| – INNOVATION REQUIRES VISION – |
The business of business aviation since its inception has always had one “big” problem. A bigger issue than anyone understood or knew how to solve. And guess what, to this day, nothing has changed, so, the “big” problem still exists.
That also means the opportunity still exists to correct and benefit from the “big” problem.
For several unknown reasons business aviation operators do not appear to understand that business aviation is not a retail store. They do not understand that shiny jet airplanes are not drug stores. But hey, they all like shiny objects. So, they really like jet airplanes. And once they have them, of course, they operate their shiny expensive, and expensive to operate jets just like they are 711’s and wonder why they do not make money. Go figure?
“Since the beginning of time, at least in the world of business aviation,” all operators have been robotically in lock step going along to get along. They operate business aviation companies as if they were laundromats, except they are not. Therefore, nobody knew how to fix the “problem” because operators have never understood the basics of operational costs. More importantly, they simply do not understand how they interact, and why it matters.
The operators and the mindless going along to get along leaders are effectively blind to the “big” problem. They have never attempted to fix the “big” problem” because they never understood they had a “big” problem. But they had the”big”problem then, they do now, and they always will, until the necessary corrections are made.
That brings us to Vision. It is way past time to bring vision to business aviation ecosystem. Time to progress from the “going along to getting along” crowd, to a profit-making system that will not only work, but will be consistently profitable. To make those changes, changes need to be made, and effective changes require vision.
Naturally, making changes requires Vision which requires innovation. Innovation is supported by methods, systems, and processes. All the attributes that are nonexistent in the world of business aviation today. All of which explains why the “big” problem has never been resolved.
Parenthetically I understand innovation and I absolutely understand the operational side of business aviation. More importantly, I know how to put them together, to couple them so they will make business aviation profitable. And most importantly I know exactly why these innovations will be successful, and how to expand them as the system develops.
So, by now you must be asking yourself who is this guy saying all these things, is he a fool, or does he know what he is talking about? It might be important to know!
I am a retired jet pilot with over 21,000 PIC hours. I am typed rated in various jets and checked out in 52 aircraft. So obviously, I fully know the products and the systems. For example, as a direct response to various maintenance issues, I personally created and co-founded Jet Support Services Inc., aka JSSI in 1988/89. Today JSSI is the largest supplier of non-OEM jet engine service systems in the world. In 1969 I also created and co-founded Mid-West Air Charter at the request of, and specifically for, the Federal Reserve Bank to alleviate their float problem. The system I created and co-founded was originally known as Mid-West Air Charter. I left Mid-West in 1976 to be the CP and DO for MB-NA. Mid-West became known as Airborne, and today is known as DHL.
So, now you know I am not a fool and that I do have the specific answers that will contribute to the significant advancement of the business aviation industry. If you are Interested in learning how to make the major change that will make business aviation highly profitable and very quickly? If you are interested in creating a feedback loop of massive profits that will wind up controlling business aviation’s future? And if you are interested in how to make it all happen quickly and inexpensively, contact me.
at: LinkedIn https://www.linkedin.com/in/rickeriksen or rick.eriksen@cox.net
