Computer-Based Maintenance Tracking Flight Training ... - NATA

3 rd Quarter 2007Computer-Based Maintenance TrackingFlight Training Business AttitudesAir Charter Safety InitiativeAlso Inside• Jet Solutions’ Dennis Keith• Defending Your Airport• On-Demand or Scheduled?PRESORTStandardU.S. PostagePAIDSilver Spring, MDPermit No. 1400

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AviationBusinessJournalOfficial Publication of theNational Air Transportation Association3 rd Quarter 2007ISSUE 3 | VOLUME 5Chairman of the BoardReed Pigman, Jr.Texas Jet, Inc.Fort Worth, TexasVice ChairmanDennis KeithJet Solutions LLCRichardson, TexasImmediate Past ChairmanBill KochSevenBar EnterprisesDallas, TexasBoard of DirectorsBruce S. Van AllenBBA Aviation Flight SupportOrlando, FloridaMichael GrossmannCastle Aviation Inc.North Canton, OhioDick HolbertCentral Flying Service, Inc.Little Rock, ArkansasPublisherJames K. CoyneEditorDavid W. AlmyContributing EditorsMichael AncellLinda PylantPresidentJames K. CoyneNATAAlexandria, VirginiaTreasurerJohn LotzMonterey Bay AviationMonterey, CaliforniaChairman EmeritusGreg ArnoldTAC AirTexarkana, TexasFrank MillianJet Source, Inc.Carlsbad, CaliforniaKurt F. SuttererMidcoast Aviation, Inc.Cahokia, IllinoisArt Direction/DesignTimWagnerAdvertising ManagerCheryl StratosAdvertisingFor advertising information, call 703/212-4967or e-mail cstratos@ias-online.net.Produced by103 Oronoco Street, Suite 200 • Alexandria, VA 22314703/212-4967 • www.ias-online.net4226 King Street • Alexandria, VA 22302800/808-6282 • Fax 703/845-8176www.nata.aeroExamining All Sides of Air Charter Safety 19By Lindsey McFarrenA thorough review of air charter safety includes a look at the makeupof the industry, including the number of operators, fleet sizes andtypes, and activity types and how these statistics interrelate.When Can an On-Demand Charter Really Be a Scheduled Flight? 25By Jacqueline RosserAt the recent 2007 NATA Air Charter Summit, jaws dropped when anFAA attorney explained that the manner in which many empty legsare posted or otherwise offered to the public may in fact violate theFAA’s rules prohibiting scheduled service in turbojet-powered aircraftunder Part 135. Turn to page 25 to learn more.An Attitude Adjustment for Flight Training Businesses 32By Dan KidderWhile the Stick and Rudder basics are still sound, more innovativetechniques for imparting the art and science of flying abound.Retired Brigadier General John Lotz, of Monterey Bay Aviation anda member of the NATA Board of Directors, discusses innovations inflight training.Member Profile: Jet Solutions LLC 38By David AlmyJet Solutions’ Dennis Keith has built a career on 15-hour days andseeing around the next bend. Today, he operates 90 aircraft with aneye on future growth. Aviation Business Journal interviewed Keith inhis Dallas, Tex., office.Computer-Based Maintenance Tracking Taking Wing 45By Paul Seidenman & David J. SpanovichAs business aircraft grow increasingly complex, the hangar dooris closing on the era of paper-based maintenance tracking. Just ascommercial airline maintenance records long ago migrated to thecomputer, so too is the same information pertaining to businessaircraft inspections and repairs.President’s Message | By James K. Coyne7Inside Washington | By Lindsey McFarren11Safety Watch | By Russ Lawton15Lessons from NATA’s Air Charter Summit | By Jacqueline Rosser29The Case for Burke Lakefront Airport | By Thomas P. Slavin58NATA Safety 1 st News 62New NATA Members 65Advertiser Index 66

President’s MessageContinued from page 74.5mm Video Scope Kit$7,995.00Kit Includes: 4.5mm Video Scope,Light Source / Display VPU unit(For Built in Recording and direct connectionto laptop add $595.00)For Further InformationCall: 931-362-4009BorescopesRus2686 Davidson Graveyard Rd.Clarksville, TN 37043brs@borescopesrus.comVisit us on the web at:www.borescopesrus.comoften have advanced symptoms of “get-there-itis,” which can put addedpressure on dispatchers and crew. Plus, the on-demand nature of ourbusiness means that the preparation of crew and aircraft is much moredifficult—and more important. The established routes and schedules ofthe airlines make their planning, training, and oversight easier. For us,every day is a new customer, a new destination, and a new test of oursafety management systems.I hope that as a result of the efforts of the Air Charter Safety Foundation,safety management in the charter industry will become foremostamong all charter management functions. The FAA has alreadydeclared that safety management systems (SMS) will soon be a requirementfor all Part 135 certificate holders. Those systems will neednew programs for training, benchmarking, best practices, audits, andincident and accident analysis that the foundation can provide. Also, asan independent foundation, it can work closely with government andprivate safety experts to develop new risk mitigation strategies.Over the next twelve months, we will be inviting hundreds of aircharter operators to join the foundation as founding members. If youwant to be part of this effort, please call us at (888) SAFE-135. Afteryou review the membership materials, I know you will agree that raisingthe bar on safety within the air charter industry will benefit everyoperator and help you and your customers lay the foundation for astrong, safe, and prosperous future.8 Aviation Business Journal | 3 rd Quarter 2007

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INSIDE WASHINGTONOur VisionBy Lindsey McFarrenOn-demand air charter is one of the safestmodes of transportation. This is notmy opinion—it’s fact, based on statisticsavailable from the National TransportationSafety Board (NTSB). In fact, theindustry just achieved its lowest total accidentand fatality rate in ten years (see “The Viewfrom FL 300” for charter stats). So as the industrycelebrates its stellar safety record for 2006, what isthe point of a new foundation dedicated only to thesafety and security of charter operations?The Air Charter Safety Foundation (ACSF) visionis to promote safety and security of air charter inthe U.S. and worldwide. Certainly a worthy, noblecause, but exactly howdoes ACSF and its governingbodies—the ExecutiveCommittee and theBoard of Governors—intend to achieve thisvision?The Board of Governorsmet recently anddetermined the first goalsfor the ACSF. Two are intricate,ambitious goals, requiring nothing short of culturalchange within the entire charter industry. Othersare shorter-term projects, likely to have a more immediateeffect on individual operators who chooseto take advantage of them.The first complex goal is a single audit standard,acceptable and satisfactory to all factions of the industry.Any charter operator can list the multitudeof audits currently “required” to provide services toa specific fractional provider, broker, or even corporatecustomer—assuming they have enough fingersand toes to count that high. These audits cost operatorstens of thousands of dollars each year and varyin levels of value.The goal here is not only to create a uniform standard,but to raise the bar for many operators whoundergo an audit haphazardly or merely to put the“right” logo on their website. The ACSF has begundrafting such a standard and is incorporating thebest practices and standard operating procedures ofthe industry’s safest, most highly respected operators.A group of almost 20 operators, charter brokers,auditors, insurance companies, and chartercustomers is drafting the audit standard with ACSFguidance. The group has begun writing the auditormanual and will soon train auditors nationwide onthe new audit standard. Operators who successfullymeet the ACSF standard will be featured in anonline registry that is available free to the public,including charter brokers and charter clients.I have no misconceptions that this audit standardwill be immediately accepted industry-wide withopen arms. As with any major cultural change, thisnew audit standard will gain acceptance one operator,one customer, and one aircraft owner at a time.I know the hard work is not over whenthe standard is completed. Theefforts will have onlyjust begun. Once themanuals are drafted andauditors trained, the ACSFwill then commit to overseeingthe audit standard to ensurethat integrity and quality aremaintained from one auditor andoperator to the next.The ACSF’s second major task is to collect independent,objective data. The ACSF will undertaketwo data-collection projects. The first will collectsafety event data. That is, an event that does notrequire reporting to the NTSB or the Federal AviationAdministration (FAA), but that could have ledto such an accident or incident. This data will bede-identified by a third party and analyzed by ACSFstaff. The data will also be available online to ACSFmembers. This project will provide the ACSF andits members with potentially lifesaving trends of“oops” moments that could have ended in disaster.The ACSF will also collect general activity data.The FAA has been collecting data through an annualactivity survey, and although response has increasedeach year, the survey is still not completelyindicative of industry activity. Obviously, we as anindustry know how many accidents and incidentsare reported in a given year. But it’s this simple: Ifwe are not quite sure how much the industry flies,Continued on page 12Aviation Business Journal | 3 rd Quarter 200711

Inside WashingtonContinued from page 11how can we be completely confident in our safetystatistics?The ACSF will develop an activity survey andadminister it through an independent, third-partydata-collection entity. Some of the industry’s brightestminds are working to determine the most crucialdata required for reliable, significant statistics.This quarterly or monthly data will allow the ACSFto better determine a benchmark for safety statisticsand more accurately identify safety trends.Clearly, these efforts are long-term projects, requiringmonths, even years, of cultural change andacceptance from the industry. While the ACSF isdedicated to these tasks, it will also pursue severalshort-term goals.The ACSF will develop a timely, informative website.The site will present several member resources,including guidance materials drafted by theACSF and an online directory of existing resourcesfrom government agencies and private sources. Thesite will also incorporate constantly updated charteraviation safety news.February 2008 will bring the first-ever safetyevent dedicated to the unique needs of the charter"Maintenance Productivityhas never been higherandInventorynever more accurate."Cary A. Winter - Executive Vice President, North American Jetindustry—the Air Charter Safety Foundation SafetySymposium. The FAA and NTSB are partners withthe ACSF in this event. In fact, the NTSB is hostingthe symposium at its training center in Ashburn,Va. Symposium speakers to date include FAA andNTSB representatives, and industry experts havebeen invited.A quarterly print publication will identify and addresscurrent safety and security issues. The yet-tobe-namedjournal will feature articles by respectedoperators and other industry experts, including theoccasional familiar face from the federal government.Meanwhile, the ACSF will be working on moresubjective, less measurable goals. It will reach outto government agencies and the media to provideaccurate, objective information regarding the aircharter industry. It will help individual membersreply to safety- and security-related press inquiriesand guide operators in incident and accidentresponse. And it will continue the great work NATAdoes on safety management systems for operators,teaching members how to implement an SMS intheir companies.I think you will agree that any charter aviationaccident, whether a single-engine piston airplaneflying checks at 3 a.m. or a Gulfstream crossing thepond, is a mar on the entire industry. It is time thecharter industry face this reality head-on. It is timethe industry come together under one independent,objective body to improve its own future. It is timefor the Air Charter Safety Foundation. Join us inachieving our vision.Lindsey McFarren is director of the Air Charter SafetyFoundation. You can contact her at (888) SAFE-135 orlmcfarren@acsf.aero and visit the foundation at www.acsf.aero.CORRIDOR Aviation Service Software is designed for our industry.Designed for your business. It works with your business processesto improve safety, costs, and efficiency.Stop by our booth for a live demo.NBAA 2007 - Atlanta, GASept 25-27, 2007BOOTH #8637Our IndustryFBOsRepair StationsOperatorsMROsRefurb ShopsR&OFixed WingRotorYour BusinessWork OrdersLine ServiceRotablesInventoryPart SalesComplianceAccounting IntegrationQuoting... and more!Ask Around. See who's talking about CORRIDOR.C RRIDORAviation Service Softwarewww.corridor.aero512.918.8900Raise Your Voice, Get InvolvedAs the Voice of Aviation Business,NATA’s focus is to protect the interestsof aviation businesses through agressiveand professional representation. Toget involved, call 800/808-6282 or visitwww.nata.aero.12 Aviation Business Journal | 3 rd Quarter 2007

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WATCHA J-H-A for Your J-O-BBy Russ LawtonAlmost every job has some element ofrisk associated with it. Okay, so maybecompared to conducting night landingson an aircraft carrier your job seems likea piece of cake. But there are most likelysome tasks you perform every day thatare potentially hazardous.What do we mean when we say something ishazardous or risky? A hazard is a condition, object,or activity with the potential to lead to an unacceptableloss. Risk is the likelihood that someone will beinjured or property will be damaged as a result ofthe hazard. We classify risk in terms of probability(how often will it occur?) and severity (how badwill it be when it occurs?).For example, an aircraft parked in a hangar withunprotected static wicks on the trailing edges ofaircraft surfaces is a hazard. The possibility thatsomeone could walk into a static wick and get injuredis a risk. Following the industry best practiceof placing a guard over the static wicks reduces therisk of injury.How do you identify the hazards and associatedrisk with your job? One method is to conduct a jobhazard analysis or JHA. We’ve designed a JHA formto help you organize the process (see below). Beginby listing the basic job steps in the form’s first column.Let’s use the example of a line service technicianwho is about to fuel an aircraft. The technicianmust first drive the fuel truck to the aircraft. Whatare some potential hazards with operating the fueltruck? (Enter this list in the form’s second column.)Some possible hazards include:• The truck might not be in safe condition to driveContinued on page 16Job Hazard AnalysisTASK/JOB TITLE: Aircraft fueling JHA NO. Line Service 1PAGE: 1 ofPERSONAL PROTECTIVE EQUIPMENT REQUIRED: DEPARTMENT: Line Service PREPARED BY:Vest, Eye Protection, GlovesDATE:BASIC JOB STEPS HAZARDS UNSAFE ACTS/CONDITIONS HAZARD CONTROL ACTION1. Drive fuel truck to aircraft. • The truck might not be in safe condition to drive• Inspect the truck at the start of each shift• Train each driver on inspection procedures• Perform scheduled truck maintenance/inspections• Immediately remove the truck from service if unsafe to useAUDITED BY – DATE:SAFETY APPROVALOTHERAPPROVALDATEREVISEDDATE REVIEWEDAviation Business Journal | 3 rd Quarter 200715

Safety WatchContinued from page 15• The ramp is congested• There is adverse weather (e.g., thunderstorms,snow/ice, etc.)You can probably envision the possible bad outcomesthat could result from any of the above circumstances.However, being an astute risk managerwho wants to reduce the possibility of injury ordamage, you’ve established a refined set of controlsto counter these hazards. To ensure the truck is insafe operating condition, you’ve implemented thefollowing hazard controls (listed in column three):• Inspect the truck at the start of each shift• Train each driver on inspection procedures• Perform scheduled truck maintenance/inspections• Immediately remove the truck from service ifunsafe to useYour goal should be to list all the methods ofcontrolling each hazard you’ve identified until youbelieve all practical possibilities have been exhausted.Then move on to the next task in the fuelingprocess, which might include the hazards involvedwith approaching the aircraft, such as truck speed,distance, etc. Continue analyzing each step of thefueling process until the truck is back at its assignedparking spot.A word of caution: Always involve the peoplemost familiar with a job task in the job hazardanalysis process, which in this example are the lineservice technicians. This is the only way to get arealistic assessment of the hazards involved and anhonest view of how to control the resulting risks.It’s important to document the entire job hazardanalysis. Once you’re done, a periodic review isin order to determine whether the hazard controlsyou’ve implemented really work or need tweaking.A review is definitely needed if an incident/accidentoccurs or the operation changes, such as newequipment, expanded operations, etc.If you’d like a copy of the JHA form, email us atsafety1st@nata.aero, and we’ll send you one.Win a Breitlingaviator watch!Visit us at NBAABooth #8636 for details.When Hurricane Wilma blew throughFt. Lauderdale, Fla., in October 2005,the local FBO was operational withinfive hours, even amid flipped planes,downed power lines and damaged roofsthat had to be pulled off the runway.Wheels up.©2007 Professional insurance ManageMent, inc.PIM is one of the oldest and most experienced aviationinsurance providers in the industry. For access to allavailable aviation insurance instruments and a quartercentury of creative negotiation and problem solving,call 1.800.826.4442 or visit us at pimi.com.Air Capital of the World P.O. Box 12750 | Wichita, KS 67277 | 316.942.0699 | 1.800.826.4442 | www.pimi.com16 Aviation Business Journal | 3 rd Quarter 2007

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18 Aviation Business Journal | 3 rd Quarter 2007

Examining All Sidesof Air Charter SafetyBy Lindsey McFarrenThis edition of the Aviation Business Journalis largely focused on air charter safety. Todiscuss the topic appropriately, readersmust understand the makeup of the industry,including the number of operators,fleet sizes and types, and activity types.The Industry: View from FL 300The air charter industry is composed of Part 135certificate holders, 91(K) authorized fractional ownershipmanagers, and Part 91 management companies.Not to be forgotten are brokers, customers,vendors (insurance companies, maintenance facilities,attorneys, FBOs, airports, and others), governmentagencies, and the media. Yes, the media isan important, though often forgotten until disasterhits, component of the air charter industry.Active Part 135 certificates nationwide numberedaround 2,347 as of May 30. (“Active” Part 135 certificateshave current Operations Specifications [Op-Specs] issued.) Of these, 22 operators have joint Part121 and 135 certificates, nine have both Part 135certificates and 91(K) authorizations, and two haveonly 91(K) authorization and no Part 135 certificate.Combined, these operators fly more than 11,200 aircraft.However, anyone familiar with the industryknows Part 135 numbers—whether certificates held,OpSpecs issued, or aircraft on those OpSpecs—areconstantly in flux, so these data are to be taken witha grain of salt.More than half of the 2,347 certificate holdersoperate two or fewer aircraft. Although large operatorshave significant visibility, only a very smallpercentage of charter operators have more than tenaircraft on their OpSpecs. In fact, on a list of the 100“largest” Part 135 certificate holder fleets, four is themagic number. That’s right—if you have 4 or moreaircraft on your OpSpecs, you’re one of the bigguys!Approximately 35 percent of all aircraft used inPart 135 operations are piston-powered airplanes.Turboprop airplanes make up 17 percent, and jetairplanes conduct 26 percent of Part 135 operations.The remaining Part 135 operations, about 23percent, are performed in rotorcraft.In 2006, on-demand (also referred to as nonscheduled)Part 135 air carriers had just 54 accidents,down almost 20 percent from previous years.Ten of these were fatal, accounting for a total of16 fatalities and a fatality rate of only .28 fatalitiesper 100,000 hours flown. The overall accident ratefor on-demand Part 135 operations was 1.50 perContinued on page 20Aviation Business Journal | 3 rd Quarter 200719

Air Charter SafetyContinued from page 19Table 1.AccidentsSource: National Transportation Safety BoardFatalitiesTable 2. GA vs. Part 135 Accident Rate 1997-2006Accidents per 100,000Flight HoursAll Fatal Total Aboard All FatalPart 121 U.S. Air CarriersScheduled 25 2 50 49 .132 .011Nonscheduled 6 0 0 0 .909 -Part 135 U.S. Air CarriersCommuter 3 1 2 2 1.071 .357On-Demand 54 10 16 16 1.50 .28U.S. General Aviation 1,515 303 698 538 6.64 1.32100,000 flight hours. Of particular note, there werezero fatal accidents in passenger-carrying operationsusing turbojet airplanes.How do Part 135 non-scheduled aviation accidentstatistics compare to other sectors of the aviation industry?Table 1 presents 2006 preliminary statisticsfor Part 121, Part 135, and U.S. general aviation.When compared to general aviation, the charterstatistics look pretty good. General aviation suffered1,515 accidents in 2006, with 303 of them resultingin more than 698 fatalities. Table 2 comparesgeneral aviation and Part 135 accident rates over a10-year period.If the charter industry is looking for a goal to aspireto, we need only look as far asthe scheduled Part 121 industry.With a scant 25 accidents in 2006and only 2 of them resulting in fatalities,scheduled Part 121 operationsachieved an accident rate of.132 per 100,000 flight hours andonly .011 fatal accidents in 100,000flight hours. Table 3 compares Part121 and Part 135 accident ratesover a 10-year period.Two Sides to Every StoryCertainly the on-demand Part135 safety statistics mean charteraviation is one of the safest modesof transportation, but we are allfamiliar with tragic accidentsthat occurred on positioning legs flown under Part91 operating rules. These accidents don’t “count”against the Part 135 statistics (or Part 121 statistics,for that matter). Instead, they fall in place with allthe other general aviation accidents.Isn’t it appropriate for accidents that take placewhile operating under Part 91 to fall squarely withinGA statistics and for Part 135 accidents to mean“only those operating under Part 135 at the timeof the accident”? After all, that’s what the NTSBcategory reads: “U.S. air carrier operating under 14CFR 135.” But should the charter industry hold itselfaccountable for accidents that occur on Part 91positioning legs? These flights, while operationally876543210'97'98'99'00'01'02'03'04'05'06135 Fatal135 AllGA FatalGA All20 Aviation Business Journal | 3 rd Quarter 2007

Table 3. Part 121 vs. Part 135 Accident Rate 1997-20063.02.52.01.5135 Fatal135 All121 Fatal121 All1.00.50.0'97'98'99'00'01'02'03'04'05'06non-commercial because no passengers or cargo arecarried, are nonetheless conducted at the requestand for the benefit of the certificate holder. Well,the answer is a qualified “maybe.”In fact, it is likely that a case-by-case determinationbased on the facts of particular accidents isneeded. Although there are lessons to be learnedfrom any accident, those that occur under Part 91operating rules but under the direct control andoversight of a Part 135 certificate holder deserve theindustry’s studious attention.A recent FAA Safety Alert for Operators (SAFO)spoke directly to Part 91 positioning legs. Accordingto the SAFO, of all turbine airplane accidentsfrom 1997 through 2005, 48 accidents (more thanone quarter of all turbine airplane accidents inthat timeframe) occurred during a flight the NTSBidentified as a “positioning” flight in the accidentreport. The purpose of the positioning legs includedpicking up passengers, maintenance ferry flights,“tail end” ferry legs, and other reasons.One pointed example is a June 2004 accidentinvolving a Beech 200. According to the NTSBprobable cause report, an IFR flight plan and slotreservation had been filed for the planned flightover mountainous terrain. The flight crew intendedto reposition to an airport about 30 miles southeastof the initial departure airport, pick up passengers,and then complete a revenue flight to anotherContinued on page 22Aviation Business Journal | 3 rd Quarter 200721

We must also delve into those accidentsincluded in the general aviationstatistics. These accidents providelessons we can use to make changesto our procedures, decision-makingprocesses, and even corporate culturesto avoid similar accidents in the future.Air Charter SafetyContinued from page 21airport. The airplane departed VFR, and the flightcrew never activated the flight plan. Instrumentmeteorological conditions prevailed near the accidentsite about the time of the accident. Both crewmembersdied. Of particular note in this case is thecertificate holder’s record: The aircraft operator wasinvolved in two prior weather-related accidents,both of which resulted in fatalities. A third accidentwent unreported, and the weather at the time ofthat accident was unknown.What practices and policies were in place to addressthese issues? Did the corporate safety cultureof the Part 135 operator contribute tothe crew’s operational decisions thatday? What direction and leadershipwere provided by the managementand executives of this air carrier?The charter industry must takeownership and responsibility for Part91 accidents like this one that occurat the request and under the supervisionof a Part 135 certificate holder. That said, thedata do not make this an easy task. The severalPart 91 positioning flight accidents that occur eachyear are lumped in with more than 1,000 of themore traditional general aviation accidents, whichinclude everything from a student pilot crumplinglanding gear to large business jets on corporate orpersonal flights. And the concept of a “positioning”flight is not uniformly applied. Flights labeled as“positioning” could be from one Part 91 corporateflight to another or any combination of scenariosthat don’t involve a Part 135 operator. Only a thoroughreview of the narrative of a particular accidentcan determine if it occurred while under thecontrol of a Part 135 operator. And that assumes adetailed narrative is available!Good Work Must ContinueThe bottom line is that the air charter industrymust not rest on its laurels following a seemingly“good” year. If, as an industry, we are truly committedto safety, we cannot just celebrate the ondemandPart 135 statistics reported by the NTSB.We must also delve into those accidents includedin the general aviation statistics. These accidentsprovide lessons we can use to make changes to ourprocedures, decision-making processes, and evencorporate cultures to avoid similar accidents in thefuture. We must also call upon the NTSB to providemore detailed information on Part 91 accidents soall industry segments can better analyze the data toidentify trends.There are two sides to every story, even somethingas “objective” as statistics. Yes, we are andshould be very proud of our ability to move passengersand cargo safely across the country and aroundthe world. But we must not neglect our noncommercialoperations. It’s time we examine the “other”side.Lindsay McFarren is director of the Air Charter SafetyFoundation. She can be reached at lmcfarren@acsf.aero or (888) SAFE-135.22 Aviation Business Journal | 3 rd Quarter 2007

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When Can an On-Demand CharterReally Be a Scheduled Flight?By Jacqueline RosserAt the recent 2007 NATA Air Charter Summit,jaws dropped when an attorney withthe Federal Aviation Administration (FAA)explained to attendees that the mannerin which many empty legs are posted orotherwise offered to the public may infact violate the FAA’s rules prohibiting scheduledservice in turbojet-powered aircraft under Part 135.As part of a broader discussion involving thefuture of brokers, Joe Conte, manager of the operationslaw branch within the FAA Chief Counsel’soffice, touched on a subject gaining attention withinthe agency: defining what is and, more importantlyfor Part 135 operators, what is not a schedule. Inrecent years, operators have found methods toalert consumers to available empty-leg flights (alsocalled positioning, one-ways, and deadheads). Butoperators should proceed with caution because,according to Conte and a 2006 FAA legal interpretation,these flights may in fact meet the definitionof a “schedule” and therefore must be conductedunder Part 121 if a turbojet-powered airplane or anairplane with more than 9 passenger seats is used.Current regulations define a scheduled operationas one where the operator holds out to the public,in advance, the departure location, departure time,and arrival location. In the 2006 interpretation, theFAA expanded upon what conditions might lead toa determination that an on-demand operator hasconducted an operation meeting the three elementsof a schedule. This interpretation as well as otherrelevant FAA legal interpretations are available fordownload at www.nata.aero/emptylegs.During his presentation, Conte noted that whenan on-demand operator offers the use of an “idleaircraft” that includes a relatively brief departurewindow and if the operator states the locationwhere the aircraft must arrive, the FAA will likelyconsider the operator to have “held out” the flightand to have operated on a scheduled basis. Importantly,beginning with the introduction of Part 119,all scheduled operations using turbojet-poweredaircraft (or using any piston or turbo-prop airplanewith more than 9 passenger seats) must be conductedunder Part 121.In 1997, a new set of FAA regulations took effectthat dramatically changed the regulatory environmentfor all air carriers. Commonly known as the“Commuter Rule,” the new 14 CFR 119 (Part 119)reclassified the certification and operations specificationsrequirements for air carriers. The mostsignificant change was that scheduled commuteroperators previously operating under Part 135 weretransitioned to Part 121. As part of this transition,the FAA restricted the ability of Part 135 on-demandoperators to conduct even occasional scheduledoperations. Under today’s rules, an on-demand operatormay conduct scheduled flights in an airplaneunder these limited conditions:1. The airplane used must be piston- or turboproppowered,2. The airplane used must have a maximum seatingcapacity of 9 passenger seats or fewer,3. The airplane used must have a maximum payloadof 7,500 pounds or less, and4. The operator is limited to conducting fewerthan five round trips per week between any twopoints.Therefore, whenever a turbojet-powered airplaneis to be used in an operation that meets the defini-Continued on page 26Aviation Business Journal | 3 rd Quarter 200725

On-Demand CharterContinued from page 25tion of a scheduled operation, that flight may not beconducted under Part 135 under any circumstances.Scheduled flights in turbojet-powered airplanesmust be conducted under Part 121 regulations.The restrictions outlined above are articulated inthe definition of “on-demand operation,” while thethree elements of a schedule are found within the“scheduled operation” definition. Both definitionscan be found at 14 CFR 119.3.Any empty-leg flight offered (either directly orthrough a broker) by an on-demand operator issubject to a possible FAA determination that the operatoris offering scheduled service without holdingproper authority (i.e., a Part 121 certificate), and istherefore in violation of the regulations, when theoperator offers the departure date, departure location,and arrival location and if such flight will be ina turbojet-powered airplane.How to Offer Empty-Leg FlightsSo how can an operator offer empty-leg flightswithout running afoul of the regulations? The FAAinterpretation asserts that any time the three elements(departure location, departure time and arrivallocation) are held out for a passenger-carryingoperation, it is a scheduled operation.Consequently, if an operator sets only two ofthose three elements, the FAA likely will not deemthe flight to have been a scheduled operation. Ifany one of the three elements is of the customer’schoosing, then the flight can be viewed as an ondemandoperation.During the informal discussion with NATA membersduring the Air Charter Summit, Conte wasclear that if only two elements are held out andthe third is at the customer’s discretion a scheduledoes not exist. However, he cautioned that the thirdelement must genuinely be determined by thecustomer. This position is supported by the 2006FAA legal interpretation. When pressed on the issueof “departure time” windows, Conte indicated hisbelief that the agency would not likely deem a fivedaydeparture window as establishing a departuretime element, but that a 48-hour window (or less)would likely be deemed to be establishing a departuretime.Specifically the interpretation states: “Havinga time set within which the aircraft must leavesatisfies the ‘departure time’ element,” and “theshorter the departure window..., the more it looksas though this is a scheduled operation.”As an example, an operator may list on a websitethat an aircraft is available for a charter fromSpringfield, Ill., (SPI) to Lexington, Ky., (LEX) withina specified three-day window. If a customer callsto book this flight, that customer must be allowed todepart at a time of his or her choosing. The operatorcannot during this phone conversation explainthat the aircraft is available for the listed price onlyif it departs within the next 24 hours. (See the Q&Asidebar for more examples.)Similarly, if an operator defines a departurelocation and time but establishes a broad arrivaldestination, Conte indicated that the agency wouldagain likely deem the flight to have been an ondemandoperation.No specific information on the exact meaning ofdeparture location and arrival location has beengiven, and there does not appear to be any priorinterpretations or guidance on the precise meaningof the terms, leaving the FAA with additional opportunityfor interpretation.Don’t Hide Behind VaguenessNATA cautions operators attempting to get aroundthe regulations by using vagueness in defining locations,unless the precise departure and/or arrivalairports are truly subject the customer’s desire. Forexample, offering a flight from Southern Californiato the New York area when in fact the customer willbe required to meet the aircraft at Carlsbad (CRQ)for a flight that will land at Teterboro (TEB) is notlikely to pass FAA review. However, if the offer wasgenuine in that the customer could specify anySouthern California airport (that the aircraft couldlegally use) and any airport in the greater New Yorkarea for arrival, the FAA could very easily approvethe deal, particularly if there is a large window ofopportunity for departure time.Operators should ask themselves how the customerwho booked an empty-leg flight would answerthese questions if they were posed by an FAAinspector after flight completion:• Did you choose your departure airport, departuretime, and/or arrival airport?• Did you believe you had any flexibility in determiningthese factors?Ultimately, in any potential investigation, theFAA is likely to review the totality of the circumstancesin deciding whether a schedule was heldout to the public.This information should not be construed to be legal advicewith regard to any specific advertisement or aircraft operation.It is merely intended to provide information to aidoperators in understanding the current issues surroundingthe status of empty-leg flights and how the FAA may evaluatesuch flights. Operators are encouraged to consult appropriatelegal counsel with specific questions about their empty-legflight offerings.26 Aviation Business Journal | 3 rd Quarter 2007

Q & A1. If I offer only two elements of a schedule on awebsite and then verbally communicate the thirdelement, I haven’t published a schedule, so am I stilllegally operating the flight under Part 135 on-demandrules?Example: Website offers a GV as available for a flight fromVNY to HPN, but no departure time/window is noted. Acustomer contacts the operator (directly or via a broker)and is told that the flight is indeed available for the quotedprice but only if it departs VNY within the next 24 hours.Answer: Based on information in FAA legal interpretationsand comments offered by the FAA,this type of operation could be determined to be ascheduled operation. The three elements that definea schedule are all present (departure location:VNY, arrival location: HPN, departure time: within24 hours). That only two elements were “published”and the third (time) was a verbal statement is irrelevant.Note that the regulations do not require aschedule to actually be published for one to exist.Even though an exact departure time was not specified,the passenger is limited and must leave withinthe specified 24-hour window. The FAA has indicatedthat the narrower the departure window is, themore likely it is that the operator will be deemedto be holding out a scheduled flight in situationssimilar to the example.2. What if I have an airplane based at TEB that is atVNY (the result of a one-way booking) and I offer theaircraft via a broker to any customer willing to departVNY within the next 24 hours on an eastboundflight?Answer: It is likely that you have not met the “arrivallocation” element necessary for establishing aschedule. Based on FAA information, you have likelyestablished the other elements: departure locationand departure time. To avoid the third element,the customer must truly be able take the aircraft toany eastbound location of his or her choosing, solong as the operator and aircraft can legally go tothat destination (i.e., the runway is long enough forthe airplane to land safely).3. The empty-legs are really just a posting of my futurePart 91 flights unless and until someone booksthe flight. Therefore, isn’t it true that I have not heldout a scheduled flight?Answer: You may certainly argue that the flightsposted are only a listing of future Part 91 flights.However, the concern is over what ultimately happenswith regard to a specific flight and the levelof control over any of the three elements that thecustomer was actually able to exercise. These evaluationscan be done post-flight.The most important regulatory determinationis whether a “scheduled operation” (as defined in§119.3) occurred. So, while you may argue that theempty-leg posting did not per se violate FAA regulations(particularly if the flight is never booked bya customer), the FAA could still evaluate any flightoperation after the fact to determine the conditionsof the flight and which party determined each ofthe three elements that comprise a schedule.4. I have a customer that booked a charter flight withus but will not utilize the full capacity of the airplaneand indicated a willingness to share the flight withother passengers to reduce costs. Can I advertisethis flight? Can I verbally steer customers that call tobook flights to this arrangement?Answer: The FAA has stated that even if the initialcustomer’s flight is purely an on-demand charter,the act of telling other third-parties about that flightcould constitute holding out a schedule to those additionalcustomers. That the first customer was ondemanddoes not influence an FAA finding that theadditional customers were sold a scheduled flight.The FAA’s position is that whenever the three elementsestablishing a schedule are present, a scheduleis indeed being offered. The FAA has stated itis irrelevant how the schedule is presented to thecustomer—verbally, Internet, advertisements, orany combination thereof.Jacqueline Rosser is NATA’s director of regulatoryaffairs. She can be reached at jrosser@nata.aero.Aviation Business Journal | 3 rd Quarter 200727

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Lessons fromNATA’s AirCharter SummitBy Jacqueline Rosser, NATA Director of Regulatory AffairThere was much to learn at the 2007 NATA AirCharter Summit. If you didn’t attend the summit,here are the top five issues you didn’thear about firsthand.FAA headquarters attorney Joe Conte raised the hackles of the audience—and aloud collective groan—when he suggested that certain “on-demand” flights forone client might be considered “scheduled” for another. The controversy generatedguidance appearing in this issue of ABJ.Senior leaders of several fractional providers addressed attendees on new businessopportunities and best practices for charter providers supplying surge capacity tothem. Those taking questions included (fromleft) Steve Hankin, president and COO,Jet Direct - Sentient; James P. Miller, executive vice president, Flight Options; DavidW. Gross, vice president of operations, Bombardier Flexjet; and James Christiansen,president, NetJets Aviation.1. Empty-leg postings could be consideredscheduled flights by the Federal AviationAdministration (FAA).Yes, they could be if certain conditions are not met.According to an FAA lawyer speaking at the summitand recent legal opinions, it is possible for emptylegflights to cross the line between on-demand andscheduled operations. There are three elementsthat create a schedule if set by the operator: departurelocation, departure time, and arrival location.As long as the customer can determine at least oneof those elements, the flight is on-demand. However,if the three elements are “held out” by the operatorand a customer books that trip, the FAA maydeem the flight a scheduled operation. (See relatedarticle on page 25.)Continued on page 30Aviation Business Journal | 3 rd Quarter 200729

NATA Air Charter SummitContinued from page 29FAA Director of Flight Standards James J. Ballough, chief of regulatory enforcement for 135 certificateholders, received NATA’s 2006 FAA Customer Service Excellence Award for his collaborative, responsiveapproach to industry concerns. He reiterated the FAA’s emphasis on charter safety. More than 375FAA POIs report up through the agency to Ballough.2. FAA regulations to require safety managementsystems are closer than you think.According to FAA Flight Standards Service DirectorJames Ballough, regulations to require operatorsto develop and implement a safety managementsystem (SMS) are already well underway at theFAA. SMS is a systematic, comprehensive programfor the management of safety risks. These programsintegrate operations and technical systems withfinancial and human resource management for allactivities. A rulemaking proposal could be releasedas early as next year as the FAA has signed internationalagreements calling for SMS implementationno later than January 2009.3. A008 has created a boom in new Part 135certification requests.According to FAA Manager of the Commuter,On-demand, and Training Center Branch HooperHarris, an uptick in the number of aircraft ownersseeking their own Part 135 certificate is yet anotherconsequence of the FAA’s focus on operational control.Owners have often placed their aircraft with anexisting operator to avoid the lengthy process (andhassles) involved with certification. The restrictionsresulting from the new A008, whether real or perceivedby owners, have apparently prompted someto reconsider and seek their own air carrier certificate.However, NATA has learned that depending onthe local FAA office, many new certificate applicantswill have a considerable wait because currentstaff resources won’t permit acceptance of additionalcertificates to manage and oversee. Operatorsshouldn’t fear a flood of new competition; in fact,Former NBC Nightly News correspondent Robert Hager (left) received the 2006 NATAIndustry Excellence Aviation Journalism Award from NATA President James K. Coyne fordecades of unusually responsible and insightful reporting on aviation.” He has beenremarkably balanced in his reporting,” Coyne said.Host of NBAA Regional ForumNovember 8, 200830 Aviation Business Journal | 3 rd Quarter 2007

according to FAA records the overallnumber of Part 135 certificateholders has been on the decline inrecent years.4. NATA’s IC Check softwarecould revolutionize FAA inspection/oversight.A brand new software solutiondesigned from the ground up forPart 135 on-demand operations wasrevealed to the industry. Called ICCheck (IC for “in compliance”), theprogram provides the operator witha compliance-dependant flight releaseonly when all regulatory andcompany-configured requirementsare met. IC Check fully integrateswith many existing flight-planning,maintenance-tracking, and auditorsystems to make the most of Former Senate committee counsels Rob Chamberlin (center) and Sam Whitehorn (left), both now executive vice presidents forexisting tracking programs, but McBee Strategic Consulting, reviewed the status of the FAA funding debate still wending its way through Congress. All agreedIC Check brings it all together to that the FAA’s funding proposal, which would have imposed significant user fees on business aviation, was DOA.ensure a compliant flight beforerelease. The system is so revolutionarythat the FAA has even indicated thatcertificate holders using IC Check could be used byFAA inspectors—with the operator’s permission, ofcourse—to conduct “virtual” surveillance, cuttingdown on intrusive and resource-intensive on-sitevisits.5. National Transportation Safety Board(NTSB) and the FAA endorse the new AirCharter Safety Foundation and pledge tosupport its efforts.NTSB Member Deborah Hersman and FAA AssociateAdministrator for Aviation Safety NicholasSabatini endorsed the creation of the Air CharterSafety Foundation (ACSF), which was formallyannounced to industry during the summit. Sabatinisaluted the formation of the ACSF, calling it anexample of NATA’s and the industry’s commitmentto bring safety to even higher levels. He said that itwill make a positive difference in aviation safety.Hersman has since followed through with her endorsement,offering NTSB support and participationin ACSF’s first safety symposium, scheduled forFebruary 2008.These are just some of the news-making storiesyou missed if you didn’t attend this year’s summit.Be sure to join us in June 2008 for the next NATAAir Charter Summit.Aviation Business Journal | 3 rd Quarter 200731

Successful FlightTraining BusinessRequires an Attitude AdjustmentBy Dan KidderIn an industry dominated by principles definedmore than 60 years ago, innovationhas been slow to develop. Today, many flightschools still fall back to teaching the basicsà la Wolfgang Langewiesche and Stick andRudder. Langewiesche, who would have been100-years old this year, taught his students oneoverriding principle of flight that many in the flighttraining industry should take to heart: attitude determinesaltitude.While these basics of flight are still sound, moreinnovative techniques for imparting the art and scienceof flying abound.Aviation Business Journal spoke with retiredBrigadier General John Lotz, of Monterey Bay Aviationand a member of the NATA Board of Directors,about new innovations in flight training. Lotz attributessuccess in flight training business to a customer-centricapproach, using business strategiesthroughout the organization to best serve customers.His approach examines who the customer is;what his or her capabilities, needs, and desires are;and how to best tailor a training curriculum to meetthose needs. This allows the company to understandand serve the customer better at a lower costwith better results.This topic is near and dear to Lotz’s heart. Hehas applied these innovative business techniquesin theory, as part of his Master’s thesis at HarvardBusiness School, and in practice both as assistantadjutant general for the California Air NationalGuard and in running his own successful flighttraining business at Monterey Bay Aviation.Focusing on the CustomerFor Monterey Bay Aviation, the recipe was one oflooking at the customer base, determining whomthey were serving, and adapting the curriculum tobetter serve their slice of the flight training customerbase.“The thing I tried to do was to be very careful todefine my market to decide who I was going to beselling goods and services to,” Lotz said.Instead of the typical flight training customer,Lotz discovered that his particular marketplace serviceda mainly heavy aviation user. These businesstravelers frequently used charter aviation, had themeans to pay well for services, and were often interestedin purchasing their own aircraft and hiringpilots or learning to fly themselves for much morethan recreational use. Lotz defined these customers32 Aviation Business Journal | 3 rd Quarter 2007

as APUs for Affluent Personal Users.“These were all of my business and professionalfriends who use aircraft or rent aircraft for serioususe. These are not casual users,” Lotz said. “I said,‘This is going to be my market. This is who I am goingto cater to.’”Once he had defined his base customer, Lotz setabout developing a curriculum that met the FAAFlight Training Standards and the needs of thisunique market segment.“I asked myself what kind of environment do thesecustomers like and deserve, and what kind of equipmentand practices should we engage in,” he said.“That differentiated me from the get-go in terms ofhow most operations set up their businesses.”Lotz scrapped the equipment used by the previousowners. He purchased new Cessna 172s andmade sure his instructors were the most qualifiedpilots around. As Lotz set about improving the quality,he also raised the rates he charged for instruction.Lotz joined the Cessna Pilot Center program as ameans to provide structural support for his business.“Cessna had the infrastructure in place to allowus to provide greater utility, greater efficiency,and thus greater value to our customers,” he said.“If on one hand I am going to charge aggressivelyfor above average services, equipment, and personnel,on the other hand I take very seriously theneed to reduce the costs in total as much as I cananywhere in my operation,” he said. “So the CessnaPilot Center, through a structured, well thought out,well designed program, enabled us to get studentsthrough the private license in 55 hours on averagenationally, when the AOPA [Aircraft Owners andPilots Association] was saying the average acrossthe United States for all operators to get the privatepilot license was 80.1 hours. It also gave me astructure that allowed me to try to beat the 55-houraverage.”Putting Technology to WorkTo minimize flight hours while not sacrificingtraining, Lotz introduced flight training devices(FTDs) into his training curriculum. In this way hecould operate similarly to FAA Part 141 Pilot Schooloperations while still offering Part 61 Private PilotInstructor training. By introducing this emergingtechnology, Lotz realized his other goal of producingsafer and better pilots.According to Victor Veltze of Frasca International,an FTD is a training device that consists of a set ofpilot controls identical to an aircraft and a screenUsing simulators and FTDsallows students to learn difficultmaneuvers and principleson the ground at a muchlower operating cost and thendemonstrate them in theairplane.that replicates the aircraft’s movement in responseto the pilot’s manipulation of the controls withoutsimulating the actual movement of the aircraft. Asimulator, on the other hand, usually has a widerscreen, which wraps around the cockpit and integratesa series of computer-controlled servos andpistons to cause the cockpit to actually move inresponse to the pilot’s actions.Both Lotz and Veltze said they have met resistancefrom some Certified Flight Instructors (CFIs)in using simulators but feel that the majority of theopposition is self-serving. They said that many CFIsare worried about losing actual flight training hoursby teaching maneuvers in the FTDs and simulators.Lotz saw the benefit of the FTDs long before heimplemented the technology. “This was five or sixyears ago, and the same Cessna 172 flight trainingdevice that Frasca sells now for $220,000 was selling$450,000,” Lotz said. “So we had to wait until thepricing curve got better.”For Monterey Bay Aviation the time was rightabout 18 months ago, and they were able to gettheir FTD program online.This move came at around the same time thatEmbry-Riddle Aeronautical University (ERAU) alsorealized the savings potential of using Level 6 FTDsfor training. Unlike some state-of-the-art flightsimulators, the Level 6 FTD has no motion system,but it does require all cockpit controls to be fullyand realistically functional. According to a report byDr. Tim Brady, dean of ERAU’s College of Aviation,while a Frasca 172 Level 6 FTD costs around threetimes more than a Cessna 172 aircraft, that cost ismore than offset by the savings in operating costsbetween the FTD and the actual airplane.“But the utility of the simulators is four times thatof the airplane,” Brady wrote. “FTDs have muchlower operating cost and are unaffected by dramaticrises in associated aircraft operating costs such asinsurance.”Integrating FTDs at Monterey Bay Aviationinvolved researching studies done by ERAU on successesoperators were having in integrating FTDswith the actual aircraft in Part 142 Training Centerprograms. The idea was to base their curriculumContinued on page 36Aviation Business Journal | 3 rd Quarter 200733

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Flight Training BusinessContinued from page 33on the Cessna Pilot Center Part 141 standards whileusing the Embry-Riddle data to examine means oftransferring the simulator skill sets to the actualaircraft.In their 2006 report published in the InternationalJournal of Applied Aviation Studies, “Transfer ofTraining from Flight Training Devices to Flight forAb-Initio Pilots,” ERAU professors Nickolas D. Macchiarella,Pamela K. Arban, and Shawn M. Dohertywrote, “The transfer effective ratios indicated that33 out of 34 tasks had positive transfer from FTDflight to aircraft flight. For 18 of these 34 tasks, theexperimental group required significantly feweriterations to achieve PTS standards in the airplaneafter they trained to standard in the FTD.”“You don’t need to build the Taj Mahal,but you should make an effort to havea nice facility. This is the same level ofservice they are already getting whenthey take their Lexus to the dealer forservice. We are only doing catch-upwork; we are not doing innovation. Weare just getting up to the norm of mostindustries.” – John LotzThis same approach is used by students in Part141 programs as well as Part 61. Richard Skovgaard,director of the Flight Safety Academy in VeroBeach, Fla., said the academy uses Frasca Level DCRJ (Canadair Regional Jet) simulators for its AdvancedAirline Training Program. Level D simulatorsreflect correct simulation of the aerodynamicand ground dynamic characteristics of the aircraft,accurately represent the cockpit, and systems andprovide visual and motion systems.This allows students who have conditional offersof employment from an airline to practice maneuversusing that airline’s actual call-outs and proceduresand to demonstrate those procedures to theairline’s specifications.“When they go onto that airline with 250-300hours total they do extremely well,” Skovgaard said.“In fact, during the final ride in the simulator inthis advanced airline training program, the regionalairline is coming in to do the check ride to makesure the student is up to the level the airline islooking for.”By using simulators and FTDs, students learndifficult maneuvers and principles on the groundin the simulator at a much lower operating cost andthen demonstrate them in the airplane.“So where we had maneuvers with a high correlation,we said the student will be taught the skill inthe FTD, they will be taught to Practical Test Standards(PTS), and the only time the student will doit in the airplane is just to demonstrate they can doit in the airplane,” Lotz said. “And we expect themto be able to walk from the FTD to the airplane forthat maneuver and be able to go out and fly it forthe first time to PTS standards.”Extra time is spent on refiningground reference maneuvers, rudderaileron coordination, and spins andstalls sets. Monterey Bay Aviationstudents practice this in a BelancaCetabria, which requires a greaterskill set for recovery than the Cessna172. Lotz said the simulator also givesinstructors greater flexibility to createscenarios that would be too dangerousto perform in the aircraft, such as lossof instruments during a storm.“You can throw scenarios in thereyou wouldn’t want to be doing in theair,” he said.In addition to increased safety, theFTDs and simulators allow for greatertime savings for the student. When amaneuver must be practiced or doneover, the reset is much quicker.Lotz’s theories are confirmed by research fromERAU and Middle Tennessee State University(MTSU) studies and by the FAA. Based on ERAUand MTSU research, the FAA is leaning towardmore scenario-based training programs.The FAA has even discussed the introduction ofa combined private and IFR rating that integratesFTD and real-world training using a scenario-basedcurriculum.Savings Help Boost EnrollmentMore than just way to reinforce training, the FTDsand simulators can act as an incentive for studentswho may otherwise take a pass on enrolling in aflight school. Whether because of a time shortageor because of increasing fuel prices, many potentialstudents are looking for ways to reduce the num-36 Aviation Business Journal | 3 rd Quarter 2007

ers of hours they spend in the cockpit. By reducingthese factors, schools may see an increase inenrollment.“I believe the simulator time is as much as a50 percent per hour reduction in cost,” Lotz said.“When a student has an area he needs to work on,say take-offs and landings, you just freeze frame,rewind, and he can do it over and over and overagain. You don’t have the ten-minutes flying to thepractice area each way. I think for the student thatliterally adds up to better performance of skill setsand better understanding in half the time. The goalis to produce a better pilot in less time.”Lotz said that while the FAA credits only 2.5hours of simulation time, a typical student atMonterey Bay Aviation will spend an additional 10hours in a simulator learning and practicing skills.Proponents of FTDs and simulators do warn thattime in front of a screen should never completelyreplace time in the air. The key, they say, is tostrike the right balance between simulation andreal-world experience.New Demand for Flight TrainingLotz feels that with upcoming modernization of theAir Traffic Control system and broader use of glasscockpits, the flight training industry is due for anupgrade. Additionally, the introduction of very lightjets will make high-performance flight more popularat a time when many flight schools are closingtheir doors.Despite the barrier to entry posed by the highcost of realistic simulators, Lotz feels that if a flightschool runs its operation as a business, the initialinvestment will be well worth the cost.Fewer flight schools will be graduating fewer studentsat a time when many commercial pilots willbe retiring. This shortage of pilots will lead to higherwages, which will in turn attract new studentslooking at aviation as a career field. This, coupledwith the expansion of regional airlines and greateraccessibility of private aircraft, will create tremendousdemand for those few remaining schools thathave modernized to keep up with the times.Skovgaard went even further, warning that ashortage of high-quality CFIs could have a potentiallydevastating impact on general aviation. Heexplained that many regional airlines are snappingup instructors with relatively few hours to workas pilots, and this is leaving a shortfall in qualifiedinstructors. “You have to have more eggs to makemore chickens,” he said.Assessing your market and determining if anFTD fits into your business model are long-term,considerable investments of time and money. Butthere are simple, low-cost steps flight schools cantake to be more customer-centric. “I call it changingthe customer service model,” Lotz said.Changing the Customer Service ModelLotz feels that many flight schools still operate asthey did 30, 40, or even 50 years ago. Phones areoften not answered, and when they are the personanswering them lacks basic knowledge about thetraining program. Facilities are in poor condition,restrooms are dirty, aircraft are not well maintained,and schools have a general shoddy appearance.“I mean, how tough is it to clean a restroom?”Lotz wondered. “You don’t need to build the TajMahal, but you should make an effort to have a nicefacility. This is the same level of service they arealready getting when they take their Lexus to thedealer for service. We are only doing catch-up work;we are not doing innovation. We are just getting upto the norm of most industries.”Lotz suggests training staff in customer serviceskills, building a website with basic informationabout your program, and participating in flighttraining cooperative programs such as Be A Pilot.Lotz said that for some students the time-costratio will always be a factor that discourages themfrom pursuing a private pilot’s license. However,there are large markets of young students who havenot decided on a career field, retirees who wouldbe interested in getting a recreational license, andthousands of affluent personal users who are stillinterested.“The key is to know your market and innovate tomeet that demand,” he said.Aviation Business Journal | 3 rd Quarter 200737

Eye On TomorrowJet Solutions’ Dennis Keith has built a career on 15-hour days andseeing around the next bend. Today, he operates 90 aircraft, with aneye on future growth. Aviation Business Journal interviewed Keith inhis Dallas, Tex., office.When did your aviation gene kick in?For Dennis Keith, it happened when he was 17,in Phoenix, Ariz.“I was going to a high school in Glendale,Ariz.,” he said, “and in came a speaker tomy English class to talk about a vocational technicalschool. The guy said, ‘There’s a field trip tomorrowto Phoenix to visit the school. Anybody interested?’Continued on page 40By David W. Almy38 Aviation Business Journal | 3 rd Quarter 2007

Aviation Business Journal | 3 rd Quarter 200739

“They hired me because I couldfly and maintain the airplane,and I was cheap.”Member Profile: Jet SolutionsContinued from page 39“We had a twelve-page businessplan, of which about two pageswere interesting and the rest wasa dream.”“Missing English was of interest to me, so Igot on the bus and went to Phoenix to see theschool. During the tour, we walked into thisvery large workshop and there were probably 50or 60 radial engines lined up on maintenancerigs, and I thought, ‘Wow! What’s that stuff?!’ I’dnever seen a radial engine before, except maybein a picture.“They said, ‘This is where we teach our FAAapprovedaircraft mechanics course. You can gohere and get your aircraft mechanic’s license,’and I thought, ‘That’s cool. I’ll do that.’”That settled it. Keith’s aviation gene hadkicked in with a vengeance. Two weeks later,he transferred from Glendale to Phoenix UnionHigh School, taking academic classes in themorning and aircraft mechanics courses in theafternoon.“My grades went from straight C’s with anoccasional B to straight A’s because I was supermotivated and having a lot of fun. Within a fewweeks I had a job at Sky Harbor Airport as amechanic’s helper,” he said.“But out on the ramp I noticed these guyswalking out in suits and ties, getting into airplanes,and flying away, and I thought, ‘Thatlooks like fun. Who are those guys?’ Well, theywere corporate pilots flying business trips. Thatwas cool,” he remembered.The year was 1965. The Lear Jet was new, butturboprops were what most businesses wereflying, along with some big twins, such as TwinBeeches. The business jet age had just begun.“My life then pretty much went from there. I’dget up about 5:30 in the morning in Glendale,drive down to Sky Harbor, and take a flying lessonfor about an hour from 6:15 to 7:15. ThenI would go to school, do my academics in themorning and my aircraft courses in the afternoon.By 3:30 I was back at the airport workingas a mechanic’s helper until about 6:00. Tookabout half an hour to grab a taco at Taco Bell,then back to the flight school until 10:00 atnight,” he said.“After I graduated from high school, I went towork as a mechanic, took my paycheck fromwork, signed it over to the flight school, andlived off $20 per week.”Aside from a blooming predisposition towardaviation, a “Type Triple-A” personality, accordingto his wife Mary, also emerged.“Oh yeah, right away. I pretty much livedaviation from 6:00 in the morning until 10:00 at40 Aviation Business Journal | 3 rd Quarter 2007

night, seven days a week. I got my private, commercial,and multi-engine rating on that cycle. Ialso got my powerplant mechanic’s license throughthe school, and then I did my airframe licensethrough practical testing because the school didn’toffer it.“So with those ratings, I started looking for a job,and I found one at a small company in Californiaflying an Aztec. I did that for one year,” he said.“It was an import company that was expandinginto the Southwest, and they wanted an airplaneto get around. I flew almost 600 hours as a pilot forthat company. They hired me because I could flyand maintain the airplane, and I was cheap.“From there, I ended up in Dallas, where I feltthere were more flight opportunities than in Phoenix.In Dallas, I went out and beat the bushes for anew flying job. In the late 1960s, the airlines werein a downturn, and I can remember people tellingme ‘Ah, there’s no flying jobs, there’s just no flyingjobs.’ I’d say within ten days I had probably five orsix opportunities. After that experience, I neveragain believed it when somebody said there’s no opportunity.I’d just say, ‘Well they don’t know whatthey’re talking about.’ So I ended up getting hired asa co-pilot/mechanic on a Twin Beech by Frito-Layin January of 1969,” he said.At the time, Frito-Lay’s fleet consisted of theTwin Beech and a Jet Commander. Pepsi Cola andFrito-Lay had merged in 1965 to form Pepsico, andFrito-Lay was growing rapidly. Keith, not entirelyby chance, was in the right place at the right time,career-wise.Houston, We Have a Problem“Six months later I was in the left seat of a TwinBeech, and I’m 21. With 4 passengers aboard, I wasflying from Dallas to Houston, and about 50 milesnorth of Houston the left engine begins to fail. Iknew what was happening, and the only optionwas to shut it down, which I did, before it cameapart. I first noticed that the left engine had an oilleak, I thought ‘Dang, I’m going to have to fix thiswhen we get on the ground. I kept watching it, andit was getting worse. The oil was really starting topour out, and the engine was starting to rock. AndI thought, ‘This is not good,’ and I start pulling thethrottle back and shut it down. We were at 9,000feet at the time, IFR and thunderstorms in thearea. I called Houston, told them we had an enginefailure, and needed a vector to the nearest suitableairport. They said that the then-new HoustonIntercontinental was opening for the first time that“I knew what was happening,and the only option was to shutit down, which I did, before itcame apart.”morning at 8:00 and it was 7:40, so they openedearly for us.“We got a vector for Houston Intercontinental. Wecouldn’t maintain 9,000 feet on one engine so theysaid go down to 6,000 feet, which we couldn’t hold,so they gave us 3,000, all the while with the rightengine at full power.“Finally, they said, ‘Maintain any altitude youcan,’ and I could maintain 2,800, which made methink about all the times I’d taken off out of Lubbockwhere the elevation’s about 3,000 feet,” herecalled.“Take me to the scene of the crash!” he smiled.“Anyway, I guess one of my claims to fame isthat I flew the first landing and the first emergencylanding at Houston Intercontinental Airport, themorning it opened for business. The reporters werewaiting for a Braniff flight. I was able to roll ontoone of the taxiways. I couldn’t taxi the tail wheeleron one engine, so we were stuck there. Of course asit was the first day, everybody was scrambling. Finallya guy comes out with a jeep and a rope, we tiethe rope around both main gears, we loop it aroundthe ball of the tow bar of the jeep, and he startsslowly pulling us. And I am pumping the brakes totry to control it as he pulls us to a ramp.“The passengers weren’t upset at all. They justsaid, ‘Thanks guys. We’ll see you later’ and went totheir meeting.”“So I found a phone, called Dallas, and said,‘We’ve got a problem. We need a new engine on theleft side. This thing isn’t going anywhere.’“Well, the chief pilot said, ‘Get some boxes, takeeverything that’s of any value off the airplane, andleave it.’ We sold it as is, where is,” he said.“The next week, I’m flying the Jet Commander,which I did for about another year, and then wesold it to James Brown. That was interesting. Webought a Falcon 20. At that time, I had just turned23 and got my ATP and type rating on the sameride. I spent most days flying the airplane andabout as many nights maintaining it,” he said.Continued on page 42Aviation Business Journal | 3 rd Quarter 200741

Member Profile: Jet SolutionsContinued from page 41Alway on the MoveOver the next 26 years of rapid growth at Frito Lay,Keith became chief pilot and director of aviationand even had time to start two companies, KeithProducts and Heads-Up Technologies. He wasrecruited to start FlexJet, Bombardier’s fractionaldivision, in 1995.“There were three of us who started the companytogether,” Keith said. “We had a twelve-page businessplan, of which about two pages were interestingand the rest was a dream. And we went fromthat to a billion-dollar business in four years witha thousand employees. I was the vice president ofmarketing and sales for the first 18 months, then Iwas the president up until 2001. In 2001, my goalsmet, I was exhausted and ready to go do somethingelse, and along came my opportunity with Jet Solutions.”“Over the next five to ten years,we’re going to see consolidationbuyouts in the charter market.I also think you’re also goingto see some charter providersmerging together.”Along the way, Keith’s interest in modernizingFAA regulations was piqued.“Flexjet was operating its aircraft initially underPart 135 because it was unclear back in 1995whether we were going to be operating privately orcommercially. So we started out operating underPart 135, but we learned pretty quickly that a 135business infrastructure designed for typical charteractivity did not lend itself to operating a high utilizationfractional ownership business.“The two operational concepts were in conflictwith each other. The way you would run one airplaneon a charter every couple a days, or twice aweek—the infrastructure necessary to do that andthe infrastructure necessary to run an airplane1,100 or 1,200 hours a year, flying 3 or 4 flights aday, with hundreds and hundreds of pilots movingback and forth off of dozens of aircraft, are justnot the same. They’re fundamentally different. Weimmediately started to have difficulties providingthe levels of customer service that we needed toprovide for fractional ownership to be successful.Without the correct infrastructure in place we hadto fix things with expensive Band-Aids.“The new Part 91K rulemaking process (of whichKeith was a participant) began to address that reality,and we began to adapt. In most cases everythingthat we were doing was as high or higherfrom a safety standard as Part 135 in those days, butour processes certainly evolved with time.”Jet Solutions, Keith’s current company, was flyingcharter before the fractional juggernaut kicked intohigh gear, providing lift to Flexjet.“At Flexjet we were trying to pound a round peginto a square hole, and it wasn’t working, so wepulled it out and redesigned our processes for fractionalownership under 91K.“At Jet Solutions, we downsized the business toa manageable number of airplanes while redesigningso that the systems and processes were exactlythe same as Flexjet’s, and in that process we wentthrough an ISO 9001 certification for both Jet Solutionsand Flexjet. We integrated the systems so thatif 91K had a higher standard then that became ourstandard, and if 135 had a higher standard than thatbecame our standard. We ended up with a higherhybrid standard, common to the two rules.“From a crew and operations personnel standpoint,they didn’t have to keep thinking, ‘Well, whoam I today?’ It was one standard, the same way allthe time.”Today, Keith’s Jet Solutions operates about 90aircraft, the Flexjet fleet.“Flexjet is licensed under its management specsto operate 91K, so anybody who comes in and buysa fractional share and wants to have the airplaneoperated for their personal use (where no re-billingactivity is taking place) Flexjet operates thoseflights, sharing operational control with the owner,”Keith said.“Jet Solutions does the maintenance on all theFlexjet airplanes because they are all part 135,” hesaid.“Flexjet does the release for 91K flights, JetSolutions for the 135 flights. The fractional worldstarted to morph as soon as 91K came into play. Afractional owner now has to elect to either shareoperational control with the manager or turn overoperational control to an air carrier. And more andmore attorneys are advising their clients to turnoperational control over to an air carrier.“There are some downsides to that. The financialdepreciation on your investment in the airplane42 Aviation Business Journal | 3 rd Quarter 2007

changes, and it costs you some money. If you do alot of international flying, sometimes it’s slower toget permits if you’re commercial, where procuringpermits for private operations are easier,” he said.The introduction of the “fractional card programs”(essentially block charter purchases) further enhancesthe market, but then need to be operatedentirely under Part 135.“Jet Solutions has a card program, named Flexjet25,” Keith said. “I’ve sold a lot of cards so far. Wejust started about twelve months ago so we’re off toa good start.”Between fractional, charter, and card program flying,the Bombardier-exclusive Flexjet/Jet Solutionsfleet, joined at the hip, aims to fly each aircraftabout 1,000 hours a year.“Both Flexjet and Jet Solutions are regulatedentities that have been able to maximize the waywe work together. Jet Solutions operates all the 135commercial flights and does all the maintenance.Flexjet operates the 91K flights. Most fractionalcompanies dispatch between 30 and 50 percentof their flights under Part 135 because they don’tfit under the legal safe harbor conditions requiredunder Part 91K,” he said.The 2005 accident at Teterboro airport, whichtriggered an invasive nationwide FAA review ofoperational control among 135 certificate holders,hasn’t changed Keith’s operations a lot, he said.“We’ve been very involved with the FAA to makesure that we can comply with their guidance onoperational control issues. But for top level operators,A0008 (an FAA operational control guidance)codifies what they’ve been doing anyway, and itsort of levels the playing field a little bit. Most ofthe top-level operators in the country had made allof the infrastructure investments to be in complianceall the time. Requiring all to do so makes themarket fair from a competitive standpoint. And theNational Transportation Safety Board has clearlymade a case that the relationship between a managementcompany and an air carrier is important inbeing able to deliver a safe product,” he said.Operators not able to come into compliance withoperational control requirements will “go away,”which is fine with Keith.Consolidation on the HorizonA shrinking Part 135 air carrier community alsomay come as the result of consolidation, in Keith’sview.“This business is ripe for consolidation becausethere are benefits of scale, to operating large fleetsefficiently. Over the next five to ten years, we’re goingto see consolidation buyouts in the charter market.I think you’re also going to see some charterproviders merging together. I don’t know if you’llsee other fractional providers merging togetherbecause we are at four large operations, and they’llprobably just continue to grow.“But on the charter side, the world will change alittle bit. You’re seeing it already, but at a differentspeed than FBO mergers because the merger of 135operators is not as easy as buying an FBO and puttinga new sign up. It’s a much more complicatedoperation.“The guys in the top tier in this market are goingto get benefits of scale because they’ve made theinfrastructure investments. The guys in the middleare the ones that are going to be in play becausethey are either going to make the investments andget big enough on their own to make it work or“Charter and fractional productsare going to blend together ina way that offers a variety ofproducts to any customer, alloffered by the same company.”they’re going to be the ones that are going to haveto start consolidating in a way that makes sense.The little local guy, with two or three airplanes, willstill be around. I think the ones that are at risk arethe medium-sized ones in the big city, with five toten airplanes but competing with people who have90 airplanes. The mid-size guys are competing withbigger guys who have cost-effective infrastructures,so they’re going to have a tougher time.”As a result, five years from now, they’ll be fewer135 operators, but “they’ll be bigger ones,” Keithsaid. “I think the marketplace will be bigger, andthere will be more 135 airplanes out there working.Charter and fractional products are going to blendtogether in a way that offers a variety of products toany customer, all offered by the same company.“You’ll see one-stop shops offering charter, jetcards, fractional shares, management, and full ownership.You pick the provider you want. Over time,you’ll probably buy lots of different products fromthem as your needs change,” he concluded.Aviation Business Journal | 3 rd Quarter 200743

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Computer-Based MaintenanceTracking Takes WingBy Paul Seidenman & David J. SpanovichAs business aircraft growincreasingly complex,the hangar door is closingon the era of paperbasedmaintenancetracking—if, indeed,it hasn’t already shut. Just ascommercial airline maintenancerecords long ago migrated to thecomputer, so too is the same informationpertaining to businessaircraft inspections and repairs.“The major advantage of maintenancetracking software is thatit can track the thousands of partsthat make up an airplane,” saidSean Lancaster, vice president ofBristol Associates, a Washington,D.C.,-based aircraft marketingfirm. “This includes life limitedparts, which require scheduledmaintenance or disposal and mustbe tracked by date and/or utilization.”According to Lancaster, many ofthese software products providesortable alert messages concerningwhen inspections are comingdue. “This is vital to keep theaircraft airworthy, especially sincethe FAA has the authority to spotcheckthe maintenance recordsat any time,” he said. “If the FAAfinds that an inspection has beenmissed, they will likely assumeother inspections have been overlooked,and then things spiral.”But this isn’t just an FAA issue,said Lancaster, who pointed outthat airplanes with an “electronicmaintenance record trail” tendto have a higher resale value.“Without it, the asking price willbe negatively impacted becausethe prospective buyer would haveto cull through page after page ofpaper-based records, which wouldthen have to be manually enteredinto a computerized data base.”Factoring in hourly labor costs,this could range between $20,000and $25,000, which could bededucted from the asking priceof the plane, according to Lancaster.“That’s why, for at least thepast five years, we haven’t seen abusiness aircraft that hasn’t beenon some kind of computer-basedmaintenance tracking program.”Technology Looking GlassDennis Steinbeck, vice presidentof Avtrak LLC, a maintenancesoftware developer in Littleton,Colo., said that the ability to predictwhen maintenance will comedue is a major selling point. Hesaid that developers are strivingto provide “a technology lookingglass” to analyze the operationaltrends of individual components.“They would predict, in realtime, when component failurecould occur. In that way, you canbe better prepared, and downtimecould be reduced,” said Steinbeck,who also considers hosting thesoftware and storing the maintenanceinformation on the softwarevendor’s website to be critical.“The global Internet networkprovides an opportunity for everybodyinvolved with the aircraft’smaintenance to call up the siteand check the maintenance statusand records on a real-time basis.”He said that the Internet givesthe added value of “bridging thecommunications gap” betweenthe aircraft owner and the servicecenter because representativesof both can see the maintenancestatus of the airplane at the sametime.“When an aircraft enters aservice center, it might be determinedthat the owner did notprovide some of the informationthe service center people shouldhave had at the time. With a webbasedsystem, it’s all right therefor everyone to see.”“This effectively gives our customersanother set of eyes,” saidDan Fuoco, service sales departmentmanager of Duncan Aviationin Lincoln, Nebr. “By comparingthe records on the customer’ssystem—if authorized to see it—with what is in the log books, wecan make sure that something hasnot been overlooked or erroneouslyrecorded.”Avtrak’s Dennis Steinbeckreported that web-based maintenancetracking systems have theadvantage of providing instantupdates of such information asservice bulletins or airworthinessdirectives. “To do that, thesoftware vendor simply updatesthe program just one time, andthe new information is displayedon the website, eliminating theneed to distribute huge batches ofnewly updated CDs.”In fact, most major vendors ofbusiness aircraft maintenancetracking software offer Internetaccessibleproducts, and thosewho use them range from large,multi-fleet operators to those withonly a handful of aircraft.AMI Jet Charter, which currentlyhas 85 aircraft operating from45 bases on its certificate, uses sixdifferent tracking programs, allContinued on page 46Aviation Business Journal | 3 rd Quarter 200745

Computer-Based Maintenance TrackingContinued from page 45web based. “They give our maintenanceand quality assurance staffa real-time level of oversight thatwould be impossible using serverbased systems,” said Roy Seward,the Burlingame, Calif.,-based company’smanager of quality assurance.Seward reported that AMI JetCharter is going a step furtherby integrating the products fromtwo software vendors, CAMPand Avtrak, with Flight OperatingSystem, an online schedulingprogram produced by ComputingTechnologies for Aviation,Inc. This will allow integrationof the maintenance data withflight scheduling, permitting theschedulers to cross referencethe available aircraft with theirmaintenance status. “By looking atavailability, down to the numberof days or cycles the aircraft isaway from a maintenance event,we can schedule it so there are noconflicts with servicing,” he said.Mercury Aviation, Inc., a RobinsonHelicopter dealer in Flowood,Miss., and a charter operator offive helicopters, began using theweb-based SkyBOOKS systemjust this year. According to DavidHolder, the company’s maintenancedirector, the expansionfrom three to five aircraft promptedthe decision to scrap manualtracking. “We began to look atautomating maintenance trackingwhen we added a Bell Jet Rangerand a Bell Long Ranger to our fleetof three Robinson R44s becausethe Bell helicopters were morecomplex,” he said. “We concludedthat remaining with a paper-basedmaintenance tracking systemwould be too labor intensive.”Holder said a web-based systemeven has advantages for thepilots. “They can see the maintenanceand inspection status ofthe aircraft and components fromanywhere they happen to be, aslong as they have Internet access,”he said. “As a maintenancedirector, I can access the recordsonline and see what specific maintenanceevents are due at anytime, without having to go into theoffice, simply by calling up theSkyBOOKS website. That’s muchquicker than doing the amount ofresearch we would have to do usingthe old paper records.”Holder said SkyPLUS Technologiesprovides a staff of analystswho keep the aircraft maintenancerequirements current. “Asa small organization, I don’t havea quality assurance departmentonsite, but the SkyPLUS teamwatches all of the maintenancerequirements along with us,”he said. “Also, because all of theinformation is on a website, Idon’t have to worry about makingbackups of the records.”ConsideringPrivacy ConcernsDespite the advantages a webbasedtracking service mayprovide, some operators preferto keep all maintenance recordson an in-house system. “If youwant something that is strictly forinternal use and access, we feelthat most customers under thosecircumstances will prefer theprivacy and security of an onsitesystem,” said Bob Jones, seniortechnical training consultant forAircraft Technical Publishers. TheBurlingame, Calif.,-based companymanufactures several internalserver-hosted maintenance trackingproducts. “Web-based systemsare a viable option, but only if theinformation needs to be reviewedor inspected by people outside ofthe operator’s organization.”Beyond the decision to go withinternal server or web-basedmaintenance tracking products,business aircraft operators alsomay need to choose between“service-oriented” and “technology”products, explained TomGrace, Cessna Aircraft Company’smanager of service informationin Wichita, Kans. Grace said theservice-oriented product tends tobe “tied back to the aircraft OEM”and then made specific to theaircraft.“It is backed up by analysts whoconstantly update the site, takinginto account the informationneeded to maintain the aircraft,”Grace said. “That includes informationabout recent OEM changesto maintenance such as servicebulletins and airworthiness directives.”Cessna makes a service-orientedmaintenance product, under theCESCOM name, for operators ofits Citation jet family. Accordingto Grace, about 90 percent ofCitation owners now subscribeto the system. “If you look at theentire business aircraft fleet (forall OEMs), about two-thirds usesome type of product-orientedsoftware for maintenance planning,”he said. “The rest use atechnology-based or do-it-yourselftype software product, in whichcase the operator is responsiblefor inputting the maintenanceparameters and requirements forhis specific aircraft. This type ofsystem is strictly self-containedand not backed by analysts or anOEM.”Grace predicted that more operatorswill opt for OEM-specificservice-oriented plans becausethey are configured to conform toa standardized maintenance plan,which is constantly updated andsent to the operators. “Also, peoplewho operate business aircraft willhave to start taking a hard lookat fleet-wide implementationsof MSG (Maintenance ServiceGroup) type programs, which areContinued on page 4846 Aviation Business Journal | 3 rd Quarter 2007

Computer-Based Maintenance TrackingContinued from page 46coming along and could impactthe value of their aircraft. That’swhere OEM systems will have anadvantage over the technologytypeproducts.”But just as there are choices ofplans and formats, it is also generallyagreed that the maintenancetracking systems will furtherevolve based on user expectations,which are already beingexpressed.“There are some operators whohave requested a ‘Swiss armyknife’ approach to computerizedmaintenance tracking,” ATP’s BobJones said. “They want a totallyintegrated tool that will not onlytrack maintenance but includetechnician management, billing,and other back-office functions,including inventory control andshop workflow. In the past, it hasbeen very hard to find a tool thatdoes all of this well, but we realizethat this is probably going to bethe next generation of maintenancetracking software.”Bill Mayo, chief executive officerof Mayo Aviation, an aircraftmanagement, charter, and repairstation operator at Denver-CentennialAirport, agrees. “The capabilityto integrate across platforms,such as software designed to trackscheduling and flight activity, isvery important,” he said. “At MayoAviation, we have a separate softwareproduct that tracks schedulingand flight activity. But there isalso an interface that permits ourAvtrak (maintenance tracking)software to work with this productin order to update the flight activityof all the aircraft we operate.It only takes one person to updatethis information.”At the same time, Mayo wouldlike maintenance tracking systemsto cut across more platforms andareas of data. “I’d like to see all ofthe information, coming from themaintenance activities at the hangarentered into a computer, andautomatically updated with a minimumnumber of touch points,” hesaid. “It would be a matter of puttingin the data, which would thenbe sent to where it needs to go,including the individual aircraft’slog books, and the service center’sother record-keeping departments,such as inventory control andparts shipping and receiving. Thetechnology is getting to a pointwhere we’ll be able to have a moreintegrated, enterprise-wide product.”Based on his customers’ reports,there are two main issues concerningthe future of computerizedaircraft maintenance trackingproducts, said Victor Josephson,director of technical solutions forCAMP Systems in Ronkonkoma,N.Y. CAMP is considered theoldest vendor of computer-basedmaintenance for business aircraft.“Some, frankly, want less complicatedand easier-to-use systems.Others would like to see thesystems become more complex,expanding to include inventorymanagement and flight schedulingintegration,” Josephson said.“But the big issue today is theamount of paperwork that still hasto be filled out by hand and signedoff on.”He reported that CAMP Systemssends out approximately 5,300sets of paper reports each monthto its subscribers. “You hear a lotof talk about going to the paperlesshangar, but I don’t know ifwe’ll ever get to that point. It’s stilla paper-based culture.”Still, Bristol Associates’ SeanLancaster predicted that digitizationwill continue to expand aswell as evolve. “Within the nextfive to ten years, maintenancedepartments will be able to scanthe serial numbers on all the partsand components in the airplaneusing a hand-held device, whichwill then download the data intothe maintenance computer,” hesaid. “This will eliminate anymistakes made by copying the informationby hand, eliminate thetime involved in looking up paperrecords, and automatically updatethe records on the part.”But Lancaster cautioned that theFAA still requires paper recordsto be made available for all tasksdone on the aircraft, along with anauthorized signature.“Aircraft maintenance recordsare normally derived from foursources: the aircraft’s own logbooks,the APU (if it has one),each engine’s logbook, and workscope cards. Most of that is still onpaper. For security purposes, weare seeing a trend toward puttingall that in digital form, using scanners,and then storing that informationoff site.”What’s Out ThereWhile it is not intended to be acomplete list of all maintenancetracking systems available forbusiness aircraft, Aviation BusinessJournal has identified seven vendorsthat are considered the majorplayers in this field. In addition toproviding a general description oftheir products, we have includedany new developments that thevendors have made public as ofAugust 1.AircraftTechnical PublishersMaintenance Director PlannerMaintenance Director E-LOGMaintenance Director EnterpriseATP has three products designedfor maintenance tracking within alocal area network (LAN) or singlePC, windows-based environment.Each product caters to any aircraftapplication, including business,commercial, and even militarymodels.Maintenance Director E-LOG,introduced in 1998, is a compre-48 Aviation Business Journal | 3 rd Quarter 2007

hensive system for recording andretrieving all prior maintenanceinformation on the airframe, engines,and component inventory,including compliance and status,archived by category, such as servicebulletins and airworthinessdirectives. Data storage capabilityalso includes a complete componentinstallation and removal history.The system is used to forecastfuture maintenance planningand component requirementsand tracking life-limited parts andcomponent overhauls, off and onwing,with concurrent recordingof cycles, landings, and calendartotals. Component reports for aircraft,engines, or inventory can begenerated. Additional aircraft canbe added to Maintenance DirectorE-LOG simply by cloning an existingaircraft profile.Maintenance Director Planner isa scaled-down version of MaintenanceDirector E-LOG. Introducedin 2002, the system has all thecapabilities of E-LOG except forprovisions to maintain historicaldata. Specifically, it was developedfor those customers moreinterested in having a forecastingtool. In that regard, it has beenconfigured to show the last date aspecific maintenance event wasperformed and when it’s due next.Both Maintenance DirectorPlanner and Maintenance E-LOGhave accounted for over 800 customersto date, of which about 60percent use the E-LOG product.About 90 percent of the customersoperate general aviation aircraftand include corporate and charteroperators. The remaining 10percent are military organizationsand commercial airlines. Amongthe customers are FBOs, of whichmany offer maintenance trackingservices to customers by utilizingATP Maintenance Director.Maintenance Director Enterprise,introduced in 2000, is anenhanced version of MaintenanceDirector E-LOG and was designedfor operators of large aircraftfleets, particularly those of at least50 aircraft. Its major advantage isincorporating additional reportingcapabilities, particularly withregard to data query options thatgroup and sort aircraft by typeor fleet. A few large FBOs, someairlines, and one military operatorare among the customers for theproduct.The software for all three productsis distributed on a CD fora one-time purchase fee, whichalso includes one year of trainingand support. After the first year,customers can purchase an annualtraining and support contract.Maintenance Planner is the lowestcost at $1,200 for use on a single,stand-alone PC. Additional packagesare available for the LANversion of the software, whichincludes a separate LAN-enablingCD, with cost predicated on thenumber of users. The base pricefor the high-end MaintenanceDirector Enterprise is $4,500.For an additional charge, pricedas an annual subscription, ATPfurnishes maintenance schedulesfor any specific aircraft type, listingall maintenance requirementsfor that aircraft. The schedule isnormally updated monthly usinga CD that is sent to the customers.This add-on relieves the user fromthe task of manually entering themaintenance requirements intothe system. The ATP maintenanceschedules can be modified by usersto meet their tracking requirements.About half of ATP’s subscribersto Maintenance DirectorPlanner have selected this service.Continued on page 50Aviation Business Journal | 3 rd Quarter 200749

Computer-Based Maintenance TrackingContinued from page 49Avtrak LLCAvtrak GlobalNetIn 2001, the Littleton, Colo.,-based company introduced AvtrakGlobalNet, a web-based productthat caters to maintenance managementof corporate and ondemandcharter business aircraft.According to Dennis Steinbeck,Avtrak’s vice president, Global-Net was the first Internet-basedmaintenance tracking system forbusiness aircraft and is tied forfirst place with CAMP in termsof registered aircraft. Currently,there are more than 4,200 aircrafton GlobalNet, representing140 different aircraft types andmodels. Of that group, about 95percent are turbine driven.GlobalNet’s design philosophy isone technology, one common interface,which is compatible withany aircraft type and fleet size. Itwas also built for ease of use, evenby those who are not aviationmaintenance technicians.Avtrak, which is available by annualsubscription, offers a singlesource for the maintenance managementof as little as one aircraftup through large fleets with mixedtypes. Subscriptions are not onlymade directly with customers, butindirectly through some aircraftOEMs that will offer the Global-Net technology under their ownprivately branded system. OEMprivate brands account for some25 percent of GlobalNet users todate.All information pertaining to themaintenance status of customers’aircraft is managed by Avtrak andstored on a secure website accessiblevia password.In early 2007, Avtrak addedinventory control and work ordertracking and management capabilities,along with a mobile portalinterface, enabling user accessfrom any mobile wireless device.CAMP SystemsCAMPFor nearly four decades, CampSystems, headquartered at NewYork’s Islip-Long Island Mac-Arthur Airport, has offered itscomputer-based maintenance,planning, scheduling, and trackingsuite to business jet operators.The software debuted at the timethe first Gulfstream II went intoproduction, and this market segmentwas initially targeted. Sincethen, CAMP has been applied toall business aircraft types—fromsmall twin turboprops to BoeingBusiness Jets, as well as standardcommercial airframes configuredas VIP or head-of-state transports.In the late 1990s, the softwaretransitioned from mainframe systemsto the Internet.Subscription costs are predicatedon aircraft type, which factorin size and system complexity.Currently, there are 5,300 aircrafton the CAMP subscription list,representing 130 different aircraftmodels.Backing the website are 75analysts, available for customersupport and located at CAMPSystem’s locations, including theIslip headquarters; Miami, Fla.;Wichita, Kans.; Merrimack, N.H.;and Paris, France. The analystsinclude groups who specialize invarious aircraft models and whoseknowledge base includes the aircraftsystems, an understanding ofeach OEMs maintenance manualstyle, and how to work with it.The analysts are considered tobe an extension of the customer’smaintenance staff.CAMP has been able to accommodatecustomer-scanned orfaxed documents since 2005. Oncetransmitted to the CAMP system,those documents are added to thecustomers’ aircraft maintenancerecords, stored on the CAMP website.Cessna Aircraft CompanyCESCOMWhen Cessna delivered its firstCitation business jet in 1972, itoffered CESCOM as a standardized,computer-based method forowners to create a maintenancelogbook. Today, more than 90 percentof the Citation fleet is maintainedusing CESCOM.CESCOM’s primary function ishelping current Citation operatorsadhere to all maintenance schedulingrequirements of the OEMspecificitems on each aircraft.As an added benefit, it providesan apples-to-apples comparisonfor all subsequent owners of theaircraft, verifying the extent towhich those aircraft have beenmaintained in accordance withthe OEM’s standards.CESCOM, which is available byannual subscription per coveredaircraft, is an Internet-based serviceusing a secure website. Thesite is completely integrated withthe Citation Service Center network,along with Cessna’s publications,reliability engineering, andmaintenance engineering departments.CESCOM allows automatic entryof maintenance log data, eliminatingthe need for manual paperworkentries. In February, Cessnaadded the Fleet Dashboard Report,which provides a snapshot ofevery aircraft in the fleet, showingits current maintenance status. Asa result, CESCOM subscribers cannot only view the maintenancestatus of their aircraft but willsee an itemized list of tasks duewithin the next 14 days.Currently, Cessna is updatingthe system to comply with apolicy to transition all Citations toan MSG-3 maintenance plan. Thisis projected to increase up timeand lower maintenance costs,given CESCOM’s fleet-wide trendContinued on page 5250 Aviation Business Journal | 3 rd Quarter 2007

Computer-Based Maintenance TrackingContinued from page 50monitoring capability.Cessna plans to announcethe latest feature of CESCOM atSeptember’s NBAA conventionin Atlanta, Ga. This email alertservice will automatically notifyeach CESCOM subscriber when amaintenance task is due.GulfstreamAerospace CorporationCMP.netIntroduced in 2004 by the Savannah,Ga.,-based manufacturerof high-end business jets, theInternet-based system is availableto any Gulfstream operator by subscription.It is also fully accessibleby any FBO or independent maintenancerepair and overhaul facility,with prior customer authorization,typically for a specific timeperiod. Most users are Gulfstreamoperators’ in-house maintenancedepartments.CMP.net is the only OEM-approvedmaintenance tracking systemfor Gulfstream jets, and it providesreal-time access and updatesto the aircraft maintenance data.With a direct link to GulfstreamPublications, the OEM-generatedtask cards are used to performmaintenance on the aircraft andupdate the compliance database.Using a single software platform,CMP.net can track a single ormixed fleet of Gulfstream models.Users can access maintenancedata wherever an Internet connectionis available, but only throughthe customer’s myGulfstream.comaccount, where a single sign-onauthentication is performed. Todate, some 98 percent of the Gulfstreamjet fleet has been switchedto CMP.net, as the operators’choice of maintenance trackingoptions.Gulfstream continues to investheavily in product enhancementand development based on customerinput. Currently, updatesfor the CMP.net program arereleased monthly.SeaGil Software CompanyBART MaintenanceMarketed to all segments of thegeneral and business aviationcommunity, BART Maintenanceis part of a suite of integrated softwareprograms, configured for useon Windows 95/98/XP and 2000/Computerized Maintenance Tracking Products at a Glance(All data was supplied by software vendors.)Software Product Vendor/Mfg. Platform/Capabilities Terms & Average Price-Range Customer / Sales ContactAvtrak GlobalNet-----------------------------For -- Part 91 Corporateflight departments ; Part135 Charter Operators;Management CompaniesAvtrak GlobalParts –Inventory Control andPurchase Order System------------------------------For -- All Part 91 and Part135 General Aviationaircraft operators andmanagement companiesthat need to stock andmanage parts inventoryAvtrak, LLCDenver Office (Hdq)10822 W. Toller DrSuite 250Littleton, CO80123(303)745-5588Wichita Office2959 N Rock RdWichita, KS 67226(316)630-0188www.avtrak.comAvtrak, LLCDenver Office (Hdq)10822 W. Toller DrSuite 250Littleton, CO80123(303)745-5588Wichita Office2959 N Rock RdWichita, KS 67226(316)630-0188www.avtrak.comWeb Based System----------------------------------OEM Approved/AcceptedAnalyst SupportedMixed Fleet Support – 140different makes and modelssupportedEasy to UseTask CardsWeb Based System----------------------------------Integrated Purchase Order andReceiving systemMinimumOrder levelsHandles Multiple/vendor PartnumbersPowerful search capabilitiesAnnual subscription-------------------------------------------Price varies with level of service andtype of aircraftAnnual subscription -- per location; notper aircraft-------------------------------------------$3,000 per year, per locationDennis SteinbeckVice President303-745-5588 X 203dsteinbeck@avtrak.comDennis SteinbeckVice President303-745-5588 X 203dsteinbeck@avtrak.com52 Aviation Business Journal | 3 rd Quarter 2007

NT personal computers. SeaGil,based near Atlanta, Ga., has beenproducing aviation managementsoftware since 1985.BART Maintenance is madeavailable to purchasers on a CD.It can also be downloaded fromSeaGil’s website, although thesystem itself is designed to workon an internal server network.The cost is predicated on a onetimecharge for the software, plusa nominal annual fee that coverssoftware updates and customersupport—via phone or e-mail—as well as training using a SeaGilweb-based tutorial. The site isaccessible via a user name andpassword.Among BART Maintenance’skey features are components, inspections,and technical bulletinstracking; due dates tracking bydate and/or time and cycle; andmaintenance work order creation.BART Maintenance was deliberatelydesigned without globalInternet access to answer securityconcerns of many customers,which include the maintenanceand support staff of corporateflight departments and charteroperators flying single and multipleaircraft fleets. Each customerContinued on page 54Software Product Vendor/Mfg. Platform/Capabilities Terms & Average Price-Range Customer / Sales ContactAvtrak GlobalWorks –Work Order tracking andmanagement------------------------------For -- All Part 91 and Part135 General Aviationaircraft operators andmanagement companiesthat maintain their ownaircraft.BART Maintenance------------------------------For -- Corporate and CharterOperatorsCAMP------------------------------For -- Corporate FlightDepartments, MROfacilitiesAvtrak, LLCDenver Office (Hdq)10822 W. Toller DrSuite 250Littleton, CO80123(303)745-5588Wichita Office2959 N Rock RdWichita, KS 67226(316)630-0188www.avtrak.comSeaGil SoftwareCompany6020 Parkway NorthDriveBuilding B, Suite 900Cumming, GA 30040USAwww.seagil.comCAMP SystemsInternationalLong Island MacArthurAirport999 Macroni AveRonkonkoma, NY 11779WWW.CAMPSYSTEMS.COMWeb Based System----------------------------------Work Order tracking andmanagement systemthat isfully integrated with AvtrakGlobalNet, GulfstreamCMP.net, Sikorsky Helotrac II, Sino-Swearingen MX.Full Parts and LaboraccountabilityTask card/Work PackagesSingle point of entry updateswork order system andtracking systemSecure Web Based AccessPC Based----------------------------------Track components, inspectionsand technical bulletinsDue dates tracked by date and/or time/cycle trackingCreate maintenance workordersWeb Based System----------------------------------40 year Company History andMethodologyAircraft Maintenance AnalystServices24 hour Turnaround Data EntryServiceSupporting DocumentationArchivingSupporting 130 aircraft modelsAnnual subscription -- per location; notper aircraft-------------------------------------------$3,000 per year, per locationOne-time up-front fee plus annualmaintenance fee.-------------------------------------------$10,000Annual subscription-------------------------------------------$2,500 - $12,500Dennis SteinbeckVice President303-745-5588 X 203dsteinbeck@avtrak.comJanet MurphySales800-481-2593sales@seagil.comDan CarrollSales Manager800-558-6327DCarroll@campsystems.comAviation Business Journal | 3 rd Quarter 200753

Computer-Based Maintenance TrackingContinued from page 53can to make the tracking processas simple or complex as neededbecause it is tailored to any user’smaintenance shop best practices.SkyPLUS TechnologiesSkyBOOKSSkyPLUS Technologies, headquarteredin Jacksonville, Fla., offersSkyBOOKS, a fully integrated,web-based management suite ofapplications. Along with maintenancetracking, the core componentsinclude flight operations,electronic log books, pilot currency,expense tracking, and weightand balance computing, as well asfeatures for compliance with IRSand Sarbanes-Oxley regulations.The largest segment of Sky-BOOKS users, about 50 percent,fly light to medium jets, withcorporate and charter operators inthat group split evenly. Rotorcraftoperators account for about 15percent. Other customers includeMRO facilities, aircraft managementcompanies, and airplanebrokers and resellers. Brokersand resellers can allow customeraccess to SkyBOOKS at no chargefor up to six months for purposesof viewing maintenance records,pictures, spec sheets, and due listson an aircraft slated for resale.Introduced in October 2006,SkyBOOKS is one of the newestproducts of its kind, with initialdeliveries to customers in January.Offered on an annual subscriptionbasis, three-year plansare also offered. In all cases,subscriptions are by individualaircraft tail number, and websiteaccess via password to any sub-Continued on page 56Software Product Vendor/Mfg. Platform/Capabilities Terms & Average Price-Range Customer / Sales ContactCESCOM------------------------------For -- All Citation OwnersCMP.net------------------------------For -- Corporate FlightDepartment, privateowners, managementcompanies, fractionaloperationsCessna AircraftCompanyOne Cessna Blvd.Wichita KS 67277CessnaSupport.comGulfstreamAerospaceCorporationPO Box 2206Savannah GA 31402-2206www.myGulfstream.comWeb Based System(Internet enabled system withan Internet Browser)----------------------------------OEM supported with completeintegration into Cessna’sCustomer Service Network.Easy to use features andreports/Analyst supportedfromCessnaMSG integrationPedigree – the authoritativesource for over 90% of theCitation fleetPrice/Value leaderWeb Based System----------------------------------Real Time data access viainternet connectionReal Time updates – nouploading or downloading ofcompliance data required(The only OEM Approvedmaintenance tracking programfor the GulfstreamFleetdirectly linked to GulfstreamPublications to support OEMgenerated Task Cards. It hasthe ability to track mixed fleetof aircraft on a single softwareplatform.)Annual subscription-------------------------------------------$2000 per year, per aircraftFully transferable annual (12 month)subscription. To re-enroll aircraft thathas been off the CMP programthere is$3,000.00 enrollment fee.-------------------------------------------$3,500.00 to $10,000.00 USDClark Chambers316-517-8903Colette ChamserManager Technical InformationBusiness800-810-4853 X 1-7170Colette.Chamser@Gulfstream.com54 Aviation Business Journal | 3 rd Quarter 2007

Software Product Vendor/Mfg. Platform/Capabilities Terms & Average Price-Range Customer / Sales ContactE-Log------------------------------For -- All Part 91 andPart 135 GeneralAviation aircraft owners;Management Companies;Service CentersAvtrak, LLCDenver Office (Hdq)10822 W. Toller DrSuite 250Littleton, CO80123303-745-5588Wichita Office2959 N Rock RdWichita, KS 67226316-630-0188www.avtrak.comWeb Based System(CD Provided with logbookdata)----------------------------------Digital Archive of yourMaintenance Records/LogbooksWeb Access and CDProvidedSearchable DataProtects value of aircraft incase records are damaged orlostCompetitive PricingInitial one time fee. Annual renewal fee.-------------------------------------------$1,000* per aircraft for initial year.Annual update $250.* Image limits may apply. ContactAvtrak for details.Dennis SteinbeckVice President303-745-5588 X 203dsteinbeck@avtrak.comMaintenance Director E-LOG------------------------------For -- Corporate and Charteroperators, Multi aircraftfleets like schools, clubsetc. Bought by FBO’s forinternal use and as a resaleservice to provide customertracking.Aircraft TechnicalPublishers101 S Hill DrBrisbane CA 94005www.ATP.comStand alone Systemfor PC orLocal Network----------------------------------Use for unlimited aircraft,unlimited modelsUse ATP created and/oruser created maintenancerequirement listsTrack components acrossmultiple aircraft and evenoff-wingForecast by logbook, aircraftor the whole fleet for any timeperiodElectronic logbook w/ historyand printable logbook entrypagesOne time flat fee for software w/ 1 yrtraining/support. Annual maintenance& training option after year 1 @ $700.Updates to ATP Maintenance Schedulesby subscriptio.-------------------------------------------$3500 for stand alone PC. Networkoptions and full electronic logbookoptions at additional cost.Joe MiragliaNational Sales Mgr.800-227-4610sales@atp.comMaintenance DirectorEnterprise------------------------------For -- (Large FBOs, Military,AirlinesAircraft TechnicalPublishers101 S Hill DrBrisbane CA 94005www.ATP.comStand alone Systemfor PC orLocal Network----------------------------------Use for unlimited aircraft,unlimited modelsUse ATP created and/oruser created maintenancerequirement listsTrack components acrossmultiple aircraft and evenoff-wingForecast by logbook, aircraftor the whole fleet for any timeperiodElectronic logbook w/ historyand printable logbook entrypagesExpanded sorting and reportoptions to support large fleetsOne time flat fee for software w/ 1 yrtraining/support. Annual maintenance& training option after year 1 @ $900.Updates to ATP Maintenance Schedulesby subscription.-------------------------------------------$4500 for stand alone PC. Networkoptions and full electronic logbookoptions at additional cost.Joe MiragliaNational Sales Mgr.800-227-4610sales@atp.comAviation Business Journal | 3 rd Quarter 200755

Computer-Based Maintenance TrackingContinued from page 55scriber’s authorized employee orrepresentative.All subscribers benefit from ateam of analysts at the company’sJacksonville headquarters. Theanalysts review all updates foreach registered aircraft, and theprogram provides a prioritized,color-coded alert pertaining toeach upcoming maintenanceevent. This gives pilots and flightdepartment directors timelyinformation as to when a systeminspection or corrective actionmust be planned. The color-codedalerts range from green for no immediateaction required to orange,which indicates that planningshould begin, to red, which meanscorrective action is urgent. Thealerts are automatically displayedupon system log-on.Two MRO variations of Sky-BOOKS are available for theservice center market: SkyBOOKSLite Plus and SkyBOOKS Lite.SkyBOOKS Lite Plus provides acomplete online analyst-supportedmaintenance history of theaircraft and is considered especiallyvaluable for an MRO facilitythat has an ongoing servicing andrepair relationship with an aircraftmanagement firm or corporateflight department. SkyBOOKSLite is for the MRO facility thatdoes not need to keep a completedocument maintenance history ofthe aircraft beyond the last actionperformed and is not analyst managed.However, it does provide aninteractive program and futuredue list capability.SkyBOOKS newest feature, anonline dispatch tool, is slated forroll-out this year. The online toolwill provide prioritized minimumequipment list (MEL) operationsand maintenance tracking andwill be configured for each operator’sMEL.Software Product Vendor/Mfg. Platform/Capabilities Terms & Average Price-Range Customer / Sales ContactMaintenance DirectorPlanner------------------------------For -- (Corporate FlightDepartments, privateowners, or specific aircrafttype) Corporate and Charteroperators, Multi aircraftfleets like schools, clubsetc. Bought by FBO’s forinternal use and as a resaleservice to provide customertracking.SkyBOOKS(Offered in three versions: --SkyBOOKS, SkyBOOKS MRO,SkyBOOKS MROLite)------------------------------For -- Corporate flightdepartments; flightmanagement companies;FAR 135 operators;individual aircraft owners;maintenance providers;aircraft resellers.Aircraft TechnicalPublishers101 S Hill DrBrisbane CA 94005www.ATP.comSkyPlus Technologies1310 Tradeport DriveJacksonville FL 32218www.SkyBOOKS.com:Stand alone Systemfor PC orLocal Network----------------------------------Use for unlimited aircraft,unlimited modelsUse ATP created and/oruser created maintenancerequirement listsTrack components acrossmultiple aircraft and evenoff-wingForecast by logbook, aircraftor the whole fleet for any timeperiodWeb Based System(ASP) forany PC/Mac with internetaccess.----------------------------------Integrated flight operations,maintenance tracking,historical documentmanagementAccessible for managementand shared visibility via theinternetTotal document and assetprotection via archiving alloriginal signed documentsAll documents, data, wiringdiagrams and manualsavailable on the web -- 24/7One time flat fee for software w/ 1 yrtraining/support. Annual maintenance& training option after year 1 @ $500.Updates to ATP Maintenance Schedulesby subscription.-------------------------------------------$1200 for stand alone PC. Networkoption additional costSubscription, one time flat fee etc.Annual and three year subscriptionoptions available.Joe MiragliaNational Sales Mgr.800-227-4610sales@atp.comDavid CoxProduction Manager904-741-8700-------------------------------------------Dcox@skyplustech..comPrice ranges from a low of $500 to$7,000 for a heavy jet56 Aviation Business Journal | 3 rd Quarter 2007

TOGETHER WE CAN FLYThe Hiller Group is a wholesale fuel supplier which provides distinct advantages for ourcustomers. As a Chevron FBO, you can count on a reliable fuel supply from a leading refinerof Avgas and Jet Fuel in the United States. And, we support your business with value addedprograms like our refueler lease program, training, excess liability insurance, marketingsupport, business consulting, data integration services and more. For more information aboutprograms for distributors and to become a Chevron or Texaco FBO contact The Hiller Groupat 813.882.3313 or 800.544.3835.800.544.3835 | www.hillergroup.com

The Case for BurkeLakefront AirportBy Thomas P. Slavin, President, Million Air–ClevelandCleveland, to many, represents the“bull’s-eye of travail” that constitutes ourcountry’s manufacturing sector. Residents,local communities, the media, andnumerous activist groups have, for somereason, identified GA airports as a targetof their displeasure. This relationship could be bestcharacterized as tenuous. What happens at and toBurke Lakefront Airport could portend the futurefor many GA airports around the country.In this heavily populated and still corporationricharea, the four GA airports and Burke Lakefront,in particular, have come under increasing pressureto either modify their aviation use practices or simplyclose. All are increasingly challenged by politiciansand/or citizens groups. The area’s daily andweekly newspapers have made the “happenings”at GA airports front-page news. Talk show shockjocksrant misinformation about the airports andencourage listeners to tell their public officials thatthese airports should be closed. Finally, universityacademics, wearing a mantle of “green,” uniformlyopine against general aviation. GA airports havebecome, like it or not, newsworthy pariahs.Ohio’s auto license plate states: “Birthplace ofAviation.” Nevertheless, there’s likely no place inthe country less supportive of GA than NortheastThis article is based on a speech delivered to the Cleveland City Clubon June 2. The opinions expressed are the author’s alone and do notnecessarily reflect the policies or positions of NATA.58 Aviation Business Journal | 3 rd Quarter 2007

(NE) Ohio. Aviation legends and the businessesthey started have all moved elsewhere: Glenn Martin,founder of Martin Marietta; Donald Douglas,founder of McDonald Douglas; Larry Bell, founderof Bell Helicopter; Dutch Kindleberger, founder ofRockwell International; and finally Russ Meyer, ex-CEO of Bede/American Aviation, who when Bedemerged with Cessna, became the latter’s CEO. Nosign of any of these aviation legends remains inthe area. Local political and business leaders, whenthese companies were fledglings, found little reasonto nurture their retention or growth in NE Ohio.The region is poorer because of their departure.An Anti-Business ClimateSince the 1920s labor union leaders have been particularlysuccessful in organizing employees. Theresult of their effort: high-cost union labor, whichwhile generally skilled and qualified has proventoo expensive to induce GA businesses to locate inNE Ohio. Organized labor, among its accomplishments,managed to infuse a strong populist sentimentwithin its membership. When extrapolated toinclude families and friends, populism became thecontrolling political dynamic. What resulted was ultimatelya succession of pro-labor and anti-businesselected officials.Today’s populist adherents, when discussingGA, trivialize corporate and recreational flying as“rich people’s tools” and view our industry as notbeing socially responsible. Because many, if notmost, of the area’s politicians have never flownon scheduled service, yet alone in a GA aircraft,it’s small wonder that this view persists. As onemight expect, the area’s congressmen and women,when interviewed, are for the most part veryuninformed about GA and show little inclinationto spend time focusing on what they think of asa minor issue. Aviation, to most area politicians,is thought of in two ways: scheduled service and/or a place to procure patronage positions for theirpolitical supporters.There are several critical reasons why closingBurke is a very bad idea:1. Burke is a “Part 139 reliever” airport. It is part ofthe nation’s aviation system, and it is the onlyPart 139-compliant supplemental runway forCleveland Hopkins. The air space in and aroundCleveland is simply not safe absent the existenceof Burke.2. Currently, the 530 men and women who workat Burke collectively earn more than $17 milliona year. These people provide support forBurke-based aircraft and provide ground serviceto more than 55,000 transient and 25,000 flightschool operations annually.3. While Burke is owned by the city of Cleveland,the airport is operated pursuant to FAA guidelines,and the FAA’s Trust Fund provides themoney for most airport improvements. A conditionof the funding mandates that the airportmust continue to be used as an airport for 20years following the last trust fund advance. Soeven if Burke’s current grant balance of $4.1 millionwere repaid tomorrow, the airport still couldnot be closed until 2027.4. Simply put, Burke is a landfill. Approximatelyhalf of what is now a 450-acre airport was builton fill that was unregulated when deposited. Inthe 1950s more than 1,000 city garbage trucksa day dumped refuse on what is now Burke.Ohio’s auto license plate states: “Birthplace ofAviation.” Nevertheless, there’s likely no place inthe country less supportive of GA than NortheastOhio. Aviation legends and the businesses theystarted have all moved elsewhere.Chemical contamination, including “hop spots,”is found on approximately half the airport. Giventhat the landfill ranges from 40 feet to morethan 100 feet, the cost of remediation would beso great that the most ardent close-Burke supporterwould gasp in disbelief.5. Depending on where you are on the 450-acreairport, the water table ranges from 3- to 6-feetbelow the surface. This means the airport’swaterlogged sub-soils have precious little loadbearingcapacity. Absent a passive land uselike aviation, development of Burke makes noeconomic sense.6. The storm sewers at Burke are dysfunctional.These improvements cost taxpayers millions todevelop and refine, and replacing them mightcost more than $100 million. How can a financiallystrapped city like Cleveland even considerdestroying a $100 million asset? Why destroyBurke, when nobody has, or ever will, come upwith an economic reuse plan?Continued on page 60Aviation Business Journal | 3 rd Quarter 200759

Burke Lakefront AirportContinued from page 59Public Benefits from BurkeIf Burke is improved instead of closed, what mightthe public expect? First, the impediments to goodbusiness practice must be rectified. In return, thepublic would see the creation of new good-payingjobs and users would use Burke more. Following aresome examples:• Convert Aviation High School into an aviationincubator and encourage fledgling aviation companiesto get started here. Aviation High Schoolshould not be used to house the homeless.• Affinity group air charter activity, including gamblingand vacation junkets, should be relocatedfrom Hopkins to Burke. This would generateincome for Burke.• Burke is located in a foreign trade zone. Handlingairfreight, through a city-developed publicThe city’s two airports, together with severalother airports in NE Ohio, must be weaned fromtheir parochialism, cut loose from the politicsthat limit them, and made more effective toolsfor the area. Whether in planning or execution,if we operate our area’s airports as part of asystem rather than competitively, we’ll all bebetter off.airfreight terminal, could prove to be anotherwise step in generating multi-purpose uses for theBurke airport infrastructure.• At Burke, patients, body organs, and medical professionalsare transported daily. Why not proposeto the Cleveland Clinic, University Hospitals, andMetro Health Center to build a common medicalpick-up and drop-off facility at Burke? It’s somethingno other airport has done. Patients wouldbe in a controlled environment rather than in anambulance or the lobby of an FBO.• When one of the “grow Cleveland” entities tries toattract a corporate office to the city, the fact thatthe new-to-Cleveland company can base aircraftat Burke or simply use it for takeoffs and landingsis a plus for picking Cleveland. Burke’s tenantsand those that promote Cleveland have to walkand talk with one another.In 20 years I see Burke expanded and growing.I also see both Burke and Hopkins as part ofa regional airport system. The city’s two airports,together with several other airports in NE Ohio,must be weaned from their parochialism, cut loosefrom the politics that limit them, and made moreeffective tools for the area. Whether in planning orexecution, if we operate our area’s airports as partof a system rather than competitively, we’ll all bebetter off.The area’s GA community, if it’s to be successful,must explain its role and value to virtually everyone,and that requires important time and moneycommitments. Effective communication mustinclude engaging the area’s business community.Although the business community owns the bulkof the area’s jet turbine fleet, their public relationsguidelines make them very reticent to step up andback the GA community. They prefer to be anonymousaircraft owners. For the most part, front-andcenterGA airport advocates are the people thatown the small businesses that live symbiotically offof the GA airports, such as FBO operators, maintenanceshops, flight schools, air charter operators,and flight and aircraft brokers.Sending a Nationwide AlertGiven the example of what’s happened over thelast few years in Cleveland/NE Ohio, NATA and itsmembership may have to directly and forcefullyaddress the challenges brought about by airportclosureadvocates. It’s imperative that NATA weaveinto the fabric of our association the disseminationof supportive materials, guides, media assistance,and staff that will help us fight the good fight.Finally, if Cleveland/NE Ohio is in any way anexample of how the public is becoming increasinglyalienated from GA and our airports, it may verywell be time to expand the scope of NATA’s AirportsCommittee to include a standing subcommittee thataddresses closure-related issues.Thomas Slavin is the president and owner of Million-Air—Cleveland located at Burke Lakefront Airport.Following a successful career in real estate and investmentmanagement, he has operated his FBO since1993. An active member of NATA’s Business ManagementCommittee, Slavin was the recipient of NATA’sDistinguished Service to Aviation Award in 2003 forhis leadership in the areas of FBO safety and security.60 Aviation Business Journal | 3 rd Quarter 2007

Air BP Aviation ServicesAvfuel CorporationChevron Global AviationConocoPhillips CompanyExxonMobil AviationThe Hiller GroupLandmark AviationMidcoast Aviation, Inc.NetJetsSevenBar EnterprisesSignature Flight SupportTAG AviationUSAIG

NEWSNATA Safety 1 st ReleasesSafety Awareness DVDNATA Safety 1 st , in cooperation with theFederal Aviation Administration (FAA),completed the first in a series of safetyawareness training DVDs focused onemerging trends in the aviation community.This first training DVD is SafetyAwareness—Ramp Communications Volume 1.NATA has developed many programs over thepast six years to assist members with line trainingthrough NATA’s Safety 1 st Professional Line ServiceTraining (PLST) and safety programs with NATA’sSafety 1 st Management System (SMS) for GroundOperations and Air Operators. The safety awarenesstraining addresses emerging trends that arebecoming more and more prevalent for both groundoperations and air operators.First and foremost, Safety 1 st focuses on communicationas the number-one challenge to any rampor ground operations environment. While rampcommunication between flight crews and groundpersonnel has always been a component of everyground operation, the methods have not alwaysbeen consistent. Most of us learned to use handsignals from the Aeronautical Information Manual.You may remember the chart with the little fellowin various positions. Or maybe you recall the bighands that never quite resemble what a real lineservice specialist looks like from the cockpit. At anyrate, we all learned the basics from many of thesedrawings, but the subtleties were missing. NATA’sramp communications DVD demonstrates morethan 25 hand signals that pilots and line servicespecialists will use on the ramp to communicatewith one another. The DVD training also includesa pocket-size poster depicting all hand signals within-depth visual and text descriptions.General aviation ramps are complex environmentswith a lot of activity and the promise ofmore to come with the advent of the very light jets.Flight crews handle very intricate aircraft, communicatewith ground operations, address customer/passenger needs, and manage all of this whiletaxiing to the correct parking area without hittinganything en route. On the ground, the ramp teamhas an equally complex task. They have a scheduleto deal with and many aircraft coming and going.And everyone wants service at a particular timeand sequence: fuel, catering, ground transportation,baggage handling, and parking for their aircraft.The safety awareness DVD stresses the importanceof flight crews and ground personnel understandingeach other’s duties and responsibilities.Knowing the demands on both the crews andground personnel will foster better understandingand encourage everyone to work together to protectaircraft on the ramp. Understanding the complexitiesof each other’s jobs will not only make theramp a safer, more professional environment, butwill also benefit passengers, who appreciate theprofessionalism they experience on the ramp.NATA’s safety awareness training promotes theconcept of the professional ramp. The professionalramp is comprised of line service specialists whoare trained to perform clear, concise hand signalswith military precision that command respect onevery ramp. It also depicts the right tools to professionallyaccomplish the job. Line service specialistswear appropriate personal protective equipment(PPE) and use ramp tools that include appropriatechocks, fluorescent cones, day or night wands, fluorescentvests, hearing protection, whistles, etc.The aviation environment, particularly the ramp,is a constant flurry of activity every day, rain orshine. Your FBO’s line service professionalism andprecision is noticed by passengers and flight crewsalike. This may be one more reason why aircraftand crews prefer to transit your ramp in lieu of thecompetition.Look for our Safety Awareness—Ramp CommunicationsVolume 1 in the mail. It will be sent to allNATA members as well as NATA PLST and SMSparticipants in September. We encourage everyoneto view the DVD, share it with those visiting yourFBO, and incorporate the concepts into your trainingregimen. Ramp communications and safetyawareness will enhance the safety, quality, andprofessionalism of your operation.62 Aviation Business Journal | 3 rd Quarter 2007

Professional LineService Training UpdateThe NATA Safety 1 st team is busy updatingand enhancing the Professional Line ServiceTraining Program. After in-depth consultationwith members and standing committees,NATA will roll out enhanced online training by theend of the year through its state-of-the-art learningmanagement system developed especially for NATAby Avstar Media.Member feedback helped guide NATA throughthe decision process of web-enabling the PLST.Members stressed the importance of NATA maintainingup-to-date training. NATA’s online training isconvenient and updates can be made one time andthen released to members and participants immediately.Members also wanted to know the status ofeach line service specialist throughout the trainingprocess. The web training will provide electronicrecords that are automatically produced every timea student logs into the training site.NATA’s web training will provide all FBOs withconsistent training. Each lesson will introduceconcepts and topics, clarify lessons through fun, interactiveactivities, and reinforce learning throughongoing quizzes and exams. NATA has engaged theSafety & Security Committee, Business ManagementCommittee, several line supervisors, andthe assistance of R. Bisgard Aviation Consultingthroughout the process to ensure the training passesthe “reality check” requested by member companies.All have given valuable input and suggestions,making this online training one of the most uniqueand intriguing programs NATA will roll out to date.NATA aims to provide participants with a finalproduct before the year ends. In the meantime, wewill share frequent updates with you as we progressthrough this exciting project. Email us at Safety1st@nata.aero with your thoughts and questions.Make sure you take advantage of the many trainingopportunities. A quick guide to seminars offeredthrough the end of this year includes:• The Advanced Line Service Supervisor TrainingSeminar maximizes your company’s efficiency,safety, and profit by providing your line servicesupervisors with advanced training in the latestand best practices.• The Line Service Supervisor Training Seminarenables line service supervisors to better performtheir jobs by arming them with the technical andmanagerial skills they need.• The De/Anti-Icing Seminar ensures that all linetechnicians are thoroughly familiar with theproper de/anti-icing policies and procedures criticalto safe flight.st• The NATA Safety 1 Trainer Seminar teachestrainers how to effectively implement our ProfessionalLine Service Training program and providesproven training tips and techniques.Sign up early and receive the early-bird discountonline at www.nata.aero/events or email acoulby@nata.aero for a brochure today.NATA Safety 1st SeminarsOffer Abundant OpportunitiesMaintaining a competent line service staffis one of the biggest challenges faced byFBOs today. Having highly trained line servicetechnicians not only enhances safety,but also promotes long-term financial success. Byidentifying the knowledge and skills required bythese professionals, the National Air TransportationAssociation has developed some of the best trainingseminars in the industry.Aviation Business Journal | 3 rd Quarter 200763

NEW NATA MEMBERSAssociate• SkyPLUS Technologies, LLCJohn C. WillisChief Operating Officer1310 Tradeport DriveJacksonviille, FL 32218904-741-8700fax: 904-741-0535jwillis@SkyPlusTech.comAirline Services Council• Alliance AirRobert AugustineCargo Handling Svc. Div. ManagerCargo Building 517P.O. Box 66751, AMF O’Hare Intl. Ap.Chicago, IL 60666773-917-2008fax: 773-917-2018baugustine@alliance-air.comHuntleigh USA•Rick PriceRisk Manager10332 Old Olive Street RoadSt. Louis, MO63141-5922314-997-6811fax: 866-615-4325rprice@huntleighusa.comAffiliate• Arthur S. DeMoss FoundationLarry NelsonCFO777 S. Flagler Dr.Suite 1600WWest PalmBeach, CA 33401(561) 804-9020(561) 804-9035larry@bestnews.orgGatlienburg Pigeon Forge Airport•AuthorityEmily HaunOffice Manager1255 Airport RoadSevierville, TN37862865-453-8393gktairport@aol.comRegular• ACP Jets, LLCSuran Wijayawardana3800 Southern Blvd.Suite 101West PalmBeach, FL 33406561-686-5551fax: 561-686-5922flightops@acpjets.comAeronautx Flight Training, LLC•James GoodeDirector of Flight Operations11610 Aviation Blvd.Suite A3West PalmBeach, FL 33412561-493-8040fax: 561-493-8005jim.goode@aeronautx.us• Air ArticMatt AtkinsonFairbanks Coordinator3920 UniversityFairbanks, AK 99709907-474-3550fax: 907-474-4767adventure@northernalaska.com• Air Charter Service Inc.Daniel RichPassenger Sales Executive450 Rexcorp PlazaUniondale, NY 11556516-432-5901fax: 516-432-5902dan@usa-aircharter.com• Air Coastal Fleet Services, Inc.Lori MoseleyPresident19301 Campus Drive, Suite 255Santa Ana, CA 92707949-250-0605fax: 949-250-0696lmoseley@flyaircoastal.com• Airborne Maintenance Inc.WilliamJ. SchleyPresident90 Arrival Avenue, Suite 20Ronkonkoma, NY 11779631-737-4430fax: 631-737-2093william@naac.com• Aircraft Technicans Inc.David Burchfield2285 Airport HighwayAlcoa, TN37701865-681-4553fax: 865-681-4521david@aircrafttechnicans.net• Aviatron, Inc.Greg DonahueDirector of Operations25 Customs DriveSouth Burlington, VT 05403802-865-9318fax: 802-862-9707gdonahue@aviatron.com• Bagport America LLCPaul StutzbachDirector of Operations2810 Grand AvenueBaldwin, NY 11510877-311-2278paul.s@bagport.us• Business Air Inc.Michele VanNessExecutive Vice President1563 Walloomsac RoadBennington, VT 05201802-753-5200fax: 802-442-3582mvanness@airnow.com• Cambridge Flight SupportStephen MannChief Pilot8171 Maplelawn Blvd., Suite 375Fulton, MD20759410-262-6316fax: 410-295-1610stevemann3@comcast.net• Continental Aviation Services, Inc.Craig PereiraGeneral Manager200 Patriot WayNaples, FL 34104239-435-0600fax: 239-435-0333cpmyster@aol.com• DC Aircraft Services LLCMalcolmJay KingPresident2787 North Second St.Memphis, TN38127901-353-9151fax: 901-353-9187mjayking@aol.com• Delta AirElite Business Jets, Inc.Clark EarickSenior Dir., Business DevelopmentP. O. Box 75344Cincinnati, OH45275859-767-6804fax: 869-767-2968cearick@airelite.com• Fairmont AviationDon McNeilDirector of Aviation288 Christian St.Oxford, CT 06478230-267-4101fax: 203-267-4103djmcneil@earthlink.net• Flight Options LLCMegan WolfDirector of Enterprise Programs26180 Curtiss-Wright ParkwayCleveland, OH44143216-797-8450fax: 216-797-3230mwolf@flightoptions.com• Flightline of DothanAnn BennettGeneral Manager751 Flightline DriveDothan, AL 36303334-983-5555fax: 334-983-6666flightline1995@ala.net• Gate 9 Hangar LLCRichard MGraysonManaging Partner2228 Lenox Ridge CourtAtlanta, GA 30319404-229-9755fax: 404-229-9755richard.grayson@mindspring.com• Georgia Jet, Inc.Stephen LemelinPresident530 Birscoe BlvdLawrenceville, GA 30045770-513-0180fax: 770-513-0249steve@gajet.com• Gulf Coast Aviation Inc.Steve HolmesPresident793 Airport Rd.Houston, TX 77061713-645-5689fax: 713-645-5698bjohnson@gulfcoastaviation.com• Infinity Aviation Services, LLCKenneth SilvermanCEO117 Perimeter RoadNashua, NH03063603-598-4526bon35@aol.com• J.P. Air Service, LLCJon PayneP. O. Box 1502Bethel, AK 99559-1502907-543-5555flyjp4fun@yahoo.com• JDA Aviation Technology SolutionsJoseph Del BalzoPresident/CEO4301 Connecticut Avenue, NWSuite 360Washington, DC20008202-244-5540jdelbalzo@4jda.aero• Jet Logistics, Inc.W. Ashley SmithPresidentP. O. Box 90122Raleigh, NC27675919-840-0555fax: 919-840-0554darlene@jetlogisticsinc.comJohnston Aviation Co. Inc.•Rob JohnstonPresident44050 Russia RoadElyria, OH44035440-323-7000fax: 440-323-4093rjohnston@johnston-aviation.com• Moore Aviation Inc.George R DornManaging Director7 Piper StreetBeaver Falls, PA 15010724-843-4800fax: 724-843-4831mooreaviation@verizon.net• Plane Tech Flight ServicesMichael O’ConnorCEO8 West StreetRumson, NJ 07760848-207-7095moconnor@ptfsi.comContinued on page 66Aviation Business Journal | 3 rd Quarter 200765

New MembersContinued from page 65• PlatinumWing AllianceKevin DonfieldPresident7 Old Harry RoadSouthborough, MA 01772617-938-3923fax: 866-407-5277kdonfield@platinumwing.com• Regency Air, LLCSandi HarryVice President, Operations19301 Campus DriveSuite 150Santa Ana, CA 92707949-851-0966fax: 949-851-0980Sandi@regencyair.com• Skymaster AviationDon BuenemanPresident1555 N. Treasure Dr.Suite 313Miami Beach, FL 33141305-803-6393fax: 480-393-5650dbueneman@miamiflightseeing.com• Tatonduk Outfitters LimitedRobert EvertsCEO5525 Airport Industrial Rd.Fairbanks, AK 99709-1680907-450-2345fax: 907-450-2320reverts@evertsair.com• Terra Star, Inc.Brie HinckleyOperations Manager3700 Airport Road, Suite 200Boca Raton, FL 33431561-750-8858fax: 561-750-0331brie@flyskyblue.com• Tradewinds Engine Services, LLCAmy AldagHR Administrator4700 Lyons Technology ParkwayCoconut Creek, FL 33073954-421-2510fax: 954-481-9017aaldag@taes.aero• Travel Management Company, Ltd.Scott HenelyDirector of Operations2101 County Road 6 WestElkhart, IN46514574-264-5083fax: 574-264-9584shenely@tmcjets.com• Triangle AviationRhett LawtonOwner8900 Airport Blvd.Leesburg, FL 34788352-787-3447fax: 352-787-0026rhett_lawton@hotmail.com• Virgin CharterRyan ShoiDirector, Business Development3420 Ocean Park Blvd., Suite 3050Santa Monica, CA 90405213-820-6309fax: 310-564-1965ryan.choi@virgincharter.com• Vista Aviation Services Integrated, LLCGreg KinsellaManaging Member15705 Rothschild CourtHaymarket, VA 20169703-402-3893vista-av@comcast.net• XN Air, LLCCharlie ArcherGeneral Manager8125 W. Pilot Dr.Spokane, WA 99224509-455-5204fax: 509-455-5272carcher@xnair.com• Zephyr Aviation, LLCFrederick CrednoManaging Member318 Lois LaneMineral, VA 23117800-729-1730fax: 888-249-4543chip.credno@zephyraviation.netV E L C O N F I L T E R SThe Time Has Come,API/IP 1581 5th Edition is Here!New Installations & Retro-FittingTo upgrade your existing facilities,contact Velcon at www.velcon.com,or contact your authorizedVelcon distributor.VELCON FILTERS, INC.COLORADO SPRINGS, CO, USA1-800-531-0180 • FAX (719) 531-5690VISIT OUR WEB SITE AT: www.velcon.comJET FUEL FILTRATIONAdvertiser Index360 Check 37Air BP Aviation Services Back cover, 51AirSure Ltd. Inside front cover, 64Avfuel Corporation 3Aircraft Technical Publishers 44Boriscopes 8Chevron Global AviationInside back coverConocoPhillips Company 28Corridor 12Cygnus Expositions 8ExxonMobil Aviation 6Hartzell Propeller Service Center 21The Hiller Group 57Horizon Business Concepts 49KaiserAir 30Landmark Aviation 23Midcoast Aviation, Inc. 13NATA Sustaining Members 61NetJets 24Prime Turbines 22Prist Aerospace Products 10Professional Insurance 16R. Dixon Speas Associates 31SevenBar Enterprises 14Signature Flight Support 18TAG Aviation 17Transportation Safety Apparel 63USAIG 47USI Aviation Group 4Velco Filters, Inc. 66XI Specialty Insurance Company 966 Aviation Business Journal | 3 rd Quarter 2007

Keeping customers and passengers aloft requires a rock-solid business foundation. And no supplier ismore stable and reliable than Chevron Global Aviation. Only a company like Chevron can providesuch a high level of service to a broad range of constituents from general aviation investors, to corporatepilots, FBOs of all sizes, even weekend sport pilots. Chevron Global Aviation offers a networkof over 750 FBOs, and a consistently reliable supply of high quality fuels thanks to our refinery andtransportation infrastructure. Because at Chevron Global Aviation, we know it’s about more than just agood flight. It’s about good business. For more information, visit us at www.chevronglobalaviation.comThe only thing better than heading into the blue,is knowing that there’s a blue-chip company behind you.© 2006 Chevron Products Company, a division of Chevron U.S.A. Inc., Houston, TX.