145 Magazine Vol. 2 Issue 4, July Issue

July 2015

Hook em’ Up! David Whetstone talks about his charity, Species Specific

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Executive Profiles

Three aviation executives share their story

What do these four Airlines have in common?

Lion Air, Norwegian Air Shuttle, IndiGo, and Spirit

GREAT COMPANIES 2 WORK FOR Find out what sets them apart

YOU HANDLE THE ABSOLUTE ALTITUDE. WE’LL HANDLE THE ABSOLUTE COMMITMENT.

It’s simple enough: Trust matters. But when it comes to the maintenance of your fleet, nothing matters more. That’s why you can count on the team at Delta TechOps. Our certified, experienced technicians, as well as our account managers, are dedicated to keeping your planes in the air, time and time again. And with our Complete Fleet™ capabilities — including Airbus and Boeing airframes, 12 engine types, as well as component and line maintenance services — your aircraft always receives unparalleled service, for unparalleled reliability. And that’s a commitment we’re willing to make — absolutely.

LEARN MORE 4 Visit www.deltatechops.com/145mag or call +1-404-773-5192 to contact us.

Editors Letter Hello Readers!

If you live in the U.S. I hope you enjoyed your 4th of July this year! I know we did! First we ate some crazy-good pizza at The Slab. If you’re ever in Provo, Utah, be sure to check it out, they have the most amazing thin crust pizza and pretty much any style you can think of! After our pizza binge, we headed over to the Stadium of Fire, also a Provo classic. The Stadium of Fire happens every 4th of July, includes a performance by a band (this year they had the band, Journey) a few other fun dances, tributes to the men serving our counrty, more performances by local bands and the biggest firework show in the country! To say we had fun is an understatement.

So, if you’re looking for a better 4th of July next year, come on out to Utah!

Next holiday, Labor Day, I’d love to hear what everyone does over the Labor Day weekend. I know quite a few people who go camping, others spend time at the lake or beach. Let us know what relaxing things you did this summer for our “Wrapping up Summer” article in September! With summer slowly coming to an end, you’ve got a month to fit something fun into your schedule, and we want to hear about it! Don’t forget your camera, we all know that pictures are the best part!

In case you’ve forgotten, you’re about to read great things in this issue of 145 Magazine. If you don’t have time to read everything in this issue, be sure to at least check out the knarly fish pictures from the angling charity, Species Specific. They’re incredible!

Enjoy!

Ashley Fox Editor in Chief

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July/August Volume 2 Issue 4

CONTENTS 7

2 Amazing Companies to work for

15

Executive Profiles

22

Aviation Trivia

July 2015

Hook em’ Up! David Whetstone talks about his charity, Species Specific

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Executive Profiles

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Three aviation executives share their story

Top Shop in Review

What do these four Airlines have in common?

Lion Air, Norwegian Air Shuttle, IndiGo, and Spirit

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Species Specific

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Long Haul: VAS

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Fastest Growing Airlines

Contact Us

Email: info@145magazine.com Tel: +1.888.820.8551 Ext. 704 Fax: +1.801.772.1947

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GREAT COMPANIES 2 WORK FOR Find out what sets them apart

WE’RE BAE SYSTEMS – THE PEOPLE AND PRODUCTS THAT KEEP YOU FLYING. From smart engine controls to state-of-the-art flight controls and flight deck systems, to a leaner and more connected cabin system, you can count on our service and support to keep you flying.

Learn more at: www.baesystems.com/commercialsupport

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Amazing Companies to work for

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All Work and No Play‌NOT!

eet two companies with employees that are engaged, energized and empowered. Besides having great perks and social calendars (there’s plenty of that) these companies have found ways to foster a corporate culture that emphasizes teamwork and gives employees a real sense of purpose.

Find out what makes these two companies so great to work for.

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2 Amazing Companies to work for

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StandardAero isn’t your “run-of-themill” Best Companies to work for. With a long history spanning more than 100 years in business, the Ohio based business has built a corporate culture where employees feel more like a family and less like workers just doing a 9-5 job for a paycheck.

Corporate Culture Defined “For decades, we knew we had a very special corporate culture”, say Clinton Kent, Vice President, Sales and Customer Service, “But could never quite put it into words. So in 2012, we commissioned a project to interview several of our employees and executives to help capture it succinctly.” The results of those interviews concluded with four themes that helped define StandardAero’s culture and its employees’ shared values:

1. To be the best to work for. “We are blessed with an outstanding group of colleagues”, says Kent, “In fact some of our employees have previously left the company & returned after they realized what they had left.”

2. To be the most trusted service partner. Kent continues, “We have long standing relationships with many of our customers. Because of these deep relationships, our customers place a tremendous amount of trust in us, and vice versa.”

3. Custom solutions come “Standard”. The company frequently adjusts and modifies their service offerings to match exactly what the customer needs, versus taking a “one size fits all approach”.

4. To inspire the best and constantly raise the “Standard”. “Even when an area is performing amazingly well, we tend to never be satisfied with “good enough” says Kent, “Instead, we always look for ways to improve even further. As an example, just one of our business units is currently at over 14,000 continuous improvement ideas that have been implemented so far.”

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Snap Shot The company specializes in engine maintenance, repair and overhaul (MRO), as well as nose-to-tail services that include airframe, interior refurbishments and paint for business and general aviation, air transport, and military aircraft. Their Component Service division Services specializes in component repair for leading engine platforms including CFMI, GE Aviation, GE – Land & Marine, IAE, Pratt & Whitney and Rolls-Royce.

Quick Facts • Founded in 1911 • Repair facilities totaling more than two million square feet • Worldwide employment of 3,700 • Annual sales of approximately $1.7 billion with customers in over 70 different countries • Global services network of 12 pri mary facilities in the U.S., Canada, Europe, Singapore and Australia, with 14 additional regionally located service and support locations • 95% on-time delivery with 18-day average turn-around times • 16,000 unique OEM-aligned repairs across over 5,000 different part numbers • Recipient of the 2015 OneAero MRO Top Shop award for Best Engine Component Repair.

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Play Time

StandardAero has a very active social calendar, with over 25 events scheduled throughout the year! Here’s a sampling of some of their events:

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1. Tough Mudder. Tough Mudder is a physical endurance event in which participants attempt 10–12-mile long (16–19 km) military-style obstacle courses. The main objective of the event is to stress the importance, and value, of teamwork. Participants are subjected to obstacles which play on common human fears, such as fire, water, electricity and heights. Multiple Tough Mudder events are now held in countries throughout the world. Click here to learn more: www.toughmudder.com/ 2. Annual Golf Tournament. StandardAero’s long standing annual golf tournament isn’t your “typical” golf event. It’s more of a Hacker’s Fest with only 5 of the 100 plus attendees playing golf more than once a year.

3. Family Day at Strickers Grove Amusement Park. Once a year the company rents out the amusement park for all their employees and their families. This year over 600 people attended the event.

4. Reds Party Deck. Twice a year the company holds a lottery for tickets to the Cinncinatti Reds baseball games. They rent out a space called the Party Deck which can accommodate up to 150 people. Watching the game is fun, but the main attraction is mingling with employees, friends, and significant others.

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2 Amazing Companies to work for

6 Principles to Building a Cohesive Corporate Culture: PRINCIPLE #1: Reinforce Teamwork

If you’ve ever attended one of Aviation Week’s MRO Americas ® tradeshows you probably couldn’t help but notice the spectacular 30x50’ GA Telesis booth fitted with a café, lounge area and two conference rooms. Just by looking at the booth, and its staff, you get the impression the company must be doing something right.

But what you may not know is what goes on behind the scenes that helps make GA Telesis a great company to work for.

We contacted GA Telesis recently to learn more about their corporate culture, the principles the company lives by, and how those principles have helped them create a cohesive corporate culture.

Want your company to act like a team? Then dress like one. “Every Wednesday, all GA Telesis team members around the world wear our “One Company Worldwide” blue shirt as a show of solidarity and camaraderie. We’re proud of the fact that we function as a consolidated whole, despite having so many operations in so many places around the globe.”

PRINCIPLE #2: Build an “Intelligent Culture”

“A few years ago we came up with a term to help define our company’s culture and what it means to be a GA Telesis team member. We call it “Intelligent Culture”. As a company, and as individuals, we strive to provide a work environment that’s fun, supportive and that fosters success on both a professional and personal level. The way we do that is through training

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programs designed to increase our employees’ knowledge base, and instill the importance of unwavering commitment to our customers.

Our company is committed to ensuring that all of our employees have equal opportunities for advancement and strive to develop a workforce that is as diverse as the customers we serve.

PRINCIPLE #3: Education - Aviation 101

The better trained your employees are the better they’ll perform. “We offer a comprehensive training program to all new employees called “Aviation 101”. The purpose of the course is to provide a general overview of the aviation industry so that each and every employee has the basic tools they need to succeed.”

PRINCIPLE #4: Give Back

The more you give, the more you get. “We partner with local charities around the world to give back to the communities surrounding us. We believe that strong communities build strong companies and vice-versa. The company and its shareholders have donated, and directed, millions of dollars to charities that provide support to the needs of children.”

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PRINCIPLE #5: Provide Growth Opportunities

“Our customers are located across six continents and our operating facilities are strategically positioned around the globe. With aftermarket part sales offices, component, composite and engine MRO repair stations, asset management and financial services teams, we function as a one-stop shop to our customers. As a result of our global reach and integrated approach, employees at GA Telesis are exposed to a multitude of disciplines within the aviation industry, affording them the opportunity to learn and grow within a number of fields.”

PRINCIPLE #6: Offer More Benefits

In addition to their standard employee benefits package, such as 401K, Medical and Dental Insurance and paid time-off, GA Telesis also offers its employees the following additional perks: • • • • • •

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Tuition Assistance for Education Employee assistance programs On-site cafeteria and coffee shop (Free coffee after 3pm) Employee Lounge Exercise Facilities Prayer Room

Here’s a sampling of just a few of the activities GA Telesis does inside and outside the office: 1. Fishing for Angels Tournament. In 2014 we started a charity event which helped raise$25,000 for a local charity called Angel Flight Southeast. Next year we will be putting on the fishing tournament again, this time to raise money for Orbis - the fly ing eye hospital.

2. Golf Tournaments. We participate in various golf tournaments throughout the year.

Many of which help to benefit various charitable organizations like the TJP Memorial Fund, the American Cancer Society and the Air Canada Foundation.

3. Sports Teams. We have a recreational softball and flag football team.

4. Frozen Fridays. All of our offices around the world get free frozen treats every Fri day as part of our “Frozen Fridays” tradition.

5. Annual Holiday Parties.

Get Social 145 Magazine

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EXECUTIVE

Profiles Meet THREE executives with great stories and a vision for the future.

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Pr of ile s iv e Ex ec ut

GREG GUZM AN President and Managing Partner Company: AeroStar Since: 2011 Company Type:145 Repair Center Repair Focus: Hydraulic and pneumatic component repair

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ow I got started in aviation: Sometimes life boils down to being in the right place at the right time. Back in the summer of 2000, I was working in the lumber industry for my father when he suddenly passed away. Not knowing enough about the industry, I decided to look at other career opportunities. To make ends meet, I took a temporary job bar tending at a restaurant in Gulf Shores, Alabama. While working there I met, and became friends with, a local couple that would frequent the restaurant. I happen to be dining in the restaurant one evening when this couple came in and they asked if they could

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buy me a drink. It turned out that the gentleman owned a 145 repair station called Airinc, and asked me if I would be interested in working for him as a customer service representative.

Not knowing what a 145 repair station was at the time, I visited the facility and gladly accepted the offer without even asking what it paid. During the interview, I was told that starting at Airinc in customer service would be the first step of many during my aerospace career – they were right. At that time, I had no idea that I would be afforded the opportunity to travel the world for work and to meet some amazing people along the way.

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fter several years of working there Airinc was eventually acquired by Fokker. Not long after the acquisition I realized that my window of opportunity to be a business owner was closing fast, so at age 40 my neighbor and I decided to create AeroStar. Four years later we’re still here and going strong. One thing I learned from one of my mentors was to always surround yourself with talented individuals, so I recruited the best talent I could find to help launch AeroStar. The first four months were very grueling, because it was just me and Frank Lapcheske at work every day getting everything set up. My wife was also battling lymphoma during this time, so the stress level was definitely at an alltime high. Fortunately she’s cancer-free today.

Soon thereafter starting the company, Patrick Kichler came on board and the AeroStar seedling started to grow. I had no idea just how difficult it would be to start a repair station from scratch, but with the help of our management team, and partners, we are where we are today. I recall one of my mentors telling me that it would take twice as long, and cost twice as much, than what my original plan stated – he was right. I sincerely thank every individual that comes to work every day and gives 100% of themselves to see this place succeed – Donna Lapcheske, Amanda Hester, Frank Lapcheske, Patrick Kichler, Kent Reese, Debbie Vaughn and our crew of talented technicians.

“Do things the right way and good things will come to you.”

Outside of work: I spend my weekends at the beach in Gulf Shores, Alabama. I really enjoy riding Wave Runners and fishing. There’s just something about crossing the bridge on to the island that clears my head and reduces my stress.

What I love most about my job: I love the people in the aviation industry! For such a large industry, it is a very tight circle of folks. Everybody knows everybody, or at least knows of someone. I have met a lot of great people over the last 15 years, many of whom I would consider very good friends of mine.

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Pr of ile s iv e Ex ec ut

PATRICIA BAILLY-SUAREZ Co-owner Company: Avcom Techik Established: 1988 Company Type: 145 Repair Center Repair Focus: Avionics and Instruments

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f you’re already acquainted with Patricia Bailly-Suarez, you know she’s one of the most gregarious and hard-working personalities in the aviation industry. She’s a non-stop networker who has cut out her niche with the businesses she’s nurtured and the deep industry contacts she’s cultivated over the course of three decades.

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Ms. Bailly-Suarez has been a co-owner of Avcom Avionics with Rolando Suarez since 1988. Through her determined efforts she has helped grow the company from a small general aviation avion-

ics repair shop (servicing Cessna 172s and King Air 300s) to an industry-recognized commercial aviation avionics repair station that services Boeing 777s and Airbus A320s throughout the world.

Not content to let the grass grow under her feet, Patty recently founded a new company, AeroSupport Solutions Inc., a Miami-based aviation services firm that specializes in aircraft acquisitions and surplus inventory management for airlines, MROs and OEMs. Given her entrepreneurial enthusiasm and industry acumen, her new business is a good bet to achieve similar successes in the future.

Much like her company’s client base, Ms. Bailly-Suarez’ hobbies and interests are eclectic and diverse. She loves traveling, music and participating in

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any and all ocean-related activities.

She’s also a member of the Citizen’s Board of the University of Miami and a board member of the Miracle Society/Big Brothers Big Sisters of Miami. She’s never lost sight of the “big picture” and is thoroughly engaged with, and committed to, her philanthropic pursuits.

“Patty”, as she’s called by her friends, most certainly qualifies as one of those “whatyou-see-is-what-you get” or “wear-yourheart-on-your-sleeve” personalities. Whether she’s enjoying her favorite singer Luis Miguel at the American Airlines Arena or sailing throughout the Caribbean with her children aboard her family’s boat, Patty is most in her element when she’s having fun and making memories with her “familia” and friends. Above all, Patty is the devoted mother of her boys Brian, age 18, and Brandon, age 13. “I was extremely proud of Brian’s recent acceptance to the University of Miami” says Patty, “He is scheduled to begin his freshman studies at ‘The U’ this fall and I’m really excited for him.”

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s ile Pr of iv e ut Ex ec

C HR IS C ELTR U D A Chief Executive Officer Company: MEREX Group - Kellstrom Repair Services Since: 2013 Company Type: Aftermarket Total Solutions – Distribution, MRO and Manufacturing Repair Focus: Hydro-mechanical, Electro-mechanical, Structural and Avionics

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hris Celtruda is the managing CEO of MEREX Group – Kellstrom Repair Services in Miramar, Florida. In speaking with some folks who work at Kellstrom Repair Services, we learned that Chris is one of those CEOs that’s larger than life. He’s described as being a natural born leader, with great communication skills and a keen sense of humor. A good indicator of this is the fact that although he has worked in various leadership roles at many different companies, people tend to follow Chris from one job to the next.

We wanted to get to know Chris on a more per20

sonal level, to learn a little about his roots, his passions, and what motivates this motivator of people to go to work every day. Here’s what we found: How did you get started in aviation?

“Start in aviation”, asks Mr. Celtruda, “I didn’t start in aviation, I was born into aviation – it runs through my veins!” For as long as Chris can remember, he has been surrounded by aviation jargon. “My grandfather worked for Grumman and my father worked at General Dynamics, so you can only imagine the topic of conversations at our family gatherings – the

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magic of how those big birds got up in the air was very intriguing to me as a small child. My early years were clearly the catalyst for pursuing a degree in Mechanical Engineering (I had to find out for myself how those big things were able to fly!) so after leaving college in 1988, I started my first real job as a Project Engineer in the turbine engine noise control and silencing division of General Dynamics. This was the onset of my career in the aviation industry. Since then, I have gone on to work with a number of different aviation OEMs, including AlliedSignal, Honeywell, CIRCOR and now with the Kellstrom Repair Services business, all of which have given me the opportunity to learn and progress in my career.”

What motivates you?

“The truth is I love my work. I pretty much always have. I get the opportunity to travel and to experience a great number of regions and cultures, but most importantly, I get to meet incredible individuals and build lasting relationships. One of the things that really motivates me is mentoring. Being able to mentor and guide, not only my team but our future aviators, is something that I hold close to my heart.”

Words of advice:

1. “Always take the high road to ensure that you and your business have the appropriate values.”

2. “Never compromise on integrity.”

3. “You’ll miss the best things if you keep your eyes shut”, Dr. Seuss. “In other words: Be brave.

Be ambitious, confident, and outlandish. Nobody gets anywhere in this business by being quiet.”

What’s your primary business focus?

“I’ve recently been focused on the management and integration of a portfolio of businesses, to drive an integrated approach to the aftermarket sustainment of older aircraft”, say Chris. Part of that focus has resulted in The Merex Group acquiring Kellstrom Defense Aerospace, Inc. (KDA) and Kellstrom Repair Services (formerly High Tech Avionics & Accessories) in May of 2014. The company is now active in over 60 countries, which growth Celtruda attributes to the sustained efforts of the entire Kellstrom workforce. “It takes a team approach”, says Chris, “and I am fortunate to have the best global sales and marketing teams in the business. Our dedicated and highly skilled engineers and shop personnel ensure we exceed expectations for our integrated services and solutions.”

What are your passions outside of work?

“I have 3 daughters (all under the age of 14) and they pretty much take up all of my “offtime”. We are an “outside” family who enjoys hiking, sports and cooking”. As a side note Chris says, “A fun routine I have each weekend is with my youngest daughter, when she and I make breakfast for the family. It’s something we both really enjoy doing together.” Besides being a doting father of three girls, Chris is a passionate baseball fan, who grew up in the North East as a supporter of the Boston Red Sox. “Every summer I make a trip to Boston to watch a game against the Red Sox’s bitter rivals, the New York Yankees. My hope is this annual tradition will ensure that my West Coast children build allegiances to my childhood team!”

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Aviation Trivia

AVIATION TRIVIA

What aeronautical accomplishment is André-Jacques Garnerin famous for?

A. First person to ascend in a balloon up to 100,000 feet B. Inventor of the jet engine C. First person to circumnavigate the globe in a balloon D. The first person to descend down to earth with a parachute By: Zeke Christensen

Answer: D

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ndré-Jacques Garnerin was born in France in 1769 and was a ballooning pioneer.

He became famous in Paris at the latter end of the 18th century for his staged balloon flights.

On October 22, 1797 he ascended up in a basket with a silk parachute attached to the underside of a balloon to a height of 3,000 feet (almost 1,000 meters) where he cut the rope that connected the parachute to the balloon. His trip down to the earth was anything but uneventful as the basket swung violently in every direction before bumping down to the earth. Garnerin climbed out uninjured and the age of the parachute had begun.

As a funny sidenote, women were not allowed to go on balloon rides because, “they were concerned about the effect that reduced air pressure might have on the organs of the delicate female body” and the prospects of the woman losing consciousness. This misconception was subsequently proven false.

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Unfortunately for Garnerin, his death came only 25 years later, not as a result of a failed parachute attempt, but when a wooden beam fell on him while trying to make a balloon for a show. Nonetheless, Garnerin goes down in history for being a very daring and inventive individual.

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The REPAIR MANAGEMENt

Specialist INTELLIGENT QUOTATION MANAGEMENT SYSTEMS As a leading independent global provider of component repair management support services and systems, Airinmar is able to enhance and optimize the customer’s existing repair management operations through a range of flexible support services and tailor made online systems.

Over 30 years, Airinmar have developed innovative systems that specialize in quotation & supplier turnaround time management, repair status visibility and performance metrics reporting.

To contact us for more information please visit our website.

www.airinmar.com Registered office: 1 Ivanhoe Road, Hogwood Industrial Estate Finchampstead, Berkshire RG40 4QQ. Registered in London No. 3125944. ISO 9002 Approved.

2014 Top Shop in Review

Cross-Check Aviation Cross-Check Aviation is the 2015 recipient of the OneAero MRO Top Shop award for Best Avionics and Instruments repair. As part of our “Top Shops in Review� segment, Vince Prentice (co-founder of the company) talks to 145 Magazine about the struggles, challenges and triumphs the company has encountered during their now 17 years in business.

paper for an Aircraft Instrument Repair Technician caught my eye, and thus began my new career in aviation. Within a few short months I was promoted to general manager of the repair facility where I remained for the next eight years.

Vince Prentice President

Bill Walford Co-Founder

Intro to Aviation: Prentice: Having moved to Phoenix from my home state of Colorado in 1982, I worked for General Motors, Orbital Science Corporation, and eventually helped with the design of prototype reactors for Prototech Research.

In 1990, deciding it was too hot and crowed in Phoenix, I set out to explore the West. A long drive through Utah, Idaho, Oregon, and California finally culminated in my settling in Reno, Nevada. The small town, with its nearby mountains, lakes, and desert, was a perfect fit.

The next step was to find a job. An ad in the local

How Cross-Check Aviation came into being: I often headed down to a local watering hole after a long day at work, and as fate would have it, I met Bill Walford who also patronized the same establishment. We met and became immediate friends. Bill was in the drywall business, and having worked for my father, a general contractor, we had a lot to talk about. He inquired about my profession and was eager to hear everything I could tell him about the aviation repair industry.

We often played chess, and having to fend off some of his brilliant strategies, I realized his skill set made him a perfect candidate. I asked if he would be interested in becoming a technician. Bill accepted my offer, and so our journey in the aviation business began.

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2014 Top Shop in Review Financing the start-up: I had always dreamed of running my own business, and having learned the MRO industry inside and out, I began to contemplate the prospect of my own start-up. I bootstrapped the business by paying down my house, and saving every penny I made, so that when the time was right I could refinance it for the startup capital. That time came late in 1998.

Growing pains…and the unexpected: As everyone who has started a business knows, the cost of growth is enormous. Profits are devoured by the enormous costs of training new employees and continually buying more and more equipment. Then there is the cost of outgrowing your facility and having to move, not once, but twice. It’s especially challenging to shut down at noon on a Friday and then be back up-and-running at the new location by noon the following Monday. Cross-Check Aviation grew steadily thanks to the support of my many new friends in the industry - until 911. Bill and I were in the air on our way back from a conference in New Orleans when the first plane hit the towers.

We were transferring planes in Dallas when the second plane hit. 911 caused us to loose fifty percent of our revenue almost immediately, and drastic measures had to be taken to insure CrossCheck Aviation’s survival. Fortunately, over time we not only survived the crisis, but prospered, and we’re now in our sixteenth year of business.

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Repair Specializations: Though Cross-Check Aviation has diverse capabilities, we specialize in instruments for the Boeing and Airbus fleets. We have class ratings for Instruments and Accessories as well as limited Radio capabilities. I often receive calls where the customer says, “We are having trouble finding a good shop to work on this component, is there any way you can help us out, by setting-up to repair it?” That’s the best compliment I can receive as a business owner. I get great satisfaction from being the one my customers turn to when they need help.

Quality Focused: For the last several years we’ve watched our Quality Management System transform our business.

One transformation we’re especially proud of is to be officially certified as an AS9110B/ISO9001 shop this year. Continual improvement has become our mantra, and it seems be working.

Award Winning: Our customers gave us the great honor of voting Cross-Check Aviation the 2015 OneAero MRO “Top Shop” for Avionics and Instruments at this year’s MRO conference.

Additionally, in 2011 Lufthansa presented us with an award as their best service provider out of 130 repair centers. They’ve also presented us with many awards since that time.

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2014 Top Shop in Review

A business is only as successful as its employees: As an owner of a business you must first realize that your success is completely reliant on your employees. You must supply the tools, guidance, and support to allow them the opportunity to help you succeed. Having watched our workforce grow from two to twenty-four, and our facility from 2,000 to over 10,000 square feet, I can tell you that communication and teamwork is the key.

Business advice: If you’re thinking of starting a new business the first step is to put together a detailed business plan and then have it reviewed by a professional. This will help you understand the investment as well as the operating capitol it will take to reach the point of profitability. If your business plan is well thought out, and the professional agrees, then your chances for success are as good as your willingness to put in whatever effort is required.

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David Whetstone, Director of Business Development at Elite Aerospace is the founder of a 501 (c) (3) non-profit organization called Species Specific. We met David at a recent trade show where he shared his passion for fishing and explained a little about the charitable organization he has founded.

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hat is Species Specific? “The organization was founded for the outdoorsman, but more importantly for the next generation of young anglers - our youth”, says David. “Our organizations’ audience is made up of anyone who shares a passion for the conservation and preservation of the flora and fauna found in South Florida, through ethical angling practices. Whether inshore poling the flats of Biscayne Bay for Bonefish, Tarpon or Permit, or on fly in the Everglades fishing for Snook, Redfish, and Tripletail, or on light tackle fishing offshore for Pelagic or bottom-dwelling species like Dolphin, Wahoo, Billfish, Grouper and Snapper, Species Specific was created for those like-minded individuals who love fishing.

Mathew and Justin Cili with their Hog Snappers

Jake Page with his first Biscayne Bay Bonefish

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Kristen Cili with her first Biscayne Bay Permit

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What do you hope to achieve?

“Angling and exploring the estuaries and backcountry of Biscayne Bay and the Everglades near my home in the Redlands of South Florida, served as an integral part of my childhood. As a kid I had several positive role-models and mentors that instilled in me the joy of angling and the importance of conserving and preserving our fishing grounds here in South Florida. I was taught how to fish ethically, for instance, keeping only as many fish as are legally allowed, utilizing catch and release technics depending on the type, or size, of fish you catch, practicing “tread lightly” recreational guidelines and being mindful of sensitive habitat so as not to disrupt the environment around you, etc. As the founder of Species Specific I feel it’s our responsibility as adult anglers to pass on this passion for responsible angling to young anglers, so that other generations will be afforded the same fishing opportunities in the future.”

This fish David is holding is part of a sustainability initiative for “Bonefish and Tarpon Trust Organization” and it is called a Permit

Redfish on fly

Kevin Geissler and Phil Nardini with an Evergkades Snook, released unharmed.

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Who supports your organization?

“I’ve been fortunate to work for an company whose executive leadership team is also interested in the conservation of our ecosystems. Elite Aerospace has been a big supporter of our charitable work through Species Specific. When I’m not traveling for the company, I can typically be found on my flats skiff fishing. I also take pride in donating items to Jr. Anglers who enjoy spending time on the water. For the past couple of years, I’ve also been fortunate enough to partner with the Florida Nurserymen, Growers and Landscape Association (FNGLA) and their annual fishing tournament. I’m now responsible for ensuring that every Jr. Angler receives a tackle pack filled with shirts, hats, face buffs and tackle along with prizes and trophies for their participation, angling skills and ethical practices while out on the water. “

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David, Everglades Snook release

David and Cody Thermes with his first Everglades Tripletail

David, Eric Cili, his two sons Justin and Matthew and his daughter Ella holding a largemouth bass.

Where to learn more.

Anyone who would like to learn more about our efforts, or would like to donate items such as shirts or hats, or make a financial contribution where 100% of the proceeds will go directly to Jr. Angler’s, please feel free to contact me about your donation. You can also learn more about our organization by visiting our website and social media sites at : - www.speciesspecific.net - Facebook Page: Species Specific - Instagram: _species_specific_

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Long Haul

How to Succeed In the Aviation Aftermarket

36 Years in Business

T

he story of VAS Aero Services and its continuing success and momentum in the aviation industry’s aftermarket arena begins in 1979.

That year, in an era of awakening interest in aircraft-materials rehabilitation and innovative reutilization, three individuals formed the AGES group, which, 20 years later, became part of Volvo Aero Corp. Today, VAS Aero Services is an HIG Capital portfolio compa-

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ny with more than 200 employees worldwide.

From its nucleus in Boca Raton, Florida, VAS has created a global network to source, warehouse and market aftermarket components across a broad range of aircraft and engine platforms, and provides related services to airlines, leasing companies, OEM’s and MRO providers around the world.

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Defining the VAS approach to business is a respect for and maximizing of partnerships and understanding the inherent value that these provide both in terms of knowledge and inventory. Through its international strategic relationships, the VAS team has a broad access to global perspectives and market outlooks, technical information and facilitated access to surplus materials and parts. These are all competitive advantages, and VAS doubles down on its market edge by ensuring quality products and services, and maintaining sound ethical practices in its business.

Today, the VAS global network manages more than $3 billion of aerospace products. VAS is an aftermarket distributor for The Boeing Company, Embraer, Hamilton Sundstrand, Honeywell Aerospace and others. The company is also a preferred supplier to leading airlines worldwide. This growing client list of top aviation industry companies, each with its own product needs and requirements, demanded that VAS create a unique way to assure quality and responsiveness.

The result was the development of a program management strategy that is unmatched within the industry, and that builds upon the fundamental ‘partnership’ philosophy.

It begins at the point of contact with the client when a program

manager is assigned to work with the client – now a partner -- in developing a customized plan that achieves what are often diverse goals and requirements.

By employing highly trained specialists in assets, sales and repair, and data analysis tools at every level, VAS works with the partner to attain benchmarks and evaluate success rates. With its vast network providing global market information, VAS assists partners in recognizing and understanding flexing market fluctuations.

The proprietary VAS online Aviation Parts Outlet (APO) real-time portal is a tool that allows clients to run reports detailing information that has been configured to their specific needs. Transparency is their key to success.

Integrating global resources with one-on-one partner attention and online technology are what have set VAS apart as a leading aftermarket aviation parts sourcer and provider. What has contributed to VAS’ success is its unbending commitment to quality assurance.

To simplify, in the aviation aftermarket, it’s all about getting top-notch parts to customers around the world and ensuring customer satisfaction. Is that a problem in a very complex industry? If so, VAS Aerospace Services seems to have found the solution.

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Four Airlines Growing at Breakneck Speed Ever wonder which airlines are the world’s fastest growing? You may be surprised to learn that the world’s fastest growing airlines are ALL low-cost carriers. Curious why? The answer is simple, it’s the business model they’ve chosen to adopt. Check out the difference between a traditional airline’s business model and a low-cost carrier’s business model:

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Low-Cost Carrier

vs.

Point-to-Point Networks

Traditional Airline Hub-and-Spoke Network

(Low-cost advantage: Low cost airlines can fly into smaller secondary airports which are less crowded, more convenient in many cases, have cheaper landing fees, have cheaper slots and fewer delays.)

Younger, Non-Unionized Workforce

Older, Unionized Workforce

(Low-cost advantage: A younger workforce means a less expensive workforce, i.e.: no pensions, and lower wages. Also, airline crews can be hired from countries where the cost of labor is less expensive.)

Fewer or no Amenities

More Amenities

(Low-cost advantage: Customer amenities, such as airport lounges and in-flight meals, are either non-existent or passengers have to pay for them.)

Fewer Ground Support Staff

More Ground Support Staff

(Low-cost advantage: Smaller head count equals less employment expenses.)

Younger Fleet

Older Fleet

(Low-cost advantage: Newer aircraft are more fuel efficient, and require less maintenance. Also depending on how the purchase agreement is negotiated, the OEM provides a warranty of 2-5 years for any defective components on all new aircraft.)

One or Two Aircraft Models

Three or More Aircraft Models

(Low-cost advantage: Low-cost carrier typically only fly one or two aircraft models, with smaller planes like the Boeing B737 and Airbus A319, A320 and A321 being the most popular. From a maintenance perspective it’s much more cost effective to support one, or two, fleet types than to support a myriad of different aircraft models. Less provisioning and warehousing of spare parts to support different fleet types equals lower operating costs.)

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Lion Air Based in Jakarta, Indonesia, Lion Air is the world’s fastest growing airline. It’s also the largest privately-run airline, with destinations to 79 countries, including – China, Hong Kong, Indonesia, Malaysia, Saudi Arabia, Singapore, and Vietnam.

The airline has seen tremendous growth over the past few years, growing from just one leased B737-200 aircraft in June of 2000 to 115 aircraft in-service today. Lion Air’s aggressive expansion plans have led to two of the largest aircraft orders ever recorded: A $24 billion order in 2014 with Airbus for 169 A320s and 65 A321 aircraft, and a $21.7 billion order with Boeing for 29 additional 737-900ER and 201 737 MAX aircraft, with options for 150 more.

Norwegian Air Shuttle Norwegian Air Shuttle was founded in January of 1993 as a regional air carrier operating three Fokker 50 aircraft in Western Norway.

For years the company operated as a subsidiary of Braathens, until 2002 when Braathens was acquired by SAS. The SAS acquisition terminated all contracts between Norwegian and Braathens, opening the door for Norwegian to transition to a low-cost carrier.

Today Norwegian is headquartered in Oslo, Norway and operates 100 aircraft (92 Boeing B737s and 8 B787 Dreamliners).

The airline experienced significant growth from 2008 to 2013 when its fleet size grew from 40 aircraft to 85, and its destinations increased from 87 to 126, with 416 routes.

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IndiGo IndiGo is the fastest growing, and the largest, airline in India. In 2005 the company placed an order for 100 Airbus A320-200 aircraft, with plans to begin operations in 2006. Almost a year later, IndiGo took delivery of their first aircraft, and commenced operations on August 4, 2006. In 2011 IndiGo placed a $15 billion order with Airbus for 180 A320neo aircraft, which at the time was the largest order in commercial aircraft history.

In an effort to maintain a young fleet of aircraft, and to keep maintenance costs down, IndiGo has adopted a policy to phase out aircraft after 6 years. So far 16 of the 100 aircraft IndiGo has operated have been returned to its lessors.

Spirit Airlines Spirit Airlines has gotten a lot of media attention over the past few years for its ultra-low-cost ticket prices and absolutely no-frills service, but what you may not know is that the airline began operating as a charter service way back in 1980.

In 2007, Spirit Airlines adopted the low-cost carrier business model, taking things to the extreme when they announced they would begin charging for checked baggage. Originally the plan was to charge US$10 per checked bag, for the first two bags, or $5 per bag if the bag was reserved 24 hours before flight. Additionally there would be a $1 charge for drinks instead of offering them complimentary. Today the airline operates 74 A319 and A320 aircraft, and has some 84 additional aircraft on order.

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Fleet Statistics Rank Airline

Main Base

Country

Fleet

In-Service

On-Order

#1 Lion Air Jakarta Indonesia A320-200 A320neo - A321neo - A330-300 - B737 Max 9 - B737-900 71 B737-800 30 B737-400 10 B737-300 2 B747-400 2

53 109 65 3 201 49 17

#2 Norwegian Air Shuttle Oslo Norway A320neo - B737-300 3 B737-800 89 B737 Max 8 - B787-8 8 B787-9 -

100 41 100 3 17

#3 IndiGo Delhi India A320-200 97 A320neo -

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#4 Spirit Airlines Ft. Lauderdale USA A319-100 29 A320-200 42 A320neo - A321-200 2

11 45 28

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General MRO Aerospace Inc. 3018 N.W. 72 Ave Miami, FL 33122

Office: (305) 482-9903 Fax: (305) 482-9905 Toll free: +1 (866) 800-5284