Let’s take a Look!
When a statement is made by Mr. X in the context of a fact that is knowingly inaccurate, is there any truth to the statement at all?
Why, yes. There is. The fact that Mr. X did make the statement is a fact that is true.
The fact that the context of the statement is inaccurate is also a fact so there are at least two facts to every lie that amount to a “truth.”
Some business aviation operators would say that business aviation is doing better than it ever has.
The truth is that some people in business aviation will say anything and that is true regardless of the facts.
So, facts and truths often communicated in the same way. The reality is that facts and truths can also be twisted into a cocktail of propaganda, aka marketing, within the business aviation industry to usurp the reality that going-along-to-get-along actually is the only business tool that business aviation currently has within the business aviation environment.
So, let’s just talk about truths that are validated by real facts, a novel experiment in business aviation to be sure. The reality is that every single variant in business aviation is rooted in 1962 (with the exception of 2, and a third if you want to call fractional, aka “time sharing” a new idea). That, in and of itself, is the fundamental problem with business aviation. But getting to the truth is not the only problem.
To combat economic failure, the fatal mixture of truths and facts requires two things when it comes to business aviation; experience and lucid/practicable experience in aviation, i.e., you must have been a pilot, not just “been around aviation,” to understand the realities of running a successful aviation business. Otherwise, you are a Dunning Kruger specimen, and there is no fixing that.
Today, the Dunning Kruger acolytes in the business of business aviation operate business aviation as though it were “Big Brother”. It declares itself infallible while at the same time attacks the very concept of objective truth.
The objective truth is, that business aviation does not, or cannot, make money in its current format. Yet Dunning Kruger types who have never flown a single hour as a PIC in anything will never tell you that, primarily, because they do not know what business aviation is or how it works. There is one fundamental reason for this; the owners and operators of business aviation would have to understand, and more importantly, understand why in its current format, business aviation cannot be profitable or practicable for all participants.
Changing the system requires the elimination of unreliable elements. Fractional/time sharing, and piggyback chartering are perfect examples. These flawed models are established newspeak. Fractional is a replacement word for “time sharing,” a term commonly used selling resort properties. Piggyback charting is a surrogate providing free airplanes for charter operators to use while the aircraft owner pays for everything providing the piggyback operators with free, all-inclusive, paid-for, airplanes they can rent-out, while making a free profit at the owner’s expense. This works simply because most businessmen that own jets are not as smart as the think they are. Factually piggyback charter only works because businessmen that provide the aircraft do not see the absurdity in it.
All current business aviation models are based on the concept that people hear what they want to hear as opposed to what they need to hear.
So, if business aviation has never moved passed 1962, and is only utilizing ridiculous concepts and theories, might it not be time to come up with something that does work, something that requires no aircraft ownership, no maintenance issues, and therefore, no liabilities, risks or overhead?
It can be done, and the market is ready for it – beyond anyone’s conception. The complete infrastructure is in place, and we know exactly how to access it.
And the ignorant question I get asked all the time is what I have in it. Well, I created and co-founded Midwest Air Charter which became Airborne and today is known as DHL- a billion-dollar concept that simply did not exist. What’s the value of that? What is a multi-billion-dollar concept worth to an investor before it becomes multi-billion?
When I created and co-founded JSSI (another multibillion-dollar system), what was that worth–A system that simply did not exist, before I created it?
Those are both billion-dollar companies that have existed for 54 years as Midwest was founded in 1969 and JSSI for 34 years founded in 1988/89. You might note that neither one of those two examples were taken from someone else and reshaped by me. They were and are originally my concepts, and my new concept is even bigger, should you be so inclined to want to make money in the business of business aviation, and a lot of it.
So, before you ask the stupid question, you need to know and understand that you have no idea what I am talking about, how to create or develop a concept that currently does not exist, but which will be the multibillion-dollar leader in business aviation. What’s that worth?
Who else has my value-added credentials, basically, as we have seen no one else can bring what I bring to business aviation; a new beginning, a system that can and will work; it can and will overrun anything that is currently out there, and my concept is the future of business aviation.
Want to talk to me about it? I am available. But the ticket price is an NDA up front. rick.eriksen@cox.net
