Cirrus has unveiled its newly redesigned logo which it said reflects the company’s “unending quest for innovation.” Cirrus has long identified with a concept of personal aviation that makes flying more approachable, accessible, and personal.

The Duluth, Minnesota-based company said it is updating its brand identity to further emphasize its particular approach to private aviation, called “Everything in Reach.” The recent changes are part of a broad strategy to grow the aviation industry and move toward a new era in personal aviation. Cirrus manufactures and sells the SR series of piston singles and the Vision Jet.

• READ MORE: The Big Reveal: Cirrus Shows Off the SR G7

“Since [being founded in] 1984, Cirrus’ legacy of innovating, transforming, and defining the ‘personal aviation’ category has changed the way people experience aviation,” said Todd Simmons, Cirrus’ president of customer experience. “Now, in addition to its state-of-the-art aircraft, Cirrus provides a comprehensive ownership experience for world-class flight training, product services and support, aircraft management, upgrades and accessories, sales, finance, insurance, and more.” 

According to Cirrus, personal aviation serves pilots and nonpilots by offering a path of entry into the aviation community for seasoned pilots, people interested in flight training, and those who wish to own and operate a Cirrus aircraft with a professional pilot.

“Cirrus continues its legacy of delivering innovative products and services that make aircraft ownership easy and synonymous with premium car ownership,” said Zean Nielsen, CEO of Cirrus. “The new brand identity honors Cirrus’ history while positioning itself for the future where the company will leverage its intelligent aircraft and connected digital ecosystem.”   

Cirrus is known for a number of innovations in aircraft design, including the Cirrus Airframe Parachute System (CAPS), which was the first FAA-certified, whole-airframe parachute safety apparatus installed as standard equipment on an aircraft. The company said its worldwide fleet has accumulated more than 17 million hours and 250 people have “returned home safely to their families as a result of the inclusion of CAPS as a standard feature on all Cirrus aircraft.”

The post Cirrus Revises Logo to Signal ‘Next Era’ of Personal Aviation appeared first on FLYING Magazine.

VistaJet said its fleet flew 200,000 hours in 2023, an increase of 17 percent over the previous year, and its share of the private aviation market reached a total of 5 percent, driven by growth across its business units.

VistaJet said its worldwide presence continued to improve last year with more than 50 percent of its total flight hours logged outside the U.S. During 2023 the private aviation company expanded its operation in Africa, Asia, and the Middle East in response to increased demand.

• READ MORE: VistaJet Announces Global 7500s Coming to Fleet in 2020

VistaJet said it also expanded its Global 7500 members program to guarantee the availability to clients of the Bombardier Global 7500 ultra-long range jet on every major continent. Additionally the company increased the proportion of flight hours from its program subscription clients. New subscribers who commit to a three-year term have grown at record rates for the past three years and account for about 60 percent of on-fleet revenue for the group. 

During the year, the group operated roughly 87,000 flights, or 18 percent more than the previous year and 80 percent more than pre-pandemic levels. VistaJet expects those numbers to continue upward this year.

“2023 was another year of successful performance in our business,” said Thomas Flohr, VistaJet founder and chairman. “Despite having to react to deep economic shifts and complex geopolitical uncertainty, we produced double-digit growth across all markets—achieved whilst refurbishing and upgrading our fleet ahead of schedule, further improving our service standards and significantly increasing aircraft availability.

• READ MORE: VistaJet Makes History with $7.8 Billion Bombardier Order

“Today, Vista is a truly global and recognizable brand all around the world, thanks to the 20 years in which we have delivered an unmatched service to our clients, and we are well placed to further increase our market share over the next two decades.”

Last spring, Flohr defended the company after critics suggested net losses and debt threatened its continued viability. In a CNBC interview, Flohr said VistaJet has been transparent with investors regarding its financial structure and that the company is profitable based on earnings before interest, taxes, depreciation, and amortization.

The company said it has identified a market of more than 24,000 jets that it considers underutilized. These aircraft could potentially be used to boost efficiency across the industry in the same way that the members fleet of more than 300 aircraft has been “optimized to deliver the best service at the best possible rates.”

Following recent acquisitions, VistaJet has undertaken a broad program to refurbish many of its aircraft, including 93 during 2023. Today, 230 VistaJet aircraft have been updated to the company’s silver=and-red liver, and offer a more standard list of cabin amenities.

The post VistaJet Says Flight Hours Grew 17 Percent to 200,000 Last Year appeared first on FLYING Magazine.

Signature Aviation said it has taken several steps to use its large network of FBOs and aviation services operations to help combat human trafficking and raise awareness of the illegal activity in and around airports.

The Orlando, Florida-headquartered company said it is supporting government and law enforcement agencies, nonprofit organizations, and corporate groups in their efforts to detect, track, and curb human trafficking. The announcement coincides with the annual increase in public awareness of private aviation that occurs as people travel to Super Bowl LVIII on Sunday in Las Vegas in personal, corporate, and charter aircraft.

“Signature is the largest network of private aviation terminals in the world, which gives us a unique opportunity to help combat human trafficking,” said Tony Lefebvre, CEO of Signature. “The International Organization for Migration has stated that nearly 80 percent of international human trafficking journeys cross through official border control points, including airports. That makes this an incredibly important and relevant issue for us, and one where we have the ability to make a tangible difference.”

The company said its collaboration efforts include signing the U.S. Department of Transportation’s pledge for Transportation Leaders Against Human Trafficking, a program under which transport organizations work to increase awareness and educate their employees about the pervasive crime. Signature also joined the Department of Homeland Security (DHS) Blue Lightning Initiative for training aviation personnel to identify possible traffickers and their victims.

Signature became a corporate sponsor of nonprofit Covenant House, which provides support for young people facing crises including the effects of human trafficking. The company is also sponsoring the Freedom Aviation Network, a nonprofit that provides air transportation for survivors of human trafficking. The group has made 85 flights and transported more than 100 passengers since 2022.

Signature is also partnering with the American Association of Airport Executives to develop training programs to address human trafficking tailored to those working in general and business aviation.

“Private aviation operators are on the frontlines of the fight to end human trafficking,” said Michael Camal, senior engagement manager with the DHS Center for Countering Human Trafficking. “We are grateful that Signature is leveraging its vast resources and global workforce to combat this heinous crime.”

The post Signature Aviation Joins Support Groups, Government Agencies, and Law Enforcement to Combat Human Trafficking appeared first on FLYING Magazine.

With an increasingly global workforce of 13,000 employees—up from 10,500 a year ago—and 1.65 billion euros revenue on top of three years of revenues stacked into the order book, Daher is poised to leverage the continued growth in its aerospace, industrial, and logistics segments. That is, if it can navigate the ongoing stresses on the global economy, including inflation, supply chain constraints, soft pricing models, and difficulty recruiting the talented workforce it needs to capitalize on opportunities and fulfill the order book it already has.

Daher’s position demonstrates well the state of the global aerospace market.

“We are in a paradox situation—some are happy; some are not happy,” said Patrick Daher, board chair for the Daher group, in kicking off the company’s performance review for 2023 in Paris on February 7. “We are feeling the impact of the international situation, and then we are still recovering from COVID, but the COVID crisis is over for us…But some international threats—for example the war in Ukraine and the Middle East, the future elections, the situation in China—all these events have created a political instability that is really worrying for the future.”

Yet industry events such as the 2023 Paris Air Show indicate where the future lies—with caution as to the expense of making change. “As chairman [of] the Salon de Bourget in 2023 and chairman of Daher…I have the chance to see that energy transition is coming with a really high price,” said Daher. “Speaking about industry, we have really good news in terms of an increase in production.”

In 2023, Daher recorded strong deliveries of both its TBM and Kodiak series turboprops, with a total of 56 TBMs and 18 Kodiaks, for a total of 76 units. In addition, it counts more than 100 turboprops in its order book, taking it well into 2025.

READ MORE: Daher Delivers 100th TBM 960

An Industry Overview

At the same time, major Daher client and partner Airbus has never manufactured so many aircraft—a record number went out the door in December, as Daher noted in the report. That is in spite of the constant pressures brought on by inflation, provisioning difficulties, recruitment challenges, rise in wages, and lowering margins. Collectively these have led to soft pricing models that have persisted through the past couple of years.

“We have forgotten how to deal with such problems of inflation that we experienced 20 years ago,” said Daher. “It was really hard to find raw materials, and this was linked to geopolitical problems, [such] as the war in Ukraine. We were missing material. This lack of raw materials is linked to the mismanagement of the supply chain—the suppliers failed to ship what we needed to manufacture our aircraft—and to produce what our clients asked us to do.”

Another problem Daher noted has been the lack of employee candidates. “It is not easy to recruit the right profiles…The COVID crisis changed behaviors in terms of wages and employees, so it is really hard for us to hire and find talents.” This has driven companies like Daher to invest heavily in training—because like never before they have had to recruit from outside the aviation industry.

“All these factors in 2023—after COVID, we were expecting 2021 and 2022 to be difficult—but these problems arrived in 2023,” Daher said. “All of these factors resulted in our weakened profitability. We need to consider the energy transition and the decrease in carbon intensity…2023 highlighted the emergency but also the [convergence], vis-à-vis the problem of decarbonization.”

The Daher group considers government support crucial—specifically CORAC, the French council for civil aviation research—and 300 million euros per year have been earmarked by CORAC to help fund the energy transition. “Aviation industry, all research efforts, have converged, because in the past each company focused on a specific research field, but right now there is a really clear target: low-carbon, low-emission aircraft,” Daher said.

Eco-Pulse Update

For the French OEM, the convergence flies today via its hybrid-electric Eco-Pulse technology demonstrator, which uses a TBM airframe, electric motors and powertrain components form Saran, and electric power storage by Airbus in a distributed lift model (simply put) to test various components and how they interact in actual flight operations. The Eco-Pulse retains a Pratt & Whitney PT6A turboprop engine, but in December made its first flight segments completely powered by the six electric motors.

“It is a major step towards decarbonization,” said Daher. “Because high voltage electricity can be a good solution…we are continuing with some hybrid tests. This is the first step…People thought I was crazy [last year] when I spoke about this target [to have a marketable product by 2027], but we are headed in that direction.” It will be a TBM or Kodiak because those are the models Daher has in its portfolio, but the company has yet to determine which will be chosen and exactly what that will look like.

FLYING asked if the OEM could share any feedback—including any performance data, if possible—from those first flights. Christophe Robin, vice president of engineering for Daher’s aircraft division, provided this insight: “EcoPulse is a technology demonstrator, therefore, aircraft performance is not the goal. The EcoPulse configuration has been chosen with the strategy of increasing the level of complexity in hybridization to develop a ‘maturity picture’ for all of the technologies involved—including examining side effects such as weight penalties, as well as issues induced by HIRF (high-intensity radiated field) and lightning.”

READ MORE: We Fly: Daher TBM 960

Log’in, Shap’in, Fly’in

To support innovation efforts, Daher launched its second tech center, Log’in, in Toulouse, also geared toward decarbonization. “Out of 7 million tonnes [of carbon emissions] we realized that a big quantity is related to our clients, and we want to work on these figures [as well] in order to work on decarbonization,” said Daher.

Fly’in will be the third tech center Daher launches, in Tarbes, focused on aircraft development, “stepping up” in both technology and the drive towards net-zero emissions.

FLYING also asked Daher to expand on the current projects that have already been realized from the new technology centers and Eco-Pulse. Robin shared a portion of what the group has learned thus far, and what it expects to benefit from. 

“In addition to the aspects of EcoPulse that are linked to aircraft hybridization, another important focus is demonstrating the application of advanced composites on aircraft,” said Robin. “Under the guidance of Daher’s research and technology teams, EcoPulse is using composites for the aircraft’s winglets, engine pylons, Karman and battery fairings, as well as the air inlet—which were produced primarily with an infusion-based carbon/cork micro-sandwich. A goal of EcoPulse is to make it possible to evolve the performance and feasibility of integrating these technologies on secondary parts/components of Daher-built aircraft, while developing rapid prototyping skills used within the aviation framework.”

This is complementary to other developments underway at Daher—including projects in cooperation with partners such as CORAC (the French Council for Civil Aeronautical Research).

Pascal Laguerre, chief technology officer for Daher, provided significant insight beyond the Eco-Pulse demonstrator. “Taking a wider view for activities outside the framework of EcoPulse, Daher devotes a significant part of its overall R&D budget to thermoplastics,” said Laguerre. “This material is particularly promising in the world of aerostructures for future applications on production aircraft. It lends itself more easily to the automation of production (issue of throughput), and it is recyclable, repairable and weldable. Its mechanical properties make it possible to use less material and, overall, make structures lighter—all of which are key qualities with a view toward reducing carbon emissions. This is focused on accelerating the development of real applications in the future for the benefit of its customers, including [several more widely focused] projects.”

For example, as part of CORAC, Daher leads the largest French research project on thermoplastics in current execution, called TRAMPOLINE 2 (TheRmoplAstic coMPosites for hOrizontaL tail plaNE), as well as utilizing induction welding instead of riveting—with a weight savings of 15 percent.

Also, the investment has already borne fruit in components that will be found on the company’s current TBM product lines.

“After more than three years of R&D work, Daher succeeded in manufacturing rudder pedals in recycled high-performance thermoplastic composites from production scraps to equip the TBM, which have been certified for flight on production TBMs,” said Laguerre. “In addition to being lightweight, thermoplastics have low thermal conduction, as well as equal or better physicochemical and mechanical properties: It’s a win-win for Daher customers. And beyond the environmental benefits, the cost of these parts is significantly reduced compared to metal machining.

“In addition, Daher has obtained the first results of an R&D project called CARAC TP, carried out in collaboration with a set of academic laboratories competent in composite materials. The objective [is] to identify and characterize the thermoplastic composites best suited to aeronautical applications and compare them to thermoset materials. The project makes it possible to study materials in depth through multiple tests that go beyond the scope of qualification programs carried out in the industry: impact resistance, fire resistance, environmental aging (ozone, UV, fluids), impact of manufacturing processes on physicochemical properties, material performance, etc.”

Daher looks also outside its walls to new small businesses to help drive this innovation charge. Encouragingly, more than 300 aerospace-relevant startups took part in the Paris Air Show.

“We had 25 of these startups at the Daher stand at Le Bourget,” said Daher, noting that the company looks forward to engaging with these innovators, perhaps through acquisition or collaboration, on various projects.

WATCH: We Fly the Kodiak 900, Ready for Grand Adventures

The Takeoff 2027 Strategy

Daher reported a strengthening bottom line but noted there is room for improvement. At the press conference, Daher CEO Didier Kayat indicated the belief that Daher would become profitable based on its strategic realignment to better serve four sectors: aircraft, industry, industrial services, and logistics. The company also plans a transformation of the organizational structure by 2025, to help align and draw down any existing silos between the business functions.

To this end, Daher made a quartet of additions to its executive committee in the later part of 2023. On October 1, Alain-Jory Barthe joined Daher’s Industry division as senior vice president. Then, on January 1, Cédric Eloy became the head of the Industrial Services division as senior vice president of manufacturing services, and Julie de Cevins became the group’s chief sustainability officer—a key appointment, given the group’s charge to attain net-zero goals by 2050. Finally, on February 1, Aymeric Daher became senior vice president of the Logistics division.

Daher is adapting its organization to support the four business units, with the following actions:

• To create a managerial culture that is based in what it calls the “Daher Leadership Model”—effectively empowering a cadre of 1,500 leaders within the company to act with an entrepreneurial spirit
• To anticipate challenges and innovate toward decarbonisation solutions, with Eco-Pulse among other projects
• To support the acquisitions needed for growth across the four sectors.

Acquisitions have already borne fruit for the company, including the Stuart, Florida, facility.

“The acquisition of AAA strengthened the Industrial Services division, for example,” Daher said. “We are now the leader of industrial services…We can support aircraft manufacturers in peak periods.”

If Daher can make its way through the concurrent challenges of acquisition-driven growth, corporate restructuring, price pressures, and order fulfillment, its plan for the years ahead puts it on track to form part of the global solution to decarbonization—as well as providing the aircraft the customer demands for the future.

The post Daher’s Decarbonization Plans Drive Towards Hybrid-Electric Aircraft, Composites appeared first on FLYING Magazine.

General Dynamics (NYSE: GD) reported increased earnings for the fourth quarter, with growth in all of its main businesses. The company also said its backlog of orders grew to record levels. Still, it noted the delay in achieving FAA certification for the G700 business jet hurt results. 

Net income for the recent quarter rose 1.3 percent to $1 billion, or $3.64 diluted earnings per share, compared with $992 million, or $3.58 per diluted share. Revenue increased 7.5 percent to $11.7 billion.

• READ MORE: Engine Certification Brings Gulfstream G700, G800 Closer to Market Debut

For the full year, net income totaled $3.3 billion, or $12.02 per diluted share, compared with 3.4 billion or $12.19 per diluted share. Revenue increased 7.3 percent to $42.3 billion from $39.4 billion in 2022.

“We had a solid fourth quarter, capping off a year that saw growth in all four segments and continued strong cash flow,” said Phebe Novakovic, chairman and CEO of General Dynamics.

During a call with analysts, however, Novakovic noted that results for the quarter and year are “4 and 9 cents below consensus. This miss was exclusively because G700 did not certify before year-end,” she said, adding that the delay “deprived us of slightly over $1 billion of revenue and $250 million in earnings.”

• READ MORE: Gulfstream G700 Sets Speed Records During 20-Country Tour

In the company’s aerospace business, which includes Gulfstream, orders totaled $3.2 billion, resulting in a 4.8 percent increase in backlog to $20.5 billion. Across all of its operations, which include marine systems, combat systems, and technologies, year-end backlog grew to $93.6 billion, which is the highest in the company’s history.

Novakovic said customers whose G700s have been completed should anticipate delivery soon. “We have 15 airplanes ready to go, and the hope is that we deliver them this quarter,” she said.

The post General Dynamics Says Q4 Earnings Grew but Were Hurt by Gulfstream G700 Delays appeared first on FLYING Magazine.

On a hill up and off the road, tucked neatly behind the trees, sits an unassuming building that gives a minimal indication of what happens beyond the front door. Here, the employees of Tempest Aero Group quietly go about their day, moving parts down the line and paying keen attention to detail. They may chat about their kids’ ball practice, share a recipe, or work quietly by themselves. These tasks may seem mundane to some, but their demeanor displays unspoken confidence. What they accomplish in Burlington, North Carolina, will propel their brand to the top of the charts. Look closely enough, and you will see Tempest Aero Group is quietly taking aviation by storm.

This Article First Appeared in FLYING Magazine

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Featured

Who Is Tempest Aero Group?

One of the first indications of a storm brewing is an abrupt change in the wind. An updraft of air may force a cumulus cloud upward, disrupting the atmosphere—and then watch out. Those not paying attention could soon be exposed and hear the crack of thunder that could spell trouble. I could not think of a better metaphor for this story. In 1984, the major players in GA manufacturing were entrenched and had enjoyed a near monopoly on aircraft parts and accessories for decades.

A high barrier to entry tends to protect those at the top. In Gibsonville, Tim Henderson was setting up shop as a Part 145 certified repair station focused on accessories. His company, Aero Accessories, began working with alternative maintenance practices, such as repair process specifications, and eventually produced its first parts manufacturer approval (PMA) part—contact points for magnetos.

Branding is essential in a crowded market to differentiate from the competition. In 2001, Henderson partnered with Stan Fletcher, and in 2003, they signed on John Herman, vice president of sales and marketing, and got to work on a new plan. Aero Accessories had a good name in the industry. The name itself, however, was not unique. What term best describes what they planned to do? Tempest was born.

Not much had changed since 1984, and the Tempest team faced a slow climb. It was tough to gain momentum in the aftermarket. The team first focused on FBOs but saw only small gains. Realizing that growth would happen with brand recognition, Herman and Fletcher began to market directly to the aircraft owners/operators. Once they won the hearts and minds of the end users, sales took flight and showed no signs of landing anytime soon. In my engine shop days, we used Tempest products and always experienced good luck with them, so when Herman invited me to visit the factory making the parts, I accepted. Early one Monday morning, we flew into the Piedmont Triad International Airport (KGSO) in Greensboro and took a short drive over to the shop. Herman ushered me to a conference room, where I met Tempest CEO Mike Allen.

Not far from the place Aero Accessories began sits the heart of Tempest’s business—a fully operational machine shop. The company’s roots are in engineering and solving some of the most challenging problems in GA. The machine shop takes this further and allows the leadership to control the quality, logistics, and output of the finished product. Remember in mid-2021 when ships could not reach the shore and offload material? Subcomponents of aircraft parts were stuck floating in containers, directly impacting the ability to produce finished goods. Unlike small businesses, major corporations procure components and assemble them in house. Doing so puts them at risk for work stoppage resulting from logistics issues. Because Tempest machines its housings, levers, shafts, and so on in house, it is more insulated from supply chain disruptions.

Another benefit is quality control. When an inspector discovers a flaw, they can quickly discard it and send a new order down the street for a remake. Try doing that with a supplier overseas. Tempest is not immune to supply chain issues, though. It sometimes has trouble getting raw materials—such as copper for gaskets—and faces iridium price spikes. However, being small and nimble allows the company to shift with the market as needed.

We talked briefly about the impact of COVID-19 and the trying time everyone in business experienced. I knew firsthand the pandemic’s effects on airlines and distribution but was curious about manufacturing. First-tier manufacturers Boeing and Airbus went from running over capacity to dead in the water overnight. At Tempest, orders slowed in March 2020, and the team used this time to clear the backlog of both OEM-new and Part 145-repaired work. Later that spring, the ordering started again and steadily increased every quarter. Flight training is now booming, and flight schools consume a significant percentage of Tempest’s products. The sales cycle for distributors is 30 to 45 days, an excellent turn of inventory for the distribution partners.

The ‘Original’ Oil Filter

Tempest Aero Group owns an arsenal of iconic aerospace brands, including the original products marketed under the Tempest name. In 2003, Champion dominated the aftermarket, and there was a long tail of “other” products. In 2004, Tempest entered the market, and though sales began slowly, the team persevered. Looking back, it must have seemed daunting to go up against an industry leader like Champion.

I started my engine shop in 2005, and oil filters marked the beginning of my relationship with Tempest. I distinctly remember the word “original” stamped on the white metal cans. When Tempest started manufacturing, it did so on the original equipment procured from the OEM. A rumor once circulated that the Kelly Aerospace PMA oil filter didn’t sell because it was red. Tempest stuck with white and now owns a substantial share of the aftermarket. One benefit of white housings? The ability to check for oil leaks.

Tempest now holds most of the aftermarket business in oil filters, and in 2013 it became the OEM’s choice for Continental Motors. Partnering with Continental allowed Tempest to collaborate to develop the Spin EZ oil filter. This proprietary design allows for easier removal of the oil filter; the feature represents just one of many improvements over traditional designs. Stratus Tool Technologies specializes in oil filter adapters and specialty tools. For those following my Cessna 172 series online, we recently received an adapter for a Continental O-300-D. We are planning an upcoming maintenance visit to install it, so stay tuned. Air filters are also vital to engine health and performance, and Tempest AeroGuard induction air filters set high standards for newer technology as well.

Components were another element of my business at the engine shop. Dry air pumps become part of the work scope if installed on the engine upon receipt. Legacy operators will recall the OEM Airborne stamping “no overhaul” on the housings of the vacuum pumps. Tempest countered this by placing “returnable core” stickers over the casting. What better way to be sustainable than reuse? Airborne wanted to sell new pumps and tried to corner the market. Preserving existing products and introducing a new vacuum pump PMA helped Tempest in the early 2000s.

Fast-forward to 2023, and overhaul work constitutes almost two-thirds of Tempest’s business. It makes perfect sense to overhaul instead of tossing an aircraft part into the landfill. Housings rarely scrap out. The focus is on the inner rotating parts. Vacuum pump vanes are matched in a set and lapped to establish uniformity, allowing for a longer-life pump. Precision is paramount to performance as the rotor spins at 1.5 engine revolutions per minute, equating to 4,500 rpm. Coming full circle, Tempest is now the OEM on dry air pumps in yet another instance of the disruptor unseating the incumbent and making it to the top.

A Better Spark Plug

They say all good ideas start with a spark. Well, so do piston aircraft engines. In January 2010, Tempest announced the acquisition of Autolite spark plugs from Unison Industries. This move signaled a new area of growth for the Tempest team. Manufacturing relocated to North Carolina, and the company began shipping plugs in the spring of that year. Once again, the Tempest team sought to compete with Champion by producing a high-quality product. GA aircraft utilize two styles of spark plugs—fine wire and massive electrode. Fine wire plugs offer a more efficient burn rate and last longer at a much higher purchase price. A relatively small niche market, they represent about 10 percent to 15 percent of the aviation aftermarket. Turbocharged aircraft flying at higher altitudes favor fine wire plugs. As with its oil filters, Tempest began as a disruptor and has become the industry leader. It boasts over half of the entire GA plug business. Each plug is still manufactured in North Carolina and delivered through the distributor network.

• READ MORE: Intro to Aviation Spark Plugs

Tempest also carries a line of mechanical fuel pumps, ranging from the simple Lycoming diaphragm style to the more complex Continental and RayJay applications with its affiliate company, Consolidated Fuel Systems. As for other lines, Tempest started with its own products, rebranded from the Aero Accessories name. The company then expanded by acquiring other companies. One such acquisition was Alcor, a leading temperature probes and instruments company in San Antonio. Another Tempest entity providing fuel systems to GA is Precision Airmotive in Arlington, Washington. For years, its RSA Servos have been instantly recognizable under the cowling of any aircraft. Now Precision Airmotive markets the Silver Hawk EX for experimental applications.

Another name that stands out from the rest is Marvel-Schebler Aircraft Carburetors. In 2007, the legacy carburetor company was bankrupt and threatened to shut its doors for good. Industry leaders approached Tempest and asked for help, which agreed but opted for a new name—Volare, Latin for “to fly.” This deal was Tempest’s first significant acquisition, essentially setting the stage for growth. However, the industry embraced the new owners but not the name. Thankfully, nostalgia won, and Tempest restored the Marvel-Schebler name.

Brand loyalty is vital in aerospace, and Tempest has generally earned its reputation as delivering quality products. Brand ambassadors, such as Quality Aircraft Accessories, tout the positive attributes of Tempest and even host Tech Tips covering various topics. One such article delves into the care and maintenance of spark plugs. Tempest relies on its distributor network of shops and resellers to be its boots on the ground and gathers intel for product performance and potential enhancements.

X Factor

The Oxford Dictionary states that an X factor is “a variable in a given situation that could have the most significant impact on the outcome.” Tempest has its own X factor—its people. I met these folks when I toured the factory in North Carolina, and it had me recalling my ownership days and remembering the struggle to attract and retain quality talent. Tempest felt that challenge in recent years, but recruitment is improving. These are real aviation folks, not just workers filling the positions. There is little turnover at all at the Tempest-branded companies. During my walk through the vacuum pump shop, I met folks like Richard. He has been here for 36 years, almost as long as the company has been in existence. Richard and his colleagues are the source of Tempest’s strength.

When the company was getting things off the ground, Mike Allen would fly a Cessna 310 to visit customers and remote facilities, such as Alcor in Texas. They now fly a Cessna 441 Conquest II. It is one thing to talk about utilizing GA for business, but operating an aircraft and being able to take off at a moment’s notice is another. Vince Bechtel, director of aftermarket sales, travels extensively, giving lectures and tech talks on Tempest products and solutions. Look for Bechtel next time you attend an inspection authorization (IA) renewal.

I asked Herman and Allen what drives them to build this brand. They both said the team. Companies can do great things when everyone pulls in the same direction. This attitude flows down through the other managers and customer services. Take care of the employees, and they will take care of the customers.

Tempest Aero Group seeks to expand its portfolio, and small businesses need investors to fund research and development. On April 4, the company announced an investment partnership with Vance Street Capital. Securing this funding will allow Tempest to explore new opportunities in years to come. With an eye on the horizon, the Tempest Aero Group’s leadership continues to push the company forward. It is not just selling products made in America by a dedicated workforce. Tempest gives you the freedom to own and operate a GA aircraft economically—TSA pat-down not included.

This article first appeared in the August 2023/Issue 940 of FLYING’s print edition.

The post Tempest Aero Group Remains True Friend to General Aviation appeared first on FLYING Magazine.

The aviation industry is an interesting institution. In my experience, it is welcoming to newcomers, even those who don’t know what they’re doing (like me when I first poked my head into a flight school not knowing an aileron from an antenna). It is also a space with a rich history, often fostering family legacies that extend well beyond a single generation.

One place where this is apparent is Continental Aerospace Technologies. The aircraft engine manufacturer currently has 45 team members of the 330 it employs in the U.S. who are either working alongside a family member or have a family member who used to work at the company. The ties are eclectic with siblings, cousins, parents, and grandparents paving the way for the next generation of employees.

Two Brothers

Jorge Alfaro is a welder fabricator in Continental’s experimental department. He joined the company in 2017 when long-time family friend Pernell Wagner, currently a value stream leader at Continental, shared a job opening. Alfaro was working outside the aerospace industry at the time but had been looking for an opportunity where he could grow his skills. The position with the company’s research and development department fit the bill and he has been with Continental ever since.

In May 2022, his younger brother Josh joined the team. According to Jorge, Josh saw the long-term career path that he had been developing and realized he was interested in pursuing a similar one for himself. With some advice from his big brother to “come in with confidence, to keep his head up high, and to give his all every day instilling pride in his work,” Josh secured a position pulling and preparing engine parts for assembly and shipping.

“It makes me feel good to be his big brother,” Jorge said. “I help keep him accountable and can guide him through his professional journey at Continental. I’m proud to show him what it means to be a good leader and great fellow team member.”

The two have yet to work together on a project but are hoping to sometime in the future.

A Father’s Legacy

Dana Durden applied for her position as a customer service representative with a focus on aftermarket engines and warranties on the advice of her cousin, Lori Stanley. Stanley, herself an OEM customer representative on Continental’s customer service team, thought Durden would be a good fit for the role when the company was looking to expand its customer facing support group in 2019.

Durden says joining Continental was nostalgic for her. Her father, Harold Ratliff, had worked for the company from around 1970 until his retirement in the early 2000s. Ratliff took on many roles over the years, serving longest as supervisor of the crankcase line. He passed away before Durden joined Continental.

“It’s fun to be recognized around the facility as Harold’s daughter and that’s usually when they start to share a funny memory about their dad or family member working with my dad,” said Durden. “It really fills me with a sense of pride and thrills me to know that he would have been proud to pass on his Continental legacy to me. He was very proud to have worked for Continental for more than 35 years. Just think of how many engines he touched that are a part of someone’s flying story.”

Three Generations

Tom Howard, who works as a quality team member inspecting engines prior to shipment, represents the third generation of his family to work at Continental. Howard’s grandfather, V.A. Howard, retired from the company in the 1980s. His father, Tom Howard Sr., joined Continental in the 1970s and retired in 2006. V.A. worked as an inspector, mainly for cylinders and the Tiara engine line, while Tom Sr. began with machining parts and went on to become a shop supervisor.

Before Howard joined Continental, Tom Sr. encouraged him to take a machinist course along with teaching him to use hand tools, power tools, reading calipers, and scales. After hearing about the company from his family for years, Howard said, he decided to apply for a job with Continental. Once he’d gotten the position, his father and grandfather told him to “watch and learn, make sure you know the process and product. With this knowledge and a good work ethic you can become a true asset to the team.”

“I remember this one time [my Dad] pushed me to my limit,” Howard said. “I was asked to work on three machines that were down and I had never run them before. It took six days to get them running a blueprint part. There were times in the process that I had gotten ahead of myself and had to back track, but no one ever rushed me or discounted my ability. It taught me that anything done right was worth the effort, to think things through, and that not every idea is the best one for that situation. Some things just don’t work like you think they will but the reward and pride is worth it all.”

Howard emphasized that he takes pride and ownership in the company three generations of his family has worked for. “…as a third generational employee,” he said, “I have a certain outlook on what an employee should do based on the examples of my family and how the company should operate.”

About Continental

Founded in 1905 as Continental Motors, Continental Aerospace Technologies has been making engines for piston aircraft for over 115 years. In 1966, the company moved from its original location in Muskegon, Michigan to Alabama’s Mobile International Airport (KBFM) where it still operates today. While some of the buildings from the 1960s are still in use, Continental recently opened a new facility adjacent to its original location at KBFM.

Continental manufactures engines for both the certified and experimental markets. Among its products are the jet-A burning CD series, avgas powered 200, 360, 470, and 500 series, and Titan experimental series.

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A group of pilots has called out its boss, famous investor and Berkshire Hathaway CEO Warren Buffet, with a Wall Street Journal ad criticizing corporate policy at NetJets Aviation Inc., the Berkshire Hathaway unit where it works.

The pilots, who are members of the NetJets Association of Shared Aircraft Pilots (NJASAP), an independent pilot labor union, said they took out the front-page ad after their negotiations with NetJets soured. The union said NetJets has refused “to pay market-rate wages for pilot labor and to make commonsense enhancements to current scheduling practices.”

• READ MORE: NetJets Pilot Union Files Grievance, Cites Training Standards

NetJets and Berkshire Hathaway have not responded to FLYING for a request for comment.

The union said hundreds of pilots have left NetJets this year to take jobs with better working conditions, and that it expects more rapid attrition during the first quarter of 2024. In its statement the union said it is “baffled” by the company’s policy given the current pilot shortage and industrywide competition to hire and retain qualified flight crews.

“Right now, we are seeing a trend unfold that is almost unheard of in aviation: Pilots in the middle of their careers with decades of experience are leaving to start at the bottom of seniority lists at mainline carriers that recognize the value of retaining talented aviators,” said Captain Pedro Leroux, union president. “Owners pay for the peace of mind that comes from having two experienced pilots seated on the flight deck, but right now, we are seeing quality pilots across the seniority spectrum leave the fractional [aircraft operator], and both Berkshire Hathaway and NetJets executives are seemingly just fine with that.

• READ MORE: NetJets Signs Record-Setting Deal with Textron Aviation for 1,500 Citation Jets

Among the union’s complaints is a claim that the company has declined to increase pilots’ compensation to a level competitive with that of those at major airlines. NJASAP said NetJets pilots are “not content to earn 60 percent of what their JetBlue, United, and Delta peers will make across a 30-year career.”

The union said it continues to organize pickets in Las Vegas and on Wall Street to apply pressure on NetJets, Berkshire Hathaway, and Buffett. Members plan to hold their next demonstration on Friday in conjunction with the Art Basel event in Miami.

The relationship between NetJets and its pilots has shown signs of discord for years. NJASAP was formed in 2008 and has a history of staging highly visible protests, including previous Wall Street Journal ads.

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Jet Support Services, a provider of maintenance assistance and financial tools for the business aviation industry, announced the launch of its JSSI PartsHub operation Monday during the NBAA Business Aviation Convention & Exhibition (BACE) in Las Vegas.

The digital platform gives customers easier access to parts and allows them to manage the procurement process from beginning to end. The system’s procurement portal is powered by the company’s JSSI Parts & Leasing operation, which supplies parts across all makes and models.

“JSSI has become the trusted one-stop source in the industry for hard-to-find material and lease engines, and our inventory position has tripled in the last two years. PartsHub unlocks the power of JSSI Parts & Leasing online,” said Ben Hockenberg, JSSI’s chief operating officer. “We set out to build something unique, not only to digitize the parts buying experience but to enhance it for our clients.”

Among the platform’s key features are direct access to more than 100,000 parts, relevant documentation and certifications, and “buy-it-now” pricing for instant purchase of high-turn parts. The system also provides comprehensive parts information, including aircraft applicability, alternates, and reliability data.

“As JSSI continues on its transformational journey through its use of technology and data-powered products, we challenged ourselves and our partners to design, develop and deliver a [business-to-company]-like intuitive user experience, built on a best-in-class ecommerce platform, which seamlessly connects to a fully API-enabled, cloud-based inventory and order management system,” said Serdar Yorgancigil, JSSI’s chief information officer.

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Cirrus Aircraft is celebrating the delivery of its 500th SF50 Vision Jet, the company announced Monday at the NBAA Business Aviation Convention & Exhibition in Las Vegas.

To commemorate the milestone—as it did with the delivery of the 9,000th SR series aircraft in April—Cirrus will produce a limited edition version of the single-engine jet, which will feature 500th Limited Edition branding and five livery options from the company’s Xi Design Studio team.

Launched in 2016, the Vision Jet has received numerous updates over the years, including the introduction of the second-generation SF50 G2 model in 2019 and the G2+ in 2021. The G2 version saw the addition of RVSM certification, autothrottle, and a 200-pound payload increase. The G2+ received a 25 percent takeoff performance increase and Wi-Fi. Among other features added were the Collier-winning emergency autoland system in 2020 followed by Cirrus IQ and Garmin Auto Radar last year.

READ MORE: We Fly: Cirrus Vision Jet G2+

“With the delivery of the 500th Vision Jet, Cirrus Aircraft celebrates the marketplace success of a category-defining aircraft,” said Cirrus Aircraft CEO Zean Nielsen. “The Vision Jet is the only jet that features advanced innovations like the Cirrus Airframe Parachute System (CAPS), Safe Return Autoland, Wi-Fi, Cirrus IQ, and Auto Radar, along with a suite of other safety, comfort, and convenience features.”

READ MORE: Cirrus Vision Jet Gets Auto Radar, Cirrus IQ

The Cirrus SF50 Vision Jet G2+ offers a top cruise speed of 311 knots, 1,275 nm range, and payload of 1,350 pounds. Powered by the Williams J33-5A engine, it comes equipped with the Cirrus Perspective Touch+ avionics suite. The SF50 is capable of seating up to seven passengers and reaching a maximum operating altitude of 31,000 feet (FL310).

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Textron Aviation announced on Friday that the Cessna Citation M2 Gen2 business jet will be outfitted with Garmin Autothrottles. Textron Aviation announced on Friday that the Cessna Citation M2 Gen2 business jet will be outfitted with Garmin Autothrottles. Designed to reduce pilot workload, the upgrade will be available starting in mid-2025.

The Garmin autothrottle system will be fully integrated with the M2 Gen2’s Garmin G3000 avionics suite, allowing it to manage engine performance and power “based on factors like altitude, airspeed, and aircraft weight.” Textron noted that the system also includes features that will prevent exceedance conditions and alert pilots if deviations occur.

“Adding Garmin Autothrottles into the Citation M2 Gen2 exemplifies Textron Aviation’s ongoing commitment to product investment across our entire product lineup,” said company senior vice president for sales and flight operations Lannie O’Bannion. “With its intelligent automation and streamlined operation, the integration of autothrottles in the aircraft provides pilots added precision and efficiency.”

• READ MORE: Textron Unveils Citation M2 Gen2, Citation XLS Gen2

The Cessna Citation M2 Gen2 was introduced in October 2021 at the NBAA Business Aviation Convention & Exhibition, entering service in April 2022. The model has a top cruise speed of 404 knots, 1,550 nm range, and useful load of 3,180 pounds. Powered by Williams FJ44-1AP engines, the M2 Gen2 seats up to seven passengers and is capable of operating off of runways as short as 3,210 feet. In the cabin, it offers USB-A and USB-C ports at each seat, ambient accent lighting, illuminated cupholders, and an optional folding seat that can be converted for additional storage.

Textron Aviation reports that it has delivered more than 5,000 Citation-family aircraft to date.

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The IADA Foundation has awarded several scholarships and grants designed to support future leaders in the business aviation industry. The foundation, which is a 501(c)(3) nonprofit group affiliated with the International Aircraft Dealers Association (IADA), offers the funding on an annual basis.

This year’s awards, valued at $5,000 each, included scholarships for six university students and grants for eight young professionals. Scholarship money goes to support the students’ college studies while grant funding goes toward education, learning, and leadership opportunities.

“These supersmart young business aviation pros and students who are building their business aviation resumes are the future of the resale industry, and the IADA team wishes them very rewarding careers,” said IADA executive director Wayne Starling. “We welcome their progress as they develop and hone their professional skills.”

• READ MORE: IADA To Award Business Aviation Scholarships to Students at 21 Schools

IADA business aviation scholarships, which take the form of monetary awards from $1,000 to $5,000, are designed specifically for students planning careers in corporate aircraft-related sales, marketing, finance, legal, and insurance fields. The foundation noted that applications are open to those attending colleges and universities that offer coursework in corporate aviation management, aerodynamics, aircraft systems, aviation safety, finance, business marketing, economics, and aviation business or management.

To be eligible, an applicant must be a full-time undergraduate student enrolled in a minimum of 12 credit hours per semester or a graduate student with a cumulative GPA of 3.0 or higher. Applications open annually in June and close September 1.

Grants are awarded to young professionals employed by IADA members in the business aviation resale industry.

Further information is available at https://iada.aero/scholar.

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The company providing fractional aircraft ownership services for customers such as Kansas City Chiefs quarterback Patrick Mahomes—a two-time NFL Most Valuable Player—Chiefs head coach Andy Reid, and retired professional golfer Tom Watson, a PGA Tour legend, just grew its fleet exponentially.

Over the weekend, Mahomes-endorsed Airshare closed a deal to acquire rival Wheels Up’s private aircraft management business. The move more than quadruples Airshare’s own managed fleet—comprising Cessna Citations, Bombardier Globals, Embraer Legacies and Praetors, and other models—with the addition of 90 airframes.

The transaction leaves Wheels Up with around 215 aircraft, including 75 Beechcraft King Airs, 61 light jets, and 52 super midsize jets capable of making transcontinental flights. According to Private Jet Card Comparisons, Wheels Up prior to the deal was the fourth-largest fractional and charter provider in the U.S. based on flight hours. Airshare ranked 11th.

In addition to the aircraft, the Overland Park, Kansas-based company will inherit 300 personnel from Wheels Up’s private management business. John Owen, CEO of Airshare, told FLYING the move will double or even triple the company’s headcount.

Billing itself as a private aviation services provider, Airshare offers third-party aircraft management in addition to fractional ownership, jet card, and charter services. Already, it manages King Air, Citation Excel, and Citation X models that make up the bulk of Wheels Up’s fleet, many of which were included in the transaction. The company also manages light and large-cabin jets such as the Embraer Phenom 300 and Bombardier Global 5000.

Owen sat down with FLYING to discuss more details of the deal.

Expanding Options

Airshare began exploring aircraft management in 2008 with the launch of its Executive Flight Services offering, which along with the firm’s fractional business was later rebranded under the Airshare umbrella. According to Owen, a deal such as the one with Wheels Up was a long time coming.

“We had been looking at acquisitions in the aircraft management space for really the last few years but hadn’t come across anything that made sense to go all the way through with,” Owen told FLYING. “We were approached by a representative with Wheels Up earlier this year and asked if we had any interest in pursuing their particular aircraft management business. So that’s how it all started.”

Owen said Airshare considered a few smaller deals but landed on Wheels Up because it “instantly gives us a coast-to-coast footprint for aircraft management.” Coast-to-coast coverage has been on the firm’s radar for a while now, and the acquisition will support its plans to offer fractional and jet card services nationally. It added those services to the Florida market in May and will soon set its sights on the Northeast.

Of course, the quadrupling of its managed fleet will be of major benefit to Airshare. On the fractional side, it operates a total of 22 Embraer Phenoms and Bombardier Challengers. But the managed business covers aircraft from Phenoms and Challengers to Citations, Gulfstreams, Legacies, and Globals, several of which will be added through the transaction. The company will even get its hands on a few new models.

“With the acquisition of this particular aircraft management business, there’s a lot of [the above aircraft].” Owen said. “There’ll also be some Dassaults and some other planes. So it’s a lot of what we’ve dealt with in the past, but there’s also some new types in there as well.”

Owen is particularly excited about the addition of Wheels Up support teams, which he views as a crucial piece of the puzzle. Not only will it more than double the company’s aircraft management staff, but it will allow Wheels Up customers to work with the same representatives they’re used to—as if the deal never happened.

“We are not just absorbing the aircraft… We are taking the aircraft, the aircraft management teams, the maintenance teams, and the various accounting and administrative staff teams all along with it,” said Owen. “So, those owners that were under the Wheels Up umbrella will see zero changes day one after the acquisition, because they’ll be working with the exact same teams they have been the entire time.”

The Airshare CEO emphasized that the new managed aircraft will complement—rather than supplement—its fractional services. The two businesses are stand-alone, he said, since customers who bought into the fractional program did so with Phenoms and Challengers in mind, not the models covered by the management service.

Rarely—on 2 to 3 percent of trips, by Owen’s estimate—Airshare will “off-fleet” flights using primarily managed aircraft, providing a slight bonus to customers. But the real benefit, he said, is the potential for coastal expansion and the addition of support teams to assist both new and legacy clients.

The deal does not necessarily mean Airshare will place greater emphasis on aircraft management. Rather, the intent is to expand options for customers, many of whom jump back and forth between the firm’s services. For example, Owen estimated about half of Airshare’s managed aircraft are owned by previous fractional customers.

“I think the core of our business is private aviation services,” he said. “It isn’t fractional, it isn’t managed, it isn’t charter, and it isn’t jet cards. It’s really…having a wide swath of private aviation services that fit your particular needs at a particular time.”

Looking ahead, Airshare is confident in the demand for its managed services. The company keeps an eye on pricing and utilization data and regularly consults with customers to assess the strengths and weaknesses of the private aviation sector. Owen pointed to a healthy lead time of two years for new aircraft as an indicator of a well-oiled supply chain.

The Airshare boss also hinted that the company could one day add electric vertical takeoff and landing (eVTOL) and other emerging aircraft types to its fleet. That won’t happen in the near future, but the novel designs are on the firm’s radar.

“It’s definitely something that’s intriguing that we’re watching very closely,” Owen said. “We’re just kind of trying to figure out who’s going to survive that space. What exactly is going to come out of that space? But I think it makes a lot of sense, and I think a lot of people can use it.”

Arrow Pointing Down for Wheels Up?

The deal for Wheels Up’s private management business was initially revealed in August, when it announced it was seeking emergency funding in the form of a bridge investment from Delta Air Lines.

Later that month, Delta, Knighthead Capital Management, and Certares Management—which owns luxury travel agency Internova Travel Group—invested $500 million in the company to keep it afloat. But the bailout came at the expense of a 95 percent stake in the firm, placing its ownership largely in Delta’s hands.

Coincidentally, Delta once owned Wheels Up’s management business in full. It sold its Private Jets unit to its new subsidiary in 2020, retaining ownership of one-fifth of the business.

Wheels Up last year became the largest Part 135 operator in the U.S., with more than 1,500 owned, leased, managed, and partner aircraft in service. But since going public in July 2021, the company has lost money each quarter and contended with cost cutting, layoffs, and reports of cash flow woes.

Those rumors reached a fever pitch in May, precipitating the resignation of founder and CEO Kenny Dichter. Former chief financial officer Todd Smith took his place as interim CEO before the firm announced George Mattson, a Delta board member, as the permanent successor.

Mattson will reportedly shelve Wheels Up’s vision of an Airbnb-type marketplace to focus on existing services. In June, the company transitioned to a slimmed-down, more populated, capped rate primary service area, part of an emphasis on cost cutting and streamlined operations. Moving forward, it will also integrate its sales and marketing activities more tightly with Delta.

According to Doug Gollan, editor-in-chief of Private Jet Card Comparisons, Wheels Up remains one of a handful of providers offering cut prices for continental flights that are $10,000 to $25,000 cheaper than the competition. The company’s King Airs also continue to be viewed as a cost-effective option for short flights.

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Wheels Up Experience (NYSE: UP) said it has closed the previously announced investment by Delta Air Lines, Certares Management LLC, Knighthead Capital Management LLC, and Cox Enterprises.

The investment agreement, which includes a $500 million credit facility to Wheels Up, combines the experience of Delta, the travel and tourism expertise of Certares, and the turnaround and restructuring knowledge of Knighthead. The announcement follows the selection last week of George Mattson as the new Wheels Up CEO.

• READ MORE: Wheels Up Selects George Mattson as New CEO

“This investment represents both an important source of capital for Wheels Up to support our strategy for financial stability, future profitability, and long-term growth on behalf of our members and customers, as well as a vote of confidence in our path forward from a group of investors with deep experience in the premium travel space,” Mattson said. “We look forward to working closely with Delta and our other investors to deliver best-in-class operating performance and an exceptional customer experience which, as we deepen our commercial partnership, will also enable us to provide a one-of-a-kind, seamless connection between private and premium commercial travel.”

The credit facility includes a $350 million term loan funded at closing from Delta, CK Wheels LLC, and Cox, and a $100 million revolving credit facility from Delta. Under terms of the credit agreement, a new lender may provide a $50 million term loan after the closing date, as approved by Delta, Certares, Knighthead, and Cox. The companies said they expect to complete a transaction for the additional funding “in the near term.”

“Wheels Up is an integral part of Delta’s portfolio of premium partners, and this deep relationship offers a significant opportunity to deliver compelling benefits to our customers that are unique in the travel space,” said Dan Janki, Wheels Up chairman and Delta’s chief financial officer. “This investment and new leadership puts Wheels Up on a strong path to future success.”

• READ MORE: Delta, Others Invest $500M in Wheels Up Bailout

WIth the closing of the credit facility, the lenders will receive newly issued shares of Wheels Up common stock representing 80 percent of the company’s outstanding equity at the time of the closing. After approval by Wheels Up’s shareholders, the company will issue additional new shares to the lenders, who ultimately will own 95 percent of its outstanding equity as of the closing, the companies said.

Wheels Up also announced a new structure for its board, under which Delta will appoint four directors, Certares and Knighthead each will appoint two, and Cox will appoint one. One Wheels Up executive will join the board, and two independent directors are expected to remain from the previous board, the companies said.

A number of strategic advisors assisted with the transaction, including Davis Polk, Jefferies LLC, Kirkland & Ellis, and PJT Partners. 

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Private on-demand jet charter company Wheels Up announced that George Mattson has been named as the company’s new CEO. 

The news is the latest leadership change for the company that last month received $500 million in an emergency bailout from Delta Air Lines and other investors that saved it from bankruptcy. The company’s founder, Kenny Dichter, stepped down as CEO in May.

• READ MORE: Delta, Others Invest $500M in Wheels Up Bailout

Wheels Up Experience Inc. (NYSE: UP) was founded in 2013 as a private jet travel company. According to Wheels Up, Mattson brings 25 years of aviation experience to the role, as a strategic adviser, financier, business owner/operator, and director. His previous roles included a place on Delta’s board of directors. 

“In 10 years Wheels Up has grown from a startup into a global leader in private aviation, with a strong consumer brand and loyal member community,” Mattson said. “I look forward to leading the Wheels Up team, with the operational, commercial, strategic, and financial support of Delta and our other new investors. Delivering best-in-class operating performance and exceptional customer experiences, consistently and profitably, will attract more members to our community as we begin the next chapter of the Wheels Up story.”

According to a press release, Mattson served as a partner and co-head of the Global Industrials Group in Investment Banking at Goldman Sachs. from 2002 to 2012. At the time, his responsibilities included oversight of the transportation and airline practices. 

Since 2014, he has been the lead investor and chairman of Tropic Ocean Airways, the nation’s second-largest operator of seaplanes. Tropic Ocean Airways is a Wheels Up partner.

Mattson will be based in Atlanta, where Wheels Up recently established a state-of-the-art member operations center. He will start the new job in October.

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Bombardier introduced its Advanced Avionics Upgrade, or AAU, for the Bombardier Vision flight deck installed in Global 5000s, 5500s, 6000s, and 6500s that are currently in service.

The company said the AAU is designed to enhance in-service Global models with avionics features available on newer Global 5500 and 6500 jets now in production.

The new AAU software allows installation of Bombardier’s Combined Vision System, which brings together features of the synthetic vision system and enhanced vision system in a single view aimed at reducing cockpit workload and increasing situational awareness during flights in difficult weather conditions. Bombardier said a Global 6000 is the first to receive the AAU, which the comp[any is installing at its Wichita Service Centre.

“The new software upgrade for the Bombardier Vision flight deck is a gamechanger and we are delighted, along with Collins Aerospace, to bring our operators’ aircraft to new levels of operational excellence,” said Paul Sislian, executive vice president for aftermarket services and strategy at Bombardier. “The Bombardier Vision flight deck has been an important staple on Bombardier Global aircraft for years, and the addition of the Advanced Avionics Upgrade (AAU) ensures our business aircraft continue to be renowned for their impeccable safety, reliability, and performance.”

• READ MORE: Bombardier’s Long-range Global 5500 Enters Service

“The primary objective of this upgrade, and our long-term collaboration with Bombardier, is to proactively provide information to the flight deck that improves safety and confidence in decision making,” said Marc Ayala, senior director of sales, business and regional avionics at Collins Aerospace.

In addition to the Combined Vision System, operators can add other options including ADS-B In/cockpit display of traffic information, or CDTI, and airport moving map/SVS taxi mode. Bombardier also will offer a new weather radar that enables vertical weather and predictive windshear options.

• READ MORE: Bombardier Delivers More Aircraft, Reports Growing Backlog in 2nd Quarter

Installation of the AAU on in-service Global models is available across the company’s recently expanded network of service facilities at locations including Singapore (WSSS), Miami’s Opa Locka airport (KOPF), Melbourne, Australia (YMML) and London Biggin Hill (EGKB). Factory-trained technicians at these facilities will provide “a seamless upgrade process,” Bombardier said.

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Piper Aircraft Inc. released its aircraft delivery and revenue results for the second quarter, which increased compared with the same period in 2022. The company said its performance improved “across all metrics” as the overall general aviation market continued to stabilize.

Piper’s airplane deliveries for the recent quarter increased by seven, or almost 14 percent, while revenue rose by $9 million, or more than 19 percent. The results reflect strong demand for Piper’s M-Class high-performance top-endtop-ene models as well as its training aircraft.

• READ MORE: Sierra Charlie Aviation Orders 50 Archer TX Trainers from Piper Aircraft

Piper said the backlog for the M-Class retail backlog has grown into 2024, while the backlog for trainers extends to late 2025 and 2026, depending on the model.

“The demand of our high-performance M-Class family, featuring the turboprop M600/SLS and M500 as well as the piston-powered M350, is evident in our steady growth,” said John Calcagno, president and CEO of Piper Aircraft. “While new deliveries continue to be strong in Q2 2022, near new, used model availability remains at record lows of about two percent.At the same time, Seminole, Archer, and Pilot 100i sales increased 20 percent versus Q2 2022. We continue to see unprecedented demand for our robust trainers that are built for the rigors of real-world training environments, meeting the demands of world-class training academies all over the world.”

• READ MORE: Piper Aircraft Announces New Parts Manufacturing at Oshkosh

In addition to success in the domestic market, Piper reported sales around the world continue to grow, with international deliveries up by 50 percent compared with last year’s second quarter. The company also said its brisk delivery performance reflects the diversity of its model lineup, which makes its aircraft appealing to a wide range of pilots.

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The arrow is pointing down for Wheels Up.

The on-demand Part 135 provider, which reserves prepurchased time on airplanes from charter operators through a membership model, on Wednesday announced that it received emergency funding from Delta Air Lines, which owns one-fifth of the company. It postponed its earnings announcement, which was scheduled for Wednesday morning.

Multiple media reports claim the firm said there was “substantial doubt” about its ability to continue operations, even with the investment. Wheels Up stock (NYSE: UP) was in freefall Wednesday morning, tumbling nearly 45 percent.

“Wheels Up Experience Inc. is actively involved in discussions around strategic business partnerships for the company and [Wednesday] announced that Delta Air Lines has provided a short-term capital infusion to the company,” the company told investors in a statement.

Wheels Up also said it has entered into a nonbinding letter of intent to sell its private jet management business to private aviation company Airshare. The move sheds non-core company assets and was hinted at in May, when the company underwent a leadership shake-up amid weak financials and whispers of bankruptcy.

Airshare stands to double or even triple its owned and managed fleet if the deal goes through. Wheels Up would be left with some 150 King Airs, Citation Excels, Citation Xs, and other aircraft out of its current fleet of around 1,500, which includes partner aircraft.

The deal is expected to close in the third quarter, subject to customary approvals.

“Airshare has our same dedication to the customer and focus on extraordinary service, and we believe this will be a great destination for our managed fleet and team,” said Dave Holtz, chairman of operations at Wheels Up. “As we looked for a strong partner, Airshare’s commitment to aircraft management and overall customer experience stood out.”

What It Means

Rumors of Wheels Up’s cash flow woes first emerged Tuesday, when Bloomberg News reported the firm would seek emergency funding to keep it afloat. The hope is that shedding the private aircraft management business will help it bounce back after a disappointing few quarters.

Wheels Up became the largest Part 135 operator in the U.S. last year with more than 1,500 owned, leased, managed, and partner aircraft in service. But since going public, the company has lost money each quarter.

Those losses, combined with recent cost cutting, layoffs, and murmurs of bankruptcy, precipitated Wheels Up founder and chief executive Kenny Dichter’s May resignation. The company has yet to name his successor, with former chief financial officer Todd Smith serving as interim CEO. Dichter’s departure also marked a shift in focus toward the company’s core charter business.

In the first quarter of 2023, Wheels Up reported year-over-year revenue growth of $26 million, suggesting some rebound potential. But compared to Q1 2022, it posted a 1 percent decline in active members and a 13 percent dip in live flight legs as its net loss climbed $12 million.

It’s unclear how much the aircraft management division contributed to that figure. But Airshare sees potential in the business.

“Aircraft management has become a core source of revenue for Airshare,” said John Owen, president and CEO of Airshare. “Adding aircraft capacity and valuable owner relationships to our rapidly expanding managed fleet positions us very well for the future.”

Airshare, which also offers days-based fractional ownership, jet cards, charter services, and third-party maintenance, already provides management for the three aircraft types (Beechcraft King Air, and the Cessna Citation Excel series and Citation X) that currently comprise the bulk of Wheels Up’s fleet. Those services also extend to light and large-cabin jets, such as the Embraer Phenom 300 or the Bombardier Global 5000.

Integrating Wheels Up’s base of managed aircraft should add flexibility for Airshare customers. Doug Gollan, editor-in-chief of Private Jet Card Comparisons, reported, “Jet card and fractional customers of the Overland Park, Kansas-based company will now have broader charter options when their program aircraft type doesn’t fit their mission.”

In addition, aircraft owners currently in Wheels Up’s management program will now have increased opportunities to earn money when they aren’t flying by chartering their aircraft to Airshare’s base of customers.

“A core part of our business is aircraft management, and this is certainly going to strengthen that aspect of our business,” an Airshare spokesperson told FLYING. “But we offer a holistic suite of solutions that encompass aircraft management, fractional programs, and charter, and through this potential transaction, every customer we have across all those solutions will benefit.”

Airshare appears to be gathering momentum, having recently placed an order to double its Bombardier Challenger 3500 fleet, expanded into Florida, and extended its brand deal with Kansas City Chiefs superstar quarterback Patrick Mahomes II.

According to research by The Business Journals, the company records around $142 million in annual revenue.

The post Wheels Up Seeks Emergency Funding, Delta Steps into the Gap appeared first on FLYING Magazine.

In a report Tuesday via Bloomberg News, the Part 135 operator Wheels Up is apparently seeking new emergency sources of funding to parlay a worsening cash situation.

In a statement posted within the story, a Wheels Up representative said: “As previously disclosed, Wheels Up is evaluating strategic options to transform our business in close coordination with our financial stakeholders, industry participants, and advisors. Our priority remains continuing to deliver an extraordinary experience for members, and doing that safely, reliably and on-time.”

Wheels Up soared high last year as the largest Part 135 operator in the U.S., and it has attracted marquee investors along the way—and joined pilot development programs such as Delta’s Propel, and ATP Flight School. However, the fact that the New York-based company has lost money each quarter since going public has led to recent shake ups in leadership at the company, and moves to focus in on the core charter business.

READ MORE: Wheels Up Reports Losses, Names New CEO

The company’s current stock price is at $2.40 [NYSE:UP] as of press time. Wheels Up will release its second quarter financial results in an earnings call on Wednesday, at 10 a.m. EDT. FLYING has reached out to the company for comment.

The post Wheels Up Seeks Emergency Funding, According to Report appeared first on FLYING Magazine.

FLYING Media Group has acquired Sky Allies Capital, a provider of aircraft finance solutions for the general aviation industry. Sky Allies Capital will be rebranded as FLYING Financial Group.

Currently, Sky Allies Capital offers loans for new and used aircraft, avionics upgrades, engine overhauls, fleet equipment, flight simulators, and more. Sky Allies has a network of more than 100 financial institutions, offering financing solutions for nearly every type of aircraft or equipment in the market. FLYING Financial will continue current Sky Allies Capital programs, as well as create a portfolio of loan and payment solutions built for aircraft owners, pilots, OEMs, dealers, and flight schools.

Meeting the Industry’s Financial Needs

There are two things that all aircraft dealers in the country are focused on—marketing their aircraft to prospective customers and helping prospects find financing solutions to get deals over the finish line. FLYING is planning to create turn-key solutions and packages for dealers and manufacturers that assist in delivering a massive sales funnel of prospects and prepacked financing solutions for ready-to-purchase customers. 

In April, FLYING launched a used aircraft marketplace known as Aircraft For Sale and plans to invest significantly in this area over the coming months. Aircraft For Sale is an online marketplace and a newsprint-style edition that is mailed to every FLYING subscriber monthly, with listings from aircraft dealers, OEMs, and individual aircraft owners.

“If you are selling an aircraft, you should consider listing on Aircraft For Sale, which offers the largest circulation of pilots and aircraft owners of any classified listings product in the world,” said Preston Holland, COO of FLYING Media Group. “We plan on combining aircraft listings, aircraft media content, and a finance solution through a single platform. We hope to create a frictionless buying and selling experience for all aircraft transactions.”

Bringing New Lenders into Aviation

In addition, FLYING Financial plans to expand the network of lenders that Sky Allies works with, including programs designed to educate and inform prospective banks about the opportunities and challenges that exist in aircraft financing. 

“There are too few financing providers and programs serving the industry today because of the limited number of bankers with personal experience in general aviation. We plan on changing this by creating educational programs and assistance for financial institutions that want to grow their aviation finance portfolios or that seek to build one from scratch,” said Craig Fuller, CEO of FLYING Media Group. 

“FLYING has the deepest library of information on aircraft, equipment, and suppliers of any company in the general aviation industry,” Fuller continued. “By combining our content resources and knowledge of the industry, we can help bankers and financial institutions understand the risks and opportunities in general aviation finance. General aviation needs more banks investing in the business, and we plan to develop that.” 

Customers that are currently looking for financing, dealers that wish to help their customers find low-cost and turn-key financing solutions, or suppliers/manufacturers looking for white-label programs should reach out to FLYING Financial at info@flyingfinancial.com.

About FLYING Media Group

FLYING Media Group is the largest aviation media provider in the world, with content spanning 17 aviation-related brands, including FLYING Magazine, Plane & Pilot, KITPLANES, AVweb.com, and Aircraft For Sale. 

With an audience of nearly 3 million monthly visitors and subscribers, the broad reach of the FLYING platform is unmatched by any other aviation media source.

The post FLYING Acquires Aircraft Finance Broker Sky Allies Capital appeared first on FLYING Magazine.