job is to be honest. If someone is flying enough hours a year that ownership would save them money or make more sense,

“ Private aviation isn’t about seats and miles, it’s about how you feel when you travel. As private aviation evolves, our commitment stays the same: to listen, to improve, and to make every journey matter more.” Ge o rg e G a l a no p o u lo s, CEO, Luxav i at i o n U K

PROFILE … LUXAVIATION UK

then we tell them that. Our business is built on relationships and the right information. We never aim to push people into one decision or another. We are building trust and making sure whatever they choose works for them long-term.

stories to tell. That’s why we focus our communication not only on aircraft specs but on what the journey feels like. It’s a different mindset, and it’s an exciting one.

Q: Sustainability is a big conversation point in aviation. How is Luxaviation addressing it?

Q: You mentioned selling emotions, not just jets. Can you explain more about that?

GG: It’s an important topic, and it’s not going away. We have launched a carbon offset calculator to give clients a simple way to fly more responsibly. We support Sustainable Aviation Fuel (SAF) wherever available, and we are already thinking ahead about the future – electric planes, better efficiencies, smarter operations. Aviation will take time to fully transform. We know the industry has work to do but doing nothing isn’t an option.

GG: Private aviation isn’t about seats and miles. It’s about how you feel when you travel. It’s about security, freedom, control, privacy, time. That’s the real value. Whether someone is flying for a major business deal, a holiday with their family, or attending the Super Bowl, it’s not the flight they remember – it’s the emotion tied to it. Social media today is part of that emotion. No one just markets jets online, we do storytelling. Our younger clients live in a digital world where sharing experiences matters. This is why, as part of the Luxaviation Group, we have created a strong digital presence, and a dedicated client portal and app, because it’s not enough to fly private, you want to feel private, connected, and understood at every step.

Q: What excites you most about the future of private aviation? GG: Innovation. Electric air travel, more sustainable fuels, better digital systems. All this is coming faster than people think. The future is unpredictable – nobody has all the answers. But what we can control is how we talk to our clients and how we keep the relationships. And we can build the strongest teams in the business, people who love aviation, who are ambitious to improve every day. That’s how Luxaviation UK will stay ahead: by doing the basics right, keeping trust at the centre of everything, and never standing still.

Q: How are younger generations changing the private aviation market? GG: We’re seeing a real shift. The new generation of private flyers – entrepreneurs, tech founders, YouTube creatives, Instagram influencers, Gamers, they value time more than anything. They’re not flying private for status. They’re using private aviation as a tool to stay ahead, to move faster, to connect better, to live fuller lives. Social media is a huge part of that. These young masterminds not only want convenience, but they expect full experiences and new

For a discreet, personal charter service tailored to your needs, contact Luxaviation UK at quotes.uk@ luxaviation.com or call +44 1708 688 420. |BAM

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PROFILE … EURO JET

Quality services across multiple

countries

and fuelling services at airports across Europe and then in Central Asia. Euro Jet was soon servicing many transatlantic companies flying into over 100 European airports. Customer demand grew and Euro Jet kept extending its services to more airports across Europe and Asia.

Petra Dlabolova, Operations Control Center Manager at Euro Jet, talks to Anthony Harrington about what it takes to operate across hundreds of airports in more than 30 countries

From an initial base of 50 locations, Euro Jet now provides support and has partnerships with hundreds of airports.

AH: Petra, how long have you been running the Operations Center at Euro Jet? PD: I became Operations Manager in July 2023. I have been with Euro Jet since 2016 and experienced a number of different roles inside the company. What I will say is that in this business everything changes all the time. Every day brings new challenges.

Introduction Euro Jet launched in 2008 with the idea of providing ground handling support in Central and Eastern Europe, especially at major airports like Prague, Budapest, and Warsaw and then expanding to the smaller regional airports.

My main responsibility is to ensure that everything works properly at the OCC. I’m overseeing our operational activities, making sure that all the procedures are being

The company quickly began to get more requests from customers asking for help with a range of ground handling

PROFILE … EURO JET

“ We have been growing our network for over 17 years and we are now in more than 30 countries worldwide. This includes the whole of Central and Eastern Europe and Central Asia and also parts of the Middle East.”

carried out according to regulations. Of course, in business aviation, there are many regulations that we have to be aware of and abide by. Fortunately, we have professionals who track all the regulations, including new announcements and changes. Our wide network helps us to remain fully informed of any updates across Europe.

AH: Euro Jet has an extensive network of airports that it serves. Can you tell us about it? PD: We have been growing our network for over 17 years and we are now in more than 30 countries worldwide. This includes the whole of Central and Eastern Europe and Central Asia and also parts of the Middle East. In Prague, we have our own FBO where we have a complimentary VIP

lounge, our own TowFLEXX tug, in addition to other ground handling equipment. We also have our own ramp vehicles at many of our busiest airports.

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PROFILE … EURO JET

The operations team has 25 members in the Operations Center, and their combined task is to ensure that we coordinate all flights across the airports we serve.

physical changes that are required in a timely manner.

AH: How many aircraft movements are you dealing with? PD: Every month is different, but on a yearly basis, we deal with some 15,000 aircraft movements across our operation. The peak time for us is from April to September. The year starts with a gentler pace and ends the same, but it gets really busy in the middle.

AH: How do you manage such a global operation? PD: There are several factors that allow us to control and keep on top of everything. When you work across multiple countries, regulations and regulatory changes are a constant challenge. We monitor official announcements, we go to conferences and our networks have the best connections locally, so we know when things are about to change.

AH: What are your busiest airports? PD: The biggest airports for us are Prague, Budapest, Sofia, Dubrovnik, Tivat in Montenegro and Rzeszow in Poland. Rzeszow is very busy at present because of humanitarian and military aid to Ukraine. We are also the only other company on the airfield, apart from the airport itself.

The Operations Center, as the name suggests, sits at the centre of everything and through our local agents we can make any

“ In Prague, we have our own FBO where we have a complimentary VIP lounge, our own TowFLEXX tug, in addition to other ground handling equipment.”

PROFILE … EURO JET

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PROFILE … EURO JET

AH: I take it that the very nature of what you do means that you are always working with very little notice.

catering, and also coordinate overflight and landing permits. We have dedicated employees who look after crew hotels and ground transportation and also manage our VIP crew lounges. Additionally, we can provide flight riders for more complex operations that may need someone to assist with the airport and ground operations at each destination and who is also present on the plane.

PD: That is true. Everything is last minute in business aviation. This is what makes it so different from providing ground handling services to commercial aircraft, where you have set schedules and everyone knows, most of the time at least, what to expect. This means that our operations team must act fast and be stressresistant. The time pressure can be really challenging. Clients expect to be updated in real-time, which is complicated since delivering services to them might involve several different vendors. There will be many phone calls that need to be made and the staff need to quickly react to everything.

We also offer diversion support and airport data services for commercial airlines. If a client reaches out because they have an emergency change of destination we will provide them all the necessary assistance. If an aircraft needs to divert for an emergency, we maintain a database of several thousand airports around the world, and can properly take care of them with everything they need to divert safely.

AH: What happens if there are mistakes? PD: This is all about teamwork and our team knows that they can always get help with any issue, and if there is a mistake we will always try to resolve it in the best possible way in order to keep everything running and meet everyone’s expectations.

AH: Is Euro Jet still growing? PD: Yes, we are always looking to see where there are new opportunities. We will be growing and adding airport lounges and placing more of our people in more countries. For example, we now have a presence throughout Pakistan that manages the Middle East and South Asia. We also have a presence in Brazil, in Portugal and in Jordan.

AH: Let’s just do a quick run-through of the services you provide. PD: We provide ground handling support, fuelling, and

“ We provide ground handling support, fuelling, and catering, and also coordinate overflight and landing permits. We have dedicated employees who look after crew hotels and ground transportation and also manage our VIP crew lounges.”

PROFILE … EURO JET

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PROFILE … EURO JET

“ The oﬃcial working language of Euro Jet is English, but we have at least 30 diﬀerent nationalities on the team, including colleagues from the Czech Republic, Slovakia, Kazakhstan, Uzbekistan, Hungary, and Ukraine.”

AH: How do you handle the language problem, dealing with so many countries? PD: The official working language of Euro Jet is English, but we have at least 30 different nationalities on the team, including colleagues from the Czech Republic, Slovakia, Kazakhstan, Uzbekistan, Hungary, and Ukraine. Every additional language in the Ops Centre is a plus for us.

AH: I imagine that staff training is a major priority for Euro Jet. PD: Absolutely. Every new agent starts in Prague. We have a dedicated trainer who works with new staff members. Before they go live and talk to customers, they get an extensive, three-month course, and after that, they work beside a colleague who supervises them as they learn. We also do recurrent training all the time for our senior and experienced colleagues. The training actually never stops.

AH: What lies ahead for you over the next few months? PD: Our really hectic period starts in May, with the Summer season. We handle so many flights to the Balkan and Adriatic regions, including Croatia, Montenegro and Albania. It will be non-stop for three months for our teams just to keep up with everything. There is also the Hungarian Grand Prix, and music and film festivals. We are particularly

proud of the fact that our complaint rate, even at our busiest times, is less than a quarter of one percent of all the aircraft movements that we manage. That is a reflection of the high standards of service that we provide. |BAM

PROFILE … EURO JET

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PROFILE … SKYLINK GOURMET

Serving up

Success Skylink Services Director, Emily Mavros, on Skylink Gourmet’s ﬁrst two successful years

: Emily, in early 2022 Skylink launched its innovative sister company, Skylink Gourmet, specialising in in-flight catering. Can you just take us through a recap of the idea behind launching a new catering service and what was involved?

Since its launch, this is what Skylink Gourmet in-flight catering provides for us. I would add that Skylink Gourmet was the first company in Cyprus offering inflight catering that delivers directly airside to private and executive aircraft, Heads of State aircraft and the military on an as-needed basis.

EM: The idea for Skylink Gourmet was something that our founder and managing director, George Mavros, had been developing for some two or three years before we launched. The idea was to develop a gourmet service that would provide clients using the Skylink Executive Terminal at Larnaka Airport, Cyprus, with 5-star catering to meet all their in-flight catering needs. Partnering with Tasos Diacou, a caterer with over 25 years experience, the vision was achieved. The service also delivers 5-star catering to business jets and VVIP passengers using Paphos airport. It is available 24 hours a day, seven days a week.

Skylink Gourment is growing quickly alongside Skylink Services. The kitchen is located right next door to the Executive Terminal and is completely brand new and very much a top-of-the-range catering facility and kitchen. Our Chief Chef has over thirty years of experience in the airline catering industry, and that is a tremendous advantage for the service. On top of this, we have a great complement of catering staff who have a real depth of experience across all aspects of gourmet catering. This includes a sommelier service that allows us to provide wines that are a perfect match for whatever dishes our customers may order.

We’ve always provided for our customers’ catering requirements, but we had to outsource that to hotels and restaurants. Clearly, you have much greater control over the quality and range of options that you provide when you have a full catering service under your own control.

Our Chefs and kitchen staff take care to source only the finest local ingredients in order to provide private, executive or charter customers and crew with the tastiest and freshest

PROFILE … SKYLINK GOURMET

Pa r t ow ner and h e a d of k i tch e n m a n a ge ment , Tas os D i acou (l e f t ) , w i t h Ge o rge M av ro s

“ The kitchen is located right next door to the Executive Terminal and is completely brand new and very much a top-of-therange catering facility and kitchen. Our Chief Chef has over thirty years of experience in the airline catering industry, and that is a tremendous advantage for the service.”

Q: It must have been really hectic when the military was there in November and December last year.

culinary experience. The staff will work with customers to meet and fulfil all of their requests, taking into account all the client’s special dietary needs and nutritional requirements.

EM: It certainly was. We were providing meals continuously. These were all high-end meals and we had a tremendous response from the aircrews.

Q: Have you seen a big increase in demand for the catering business since the launch?

Q: You recently compiled some statistics on the gourmet service. What were the highlights?

EM: Yes, both on the executive jets side and from the military. With all the trouble in the region, we have had a lot of military flights coming through. That meant that the kitchen was much like a conveyor belt system. It was hugely busy.

EM: The stats showed that we are used regularly by some 100 operators and the service has seen continued growth month after month. One of the most satisfying facts is that we are getting a very good number of repeat customers.

Fortunately for us, we have tremendous suppliers here on Cyprus for the wide range of ingredients that we use in the kitchen. The fruit we get here is absolutely amazing. Our Chef is fantastic and comes up with a constant stream of interesting suggestions. He does meals for all tastes and requirements, from country-specific meals to kosher and halal meals.

Q: Those are good numbers, especially since with the Russia/Ukraine conflict there are no flights from Russia. EM: That is so, but we have global traffic coming through Cyprus as a hub, which is tremendous. At Skylink, we have increased our staff numbers to over 60. Cyprus is due to take on the rotating Presidency of the European Union this coming January. The last time this happened was in 2012 and it was crazy mad in terms of traffic volumes here. So we have a great year to look forward to. We’re hard at work getting the staff prepared to deal with the expected huge increase in aircraft movements! |BAM

I would say that we now meet at least 95 percent of the catering requirements of private jets at the airport. There may be a few owners who still order from one or other of the hotels, but the overwhelming majority now use Skylink Gourmet.

PROFILE … DUNCAN AVIATION

“ Customers see new technology all the time and they want it incorporated into their aircraft. At the same time, of course, this is a heavily regulated industry and the certification and regulatory environments complicate the adoption of the latest technologies.”

Going above and

AH: Mike, can we start with a little back history, since not all readers will be that familiar with Duncan Aviation’s past?

beyond

MM: This was somewhat before my time here, but back in the 1960s and 70s, when business aviation was still very new, Donald Duncan, the company’s founder, was selling a lot of Lear Jets.

Mike Minchow, President of Duncan Aviation, on meeting the skills challenge and delivering on expectations

Sales and aircraft maintenance were the primary focal points for the business, but as the size of the business jet fleet in the US continued to grow, Duncan Aviation started to focus more on the repair and maintenance side. Owners and operators were flying more, and there was a lot of demand as these folks looked to modify or retrofit aircraft to suit their requirements.

PROFILE … DUNCAN AVIATION

Gradually the business expanded to add paint, avionics and interior refurbishments to the portfolio of services, along with cabin management and inflight entertainment.

time, of course, this is a heavily regulated industry and the certification and regulatory environments complicate the adoption of the latest technologies.

Of course, in today’s digital age, everything has become more and more complex. There is so much technology out there, particularly in the cabin entertainment and communications space. Customers see new technology all the time and they want it incorporated into their aircraft. At the same

AH: This whole business is so dynamic. Maintenance and repair is hugely demanding, but so is the refurbishment and paint side. How well do they work together? MM: For us, the two have grown side by side. The OEMs keep producing new models and building more aircraft, so

PROFILE … DUNCAN AVIATION

“ When an aircraft is in our hangars for a major maintenance event, that is also a great time to do a refurbishment. Very often a lot of the interior has to come out for a major maintenance event, so it is a perfect time.” the number of maintenance inspections that the MRO sector has to deal with keeps on growing. At the same time, owners and operators aren’t satisfied with tired interiors, they want their aircraft refreshed and looking good, so the two sides of our business grow hand in hand.

that is being carried out, as well as new cabin connectivity. This all adds to downtime. We try to do everything possible in parallel.

Of course, when an aircraft is in our hangars for a major maintenance event, that is also a great time to do a refurbishment. Very often a lot of the interior has to come out for a major maintenance event, so it is a perfect time.

MM: We have a great scheduling team that is very familiar with multi-shop projects. The team understands what work can be done in parallel and what cannot, and therefore needs to be done as a stand-alone project. We always provide the client with a realistic and aggressive downtime estimate. It does not do anyone any good to allow unrealistic assumptions to go unchecked.

AH: It must be really challenging to coordinate and organise these projects.

The other thing is that because big maintenance events are six to eight years apart, that gives plenty of time for fashions to change, new technologies to become desirable, and for existing interiors to start showing wear and looking tired.

AH: The other thing about MRO work is that your reputation is always on the line with every aircraft that you deal with, is it not?

AH: In general terms, how long will an aircraft be in the shop when it is in for a major maintenance event?

MM: Absolutely. Our reputation is always on the line. The last thing we ever want to do is to overpromise and under-deliver. We work hand in hand with the owners, the pilots and the directors of maintenance to ensure that they are kept informed all the way along. So it is never a case of them having to wait until the project is completed to discover

MM: It varies. Some of the larger inspections can take four to eight weeks, depending on their scope, so that gives time to couple it with a refurbishment. Of course, you can’t paint an aircraft while it is in the hangar so that is time added on. Also, much depends on the level of any avionics upgrade

PROFILE … DUNCAN AVIATION

AH: Do you use virtual reality to showcase the interiors?

that they don’t like something. There are multiple contacts to ensure that, in the end, we deliver an aircraft that meets the customer’s expectations.

MM: No, we don’t feel that VR is quite ready. Instead, we do a lot of 3D modelling of the interior. Plus we do 3D renderings of the paint design on aircraft so the owner can see what their aircraft will look like from multiple different viewpoints.

If you take the example of new seats being installed. We will mock up a test article to ensure that it is to the customer’s satisfaction before we do all the seats in the aircraft. They can make small adjustments, such as adding more lumbar support or making the foam harder or softer. This is the time to make all those tweaks to get the end result 100 percent correct.

AH: What about AI? Does it have a role yet? MM: Right now we are working on AI to get the overall optimisation and scheduling of all the elements involved when an aircraft comes into one of our shops.

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PROFILE … DUNCAN AVIATION

AH: One of the challenges of running a large-scale MRO operation is the array of technical skills that are required, quite apart from the parts inventory. How do you cope? AH: Can you give us a quick reminder of the scale of your operations?

MM: We have a very extensive training program. There is a lot of local talent which we nurture, plus we are very fortunate in that a large percentage of our craftspeople, engineers and technicians, have been with us for 25 years or more. We are great at retaining talent and we have a tremendously loyal workforce.

MM: We have the three full-service facilities, providing airframe and engine maintenance, paint/interior refurbishments, and avionics upgrades, modification and certifications all under one roof. These facilities are located at the company’s headquarters in Lincoln, Nebraska, and in Battle Creek, Michigan, and Provo, Utah. Roughly 20% of the company’s work comes from aircraft that are operated outside of the United States.

Our people have been in the business for decades and have a tremendous depth of experience. They can offer upgrade ideas to customers on the floor. Even simple things, such as modifying a fastener or an item to provide easier and faster future maintenance access, can make a real difference.

To efficiently support clients, the company has also invested in 28 Satellite shop facilities to provide avionics support throughout the United States, and has engine Rapid Response service teams located at strategic launch hubs throughout the US to quickly provide support as needed worldwide.

On top of this, we have robust Innovation and Continuous Improvement programs and are constantly looking for improvements. Our innovation team is always looking for new ideas to bring into the aviation industry. For instance, we were the first MRO to use hydrographic and vinal wrap techniques to finish off cabinetry. The team is always on the hunt and exploring great ideas to enhance our services.

With more than 3,000 team members, the company also has regional representatives to provide local/regional contacts to operators, helping guide them through their aircraft service needs as well as a robust and growing team of aircraft sales & acquisitions experts to help individuals and flight departments purchase aircraft and/or expand their flight operations.

Another point is that our technicians are multi-disciplined, and not just in multiple aircraft types. Our cabinet techs, for example, can also do some finishing work. Our upholstery technicians can also do fabrics and furnishings. So we can flex the team and move folks around as needed, which helps to streamline our operation.

We also do AOG maintenance worldwide, wherever our clients need us. Business jets can be anywhere in the world, so that is a necessity. |BAM

PROFILE … DUNCAN AVIATION

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PROFILE … GULFSTREAM

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Strategic

expansion Lor Izzard, Senior Vice President, Gulfstream Customer Support, on Gulfstream’s drive to create the industry’s most modernised service network

: What can you tell us about Gulfstream’s fleet growth in terms of your service center network growth and other areas of support?

LI: Over the past year we have been seeing the fruition of our latest service network growth, culminating most recently in the completion of our new Savannah, Georgia, service center expansion; our newest service center in Mesa, Arizona, anchoring our Customer Support operations on the U.S. West Coast; and our second component repair and overhaul facility, in Fort Worth, Texas.

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PROFILE … GULFSTREAM

“ Customer feedback has directly guided our modern network growth, which includes the expansion of seven new support facilities in less than 10 years.”

These strategic expansions are in line with Gulfstream’s overall vision to create the industry’s most modernized service network to better accommodate Gulfstream’s rapidly growing next-generation fleet while we continue to support the legacy fleet still flying around the world.

philosophy for more than 60 years since the Gulfstream I and this philosophy has always been focused around the fact that how we serve customers is just as important as how their aircraft perform. Gulfstream Customer Support is built on relationships and ensuring the best customer experience in the business.

We have also been expanding our Gulfstream FAST Field & Airborne Support Teams both in the U.S. and abroad, to more easily reach customers when and where they need us outside of our service center footprint, and this is proving to be a real benefit.

Our culture is based on a commitment to continuous improvement, and the voice of the customer is consistently at the center. We pursue customer feedback and create opportunities for our customers to be heard, whether through worldwide customer forums, our Customer Advisory Board, Operators Conference, small format meetings or simply asking how we can enhance their support. Our recent service network expansion is a key example of this – customer feedback has directly guided our modern network growth, which includes the expansion of seven new support facilities in less than 10 years.

Q: What can you tell us about the development of Gulfstream’s Customer Support network and philosophy? What was the journey like to this point in time? LI: Customer Support has been at the core of Gulfstream’s

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PROFILE … GULFSTREAM

Q: What are the challenges in getting technicians skilled up on new models? LI: Workforce development and on-the-job training are key areas of focus for us. Our workforce development efforts begin with educating kids in the classroom about aviation to help them experience the career pathways available at Gulfstream. We partner with educational institutions to help give teachers the tools they need to help prepare students for success at Gulfstream and thus build the talent pipeline for our industry. Our educational involvement also includes high school apprenticeships and college co-ops and internships, which frequently lead to full-time employment. Across our support facilities, we offer extensive on-the-job training to ensure our technicians are set up for success. Another significant workforce focus for us is veteran hiring. More than 25% of Gulfstream’s workforce is made of up veterans, and we actively recruit those making the transition from their military service to the civilian workforce – we find that they share the same dedication, integrity and commitment that our company culture fosters.

Q: What can you tell us about the supply chain as it relates to customer support?

“ Across our support facilities, we offer extensive on-the-job training to ensure our technicians are set up for success.”

LI: Gulfstream Customer Support continues to be wellpositioned to withstand ongoing supply chain challenges. Long before the supply environment became what it is today, we invested significantly in our ready-to-serve parts

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PROFILE … GULFSTREAM

G700 inventory positioned around the world. Given the continued growth of our fleet and the consequent growth in demand, maintaining this strong inventory of parts is incredibly important to ensure that the right items and quantities are available to address immediate customer needs and help keep the Gulfstream fleet flying. To facilitate the logistics of this, we established 12 spare parts distribution locations, from Savannah, Georgia; to Seattle, Washington; to Singapore – out of our sister company Jet Aviation’s location there – to Amsterdam and in between.

president, Enterprise Supply Chain Management. Derek Zimmerman, former president of Gulfstream Customer Support, occupies this role now and is focused on supply chain operations across the business, including logistics, inventory management, warehousing, repair and overhaul, distribution and spare parts. Derek’s wealth of knowledge and depth of expertise in supply chain solutions, combined with his years of supporting customers on the front line, will help ensure customer support and satisfaction remain the best in the business.

Q: What new developments are you particularly excited about right now?

Just last fall, Gulfstream opened our second component repair and overhaul facility, this one in Fort Worth, Texas, to put us more in control of key, high-demand items such as wheels and landing gear.

LI: I am very excited about the strides we are making in predictive analytics. We have been in the process of amassing a vast amount of data and analytic creation that are allowing us to proactively intervene before a customer aircraft service interruption occurs. This is a capability that we are growing, and I am very excited about the results we are seeing. |BAM

To ensure continued supply chain integrity, Gulfstream also recently established the new leadership role of senior vice

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PROFILE … EBACE

New and re-imagined

EBACE Robert Baltus, Chief Operating Oﬃcer at the European Business Aviation Association, talks about the EBAA taking control over future EBACE events

members. The NBAA run a great show in the US but they are inevitably US-centric in their focus. What we want to achieve is to make EBACE the ultimate networking show.

Introduction A reimagined European Business Aviation Convention & Exhibition (EBACE), by the European Business Aviation Association (EBAA) will debut at the Palexpo, Geneva Airport in two months’ time, from 20-22 May 2025.

Q: Exhibitor numbers are well down this year, what does that mean? RB: You have to remember that it takes time to make a transition like this. A lot of discussion had to take place, and as a result, along with us reconsidering everything around the show, we were late reaching out to a lot of exhibitors. Things will be very different next year as we’ll all be in our stride. The main thing is, we want to make EBACE a better, more relevant show going forward.

Q: Robert, can you give us the background rationale for the EBAA to take over control of EBACE from the NBAA, who were part owners, and what will be different this year? RB: As the countdown for EBACE starts, we are looking forward to unveiling a completely new and refreshed show for all our stakeholders. From a more streamlined show floor and layout to a thought-provoking conference agenda and unmatched networking opportunities, EBACE25 will be unlike any other – and this is only the beginning.

Another key point is that while the number of stands is down, everyone will be there for the networking events even if they have not taken a stand this year.

We have really been reconsidering everything around the show to make sure that it stays relevant to the interests of our

Since the EBAA acquired full ownership of EBACE, the show has undergone a complete transformation. It now includes

PROFILE … EBACE

WHERE EUROPE DOES BUSINESS AVIATION

EBACE is Europe’s leading Business Aviation event that is by the industry, for the industry.

It’s where the whole European Business Aviation ecosystem comes together to connect, share and shape the future. There’s nowhere better for exhibitors to go to market or for visitors to learn insights and experience new products or services. This year will be the best yet for networking, learning from thought-leaders and reaching new customers. Buy tickets at ebace.aero

PROFILE … EBACE

the integration of AIROPS – a popular flight operations event run by the EBAA.

Q: So, this new take on the show is basically a response to members saying what they want and expect from the show going forward?

As I said, this year’s show will be focused on B2B networking opportunities. The layout is transformed, so we have included pods for private meetings. There are coffee and lunch catering options for attendees to connect and do business.

RB: For the past few months, we’ve been speaking and listening to our members and stakeholders to gather valuable feedback. As a result, we have put together an evolved EBACE, made entirely for the industry, by the industry.

On the newly designed and launched floor plan, attendees can now view exhibiting companies and plan their time at the show. Confirmed exhibitors include Lufthansa Technik, Jetex, 4AIR, Falcon, Leonardo, Rolls-Royce, Gogo and many more, so attendees can expect to meet and network with game-changing industry leaders.

As a not-for-profit organisation, we want to thank our key sponsors – Jetex, AEG Fuels and Euro Jet Int, as well as the exhibitors and attendees who have signed up and bought tickets so far. This support ensures that we can continue looking after the Business Aviation industry across Europe. The EBAA reinvests all EBACE proceeds into its ongoing work to promote and protect the interests of Business Aviation in Brussels and across Europe.

At EBACE, exhibitors can also amplify their brand awareness and share company announcements with media partners in real time. We have 25 media partners confirmed so far. The dynamic conference agenda is set across three new stages – AIROPS, Flight Daily News Live, and Innovation and Sustainability. This provides delegates with the latest updates on hot industry topics and with on-trend market intelligence.

Finally, I would like to say a thank you to the NBAA. Without them, there wouldn’t have been an EBACE. Now, what we have going forward is a European show tailored to the needs of the European business aviation community. This gives EBACE a uniquely European brand.

We have moderators and speakers from across the Business Aviation ecosystem, including Sebastian Beyhaut at Pike Aviation, Maxim Ivanov at Flight Consulting Group, Anant Jain at Azzera, Rolf Stuber at Smartflyer and many more. This year’s EBACE promises diverse, expert-led discussions and insights.

In the US, business aviation is more of a commodity. Here it very much exists in a specific niche. There is a very different audience here, with a different mindset. We have 27 countries that we need to educate as to what business aviation does, the benefits it brings and what it needs. |BAM