First responders in the world of business aviation
The business of business aviation has been a fool’s paradise since 1962 of which I am aware. Sadly, that is not hyperbole or purple prose, but a reality drenched in realism.
First responders in the world of business aviation are individuals brought in to run the expensive business of business aviation, simply because they are MBA’s, lawyers, or the ilk. These professionals, through no fault of their own, are exactly the people that do not understand the fundamental equations of business aviation.
These are exactly the people that have been guiding business aviation for the last sixty plus years. The long-term deficiencies in actual aviation expertise have had the negative effect of turning massive money-making opportunities into the “Going-along-to-get-along Express.”
This crucial dynamic is the difference between success and failure. The primary control mechanisms that have commanded and directed the entire revenue and operating side of business aviation simply do not understand the complexities of revenue aviation.
The simple call and response to individuals not fully vetted in the business aviation environment are in fact the key failures of business aviation. There is no way to be creative, innovative, or be a motivator, without knowing the real technicalities of business aviation.
So, they are what they are, fully vetted Dunning-Kruger first responders.
It is, nevertheless, a problem with a solution. Unfortunately, more Dunning-Kruger first responders are not going solve the problem. They will just keep going-along-to-get-along.
Recognizing there will always be investors and hedge funds amused with shiny objects, like expensive shiny jets, it is not surprising that investors or hedge funds never think of entrusting anyone experienced in aviation to run their shiny jet toy companies.
As mentioned, they look to people with college degrees in business, (you know accountants), attorneys, or MBAs. Investors hire the Dunning-Kruger first responders to run their business aviation companies. Naturally, those first responders routinely and brazenly huff and puff and tell the investors what they want to hear. “Everything is perfect,” but then how would they know anything? They think losses disguised as tax write-offs somehow constitute profitability!
All of this is what makes business aviation unable to adapt to reality, a reality that is a catch-twenty-two of sorts. These first responders of business aviation are responding to situations they have no idea about. Therefore, they are not creating the answer to, or solving the problems of FAILURE. Going-along-to-get-along is their mantra, and until now, that is the absolute best they can do.
Predictably over the years, these first responders have been trying to operate something they have little to zero knowledge about, transforming themselves into clueless conductors on the Going-along-to-get-along Express.
To be clear…IF SOMETHING DOES NOT WORK…IT IS EITHER BROKEN OR IT IS JUST PLAIN WRONG! Teams of MBAs can never fix what they do not understand, like business aviation.
Now, I am not an MBA, but an actual high time pilot that created and developed two aviation businesses that are still operating internationally. Starting in 1969 at the request of the Federal Reserve Bank, I developed Midwest Air Charter. Later Midwest became known as Airborne and is known today as DHL. Then in 1988/89 I created and co-develop JSSI. So, any MBA can do the books, but I never let them near what they did not understand, OPERATIONS.
Being a pilot on its own is not the answer either, but it allows for the indispensable operational perspective to see and learn what the problems are, where they are, and how to fix them.
The solution to being profitable is not complicated or tricky. This elucidation is attainable and is not based on any “what ifs,” and there is no need for any more conductors, barristers or first responders. The solution is cognitive reasoning, based on over 60 years of actual aviation experience. No juxtaposition, no sycophants needed, just realistic logic based on bona fide experience, logic that results in a fusion of operating revisions, Aka, Success.
What makes my interpretation of the possible so effective is that my solution is good for everyone involved, from aircraft owners, operators, brokers, customers, and of course the Investors. It benefits everyone without liabilities or risks. Plus, it locks in a feedback loop of necessary and required services, which by default, generate massive additional revenues.
There are recent examples where experience and logic intersect with world changing successes. Think of Malcolm McClean. McClean is the guy that conceived container shipping. He did not invent ships or international shipping; he was driving a truck and experienced the main operational problem. At that point he used simple logic, and now there is container shipping everywhere. Or, how about Bill Gates? He did not invent the computer, but he understood it needed an operating system, something IBM did not understand. Hello Microsoft.
So, things are not always the way people think they are, but then they really are. So, it always comes down to actual experience to identify and fix the problem, and I have the exact solution regarding the business of business aviation. McClean, Gates, You?
Yes, I really do know what the problem with business aviation is, and yes, I really do know how to make the changes that really matter. Personally, I think “The time has never been riper for a disruptive improvement like this in business aviation; it’s inevitable. It cannot be stopped, and it WILL happen on somebody’s watch. Why not now with my experience when everyone will benefit wildly?”
Think about it.
