BizAvJets Winter 2022

Winter 2022

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A BizAvJets Inc./In FlightUSA Joint Publication • Volume 1, Number 4 • Winter 2022

David Meltzer

Business Titan and Business Aviation Advocate - His Mission To Empower Others

Dr. Chris Broyhill

Military and Business Aviation Veteran Pilot/ Author - Impacting BizAv Compensation Standards

NBAA President Ed Bolen Joins 2021 Class of International Air & Space Hall of Fame Honorees

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A Letter from the Publishers Dear Readers,

Welcome to BizAvJets USA Winter Issue 2022! We are fortunate and pleased to share excellent content in this issue.

Business titan and business aviation advocate David Meltzer not only shares his insight of business aviation, but also his mission to empower others.

Our visit with military and business aviation pilot/author Dr. Chris Broyhill reveals he is impacting BizAv industry compensation standards with his “AirComp Calculator” tool creation.

NBAA President Ed Bolen is among 2021 International Air and Space Hall of Fame Honorees. Amphibious Aerospace Industries CEO Dan Webster shares his vision to US flying enthusiasts.

Threshold Aviation Group Founder Mark DiLullo continues his series as owner of the largest privately owned jet fighter air force.

Aviation Icon John Goglia details the importance of a final walk around.

We are truly grateful to every reader of our publication. Enjoy!

Sincerely,

Annamarie Buonocore and Elijah Stepp Co-Publishers BizAvJets USA

P.O. Box 5402, San Mateo, CA 94402 (650) 358-9908, Fax (650) 358-9254 Co-Publishers Annamarie Buonocore and Eli Stepp Managing Editor Vickie Buonocore Production Editor Matt DuBois Associate Editor Paul T. Glessner

Columnists John Goglia, Mark DiLullo and Matt Odenbrett

Advertising Sales Paul T. Glessner (paul@bizavjetsusa.com) Business matters, advertising and editorial concerns should be addressed to In Flight USA, P.O. Box 5402, San Mateo, Calif.

94402 or by calling (650) 358-9908–fax (650) 358-9254. Copyright © 2008-2021 In Flight Publishing.

BizAvJets USA is not responsible for any action taken by any person as a result of reading any part of any issue. The pieces are written for information, entertainment and suggestion – not recommendation. The pursuit of flight or any action reflected by this paper is the responsibility of the individual and not of this paper, its staff or contributors. Opinions expressed are those of the individual author, and not necessarily those of BizAvJets USA. All editorial and advertising matter in this edition is copyrighted. Reproduction in any way is strictly prohibited without written permission of the publisher.

BizAvJets USA is not liable or in any way responsible for the condition or airworthiness of any aircraft advertised for sale in any edition. By law the airworthiness of any aircraft sold is the responsibility of the seller and buyer.

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Prepared jets with Denali in the background (Photo courtesy of Mike DiLullo)

How I Became the Owner of the Largest Privately Owned Jet Fighter Air Force

By Mark DiLullo, Founder of the Threshold Aviation Group In part one of the story, I had just acquired eight Czechoslovakian L-39 fighter jets based in Alaska. Now, the fun part; getting them inspected and back home to Southern California.

I received a detailed report on the condition of each of the eight experimental jets from the mechanic dispatched for this purpose. Seven of the eight jets would fly with relatively minor maintenance. Each aircraft needed some parts and a Condition Inspection (the equivalent of an Annual Inspection for a Certificated aircraft). One of the L-39’s had been cannibalized with many parts removed in support of keeping the fleet airworthy. This jet was missing a lot of components and would take some time and focus to get into a flyable condition. We determined that this particular jet would be the last one we would deal with due to the amount of work required to get it flyable, and if worse came to worse we could always remove the wing and tail and ship it home in a container. Container - not a new exercise for us.

I attended several “Tiger” meetings with the maintenance crew that was tasked with readying the jets for

flight, an exercise that had to be complete before the Alaskan winter set in. In Alaska, the weather arrives quickly and is unbearably harsh, we were now fighting the weather clock. In the interim, we ordered parts we knew were either missing or needed to be replaced. The mechanics packed up their tools, parts and equipment, we secured hangar space at Ted Stevens Anchorage International Airport (PANC) and began sending personnel and equipment far North to begin the expedited and complicated process of preparing the seven L-39’s for a Transcon to Southern California. Four mechanics, two of which specialized in L-39’s flew to Anchorage mid-August and began preparing the fleet for the flight. This was an ambitious plan. Meanwhile, back in California, we were focused on crewing the jets. We selected pilots who had the expertise and desire to handle this challenging operation. I explained the mission and the priority to get the jets back before the winter weather arrived. Everyone was onboard and excited about the mission. At this point, we had a handle on the manpower, machines, mission but more importantly understood what was beyond Continued on Page 5

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How I came to own...

Continued from Page 4

our control, the Alaskan winter and the environment it influenced.

We began flight planning; our first choice was to take the coastal route. The coastal route was much more direct, had better airport facilities, and plenty of diversion options in the event of an emergency. However, at this time of year, coastal weather is brutal, unreliable and ever changing. Visibility can literally be unrestricted to zero within a matter of minutes. Fog, haze, freezing rain, snow and icing conditions can unexpectedly develop in minutes as influenced by the icy cold Pacific Ocean. The L-39 is not an all-weather aircraft. To test the weather with these jets would have a bad outcome. The second choice and a clearly less desirable one as the weather was only marginally better yet the route took us over several very rugged mountain ranges and across some of the most isolated and baron stretches of land in North America known as the Yukon. The Yukon routing also had limited or no alternate airfields. Several legs were at the jets maximum range capabilities. It should be noted that we configured all of the jets with underwing fuel tanks to extend their range. Lucky for us, the FAA offered advice on the route to be flown. They were spring loaded to the Yukon route, however having strong objections to the coastal route. Apparently, two jets had previously attempted the coastal route the season before and the outcome was not good. The subsequent crash cost one pilot his life and claimed the lives of some non-participants. The pilot was forced to eject in bad weather

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after a failed instrument approach and the jet hit a small structure, which was occupied. The last thing we needed was friction with the FAA. With apprehension, we smiled and accepted the Yukon route.

We prepared appropriate winter survival flight gear for all crew members. Due to the environment and terrain, we would be flying over, we needed to be prepared for any contingency. All of the pilots selected to fly the Alaskan Trans Continent (Trans Cons) route were former military pilots with a great deal of experience and training. Although the L-39 was originally equipped with ejection seats, most of the aircraft flying in the US had this system deactivated so the seats are now considered “Cold.” The main reason for this is threefold; lack of ejection seat training among civilian pilots, lack of trained personnel to maintain “Hot” seats, and the limited availability of current pyrotechnics (rocket motors) necessary for system reliability. Because the seats were “Cold” or non-functioning, an alternate procedure and crew training was required in the event of an emergency. The aircraft and crew now required a bail-out procedure. Basically, in the event of having to egress from the aircraft, the pilot would announce the emergency and intent to bail out, the position would be marked, canopies would be jettisoned, personal leads disconnected, the aircraft would be zoom climbed, and trimmed to the nose-down limit. When the stick was released, the pilot and jet would separate. A 20 foot tether attached to the pilot/parachute and the airframe would quickly slack out and initiate the parachute deployment sequence. All crew members were trained and prepared for a bailout event. We all agreed getting out of the jet, although risky, was the easy part.

Continued on Page 7

Mission Pilots and maintenance technicians preparing the aircraft for flight” Note: drop tanks to extend jets range (Photo courtesy of Mike DiLullo)

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How I came to own...

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We shipped the crew’s gear to Anchorage prior to our departure, thereby ensuring it would be on hand for our arrival. We departed LAX to ANC with a couple hour Continued from Page 5 layover in Seattle. During the descent into Anchorage, Surviving the Yukon or getting rescued was not like- the Alaskan range and mount Denali, caused an immely. The compliance requirements were somewhat com- diate realization of what lay ahead. I studied the team plicated, especially post 9-11. All routes required flights and it was clearly apparent we were all having a similar through Canadian air space and required fuel stops in thought, nature is going to be our adversary. Upon exCanada, so not only did we have to coordinate with the iting the terminal, the realization was reinforced by the Federal Aviation Administration (FAA) in the US, but cold and wind which hit me like a frozen brick. My imwe also needed to obtain a permit from Transport Can- mediate thought was, “I probably should have called in sick today.” Furada’s Civil Aviather enforcing tion (TCCA) to the reality of the operate in their harshness of an airspace and use Alaskan winter their airport faciland the difficulities. Fortunatety of this operaly, both FAA and tion, we planned TCCA authorities to spend the time supported the opneeded to inspect, eration and effipre-flight, and ciently issued the test fly the jets in required permits. I ANC. We felt the met regularly with pressure of the my FAA contacts weather clock but at the local FAA would not conFlight Standards sider a departure District Office until the package (FSDO) to keep was ready. Then them informed of we would launch our progress and for So Cal. At to continually en- Final checks and servicing of the aircraft for the Yukon crossing dinner the consure we had all (Photo courtesy of Mike DiLullo) versation was upof our T’s crossed and I’s dotted. We could not accept any needless delay – beat, the crew was prepared, focused, and confident. At this point, the project was all risk with limited reward. the winter weather continued to be the pacesetter.

As the end of September approached, the mechanics There were many contingencies that needed to be in had been in Anchorage for nearly six weeks, working constant play. Back home in Chino, our support opera16-hour consecutive days, readying the L-39’s for flight. tion later confessed they considered only two outcomes’ Each aircraft had Canadian permits, FAA Registrations, “Heroes” or “Zeros.”

In Part 3, we strap in and fly L-39’s from Anchorage, Experimental Airworthiness Certificates, and Insurance documents. The pilots were trained, briefed and pre- Alaska to Chino, California. pared and strangely enough, still willing to go.

Mark DiLullo is the founder and As “go time” approached, final details were refined.

Director of Operations of ThreshWe would make three flights. The first flight was schedold Aviation Group. He has uled for early October 2007 with the second flight in 20,000 + flight hours and is rated mid-October. By doing this, the mechanics got the addiin 32 jet aircraft, ranging from tional benefit of time to finish the maintenance activities the Boeing 747 to the Northrop on the second group of aircraft. It should be noted that F-5 Freedom Fighter. He can be two flights of four are an easier feat than one flight of contacted at mark@flytti.com eight. It was also determined that jet number eight would have to wait until spring. Therefore, it would be a flight of three followed by a four ship and finally a solo in the spring.

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The Importance of a Final Walk Around

By John Goglia, President of John Goglia, LLC.

Pilots performing a preflight aircraft inspection

As a long-time aviation safety professional – and a former Member of the National Transportation Safety Board - I have been involved in investigating numerous areas of our industry, especially after accidents or incidents. One area that has remained stubbornly difficult to address is aircraft ground damage. As you all know, ground damage is a big problem and an expensive one. While it is difficult to get an exact figure – many companies are understandably hesitant to disclose the details of the damages their operations incur – I have seen estimates as high as 15 billion dollars a year, which I assume includes the direct and indirect costs of ground damage. Whatever the actual number is, ground damage is an expensive proposition that can affect the safety of our operations, as well as having an economic impact.

While there are many causes for ground damage, one area that would be well-worth additional focus is the final predeparture walk around of the aircraft. And I don’t mean the preflight inspection but the actual predeparture walk around when that last safety look is taken to make sure all the appropriate panels are shut and, say, fuel caps are installed. Yes, fuel caps. It seems that whatever procedures and guidance have been put in place to eliminate the chances of aircraft taking off

without fuel caps, the problem persists. I happened to be doing some work at an FBO not too long ago when a pilot that had just departed to reposition an aircraft at a nearby airport radioed back that he had taken off with a fuel cap uninstalled. Unfortunately, the fuel cap was secured to the aircraft with a lanyard. The banging of the fuel cap against the side of the aircraft damaged the expensive paint job, as well as denting the sheet metal.

I’m not sure if there were any repercussions for those responsible for this incident but no employee would want this type of carelessness in their personnel record.

After this particular incident, I started paying more attention to predeparture walk arounds – by both pilots and FBO ramp personnel - as I did audits and inspections of operators around the country. So just what did I observe? In those instances when an aircraft was in position for departure for an extended period of time – waiting for passengers to show up and board - the final predeparture walk around of the aircraft was either not accomplished or was hastily performed. And just to be clear again, I’m not talking about the preflight inspection of the aircraft, just the last look at the aircraft before it is closed up for departure.

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Final Walk Around Continued from Page 09

All too often, I saw a rush to load passengers and belongings on board and FBO ramp personnel left to close the baggage compartment door and do whatever last minute checks of the aircraft were going to be done. Apparently more than a few crews rely on indicator lights to confirm that a baggage door is actually closed, which, of course, is a dangerous thing to do, as those indicator lights fail on a regular basis. And, of course, there are many other access doors and panels that have no similar warning system, including many fuel access doors and the fuel cap itself.

It seemed to me that a certain complacency fell over the operations in these situations. The pilots had already done the preflight inspections and their aircraft were just sitting on the ramp. What could possibly go wrong? Well, an aircraft just sitting on the ramp is never a guarantee that nothing has happened in the intervening time. I often observed fuel trucks refuel the aircraft after the preflight was accomplished and the flight crew had returned to the FBO to wait for their passengers. When the passengers did arrive and the rush to depart had begun and I often observed that a final walk around was not accomplished. This complacency can lead to a dented fuselage and scraped paint or something much more serious.

Mr. John Goglia has worked in both the private and public sectors, from leading the Department of Transportation to running his own aviation business. With more than 40 years in the aviation industry, he is the only A&P mechanic ever named to the National Transportation Safety Board, where he served from 1995 to 2004. He has proven to be a true leader, adhering to the highest professional standards in the industry and is president of John Goglia, LLC.

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David Meltzer, Business Titan and Business Aviation Advocate On a Mission to Empower Others

By Elijah Stepp

David Meltzer on the set of “Office Hours” (Photo courtesy of David Meltzer) BizAvJets USA Magazine is pleased to share our interview with Top 100 Business Coach and humanitarian, David Meltzer. Mr. Meltzer made time to visit with us at his Blue Wire Studio based in Las Vegas the Wynn Resort, for a face-to-face interview.

About David Meltzer David Meltzer is the Co-founder of Sports 1 Marketing and former CEO of the prestigious Leigh Steinberg Sports and Entertainment office, which was the creative catalyst for the film Jerry Maguire.

He is a three-time international best-selling author, a Top 100 Business Coach, the executive producer of Entrepreneur‘s #1 digital business show, Elevator Pitch, and host of the top entrepreneur podcast, “The Playbook”. His newest book, Game-Time Decision Making,

was a #1 new release, and David has been recognized

by Variety Magazine as their Sports Humanitarian of the Year and awarded the Ellis Island Medal of Honor.

His life’s mission is to empower over one billion people to be happy. This simple yet powerful mission has led him on an incredible journey to provide one thing…Value.

BAJUSA: David, thank you for taking time to meet with us during your busy schedule.

DM: My pleasure.

BAJUSA: We have gleaned much information about you and your history. However, could you share a snapshot of your history in your own words?

DM: Sure. I started my career out of law school in the internet, even though my mother said the internet would be a fad, and I should be a real lawyer when I Continued on Page 13

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vate travel was really accelerated, as we represented millionaires, billionaires, and some of the biggest names in the business. (Including celebrities and professional athContinued from Page 12 letes.) Many of my clients had brand deals with private graduated law school. However, three years into my first jet services. I was exposed to several levels of private jet job, not only was I a millionaire, but we sold the compa- travel from jet charter, jet membership, fractional ownny for $3.4 billion in 1995. I then ventured into Silicon ership, and full business jet ownership.

Valley and learned how to raise hundreds of millions BAJUSA: Very impressive! Were you exposed of dollars in the wireto business aviation less proxy server space philanthropy during transcoding the internet that time? on web phones. Being DM: As a mata guest on other compater of fact, yes. Hall ny’s private aircraft is of Fame Quarterback, when I started realizing Warren Moon, and mythe quantitative value self founded “Sports of business travel.

1 Marketing” where it BAJUSA: That really got interesting in sounds like your introreference to your busiduction to business aviness aviation philanation. thropy question. During DM: Correct. I was a 12-year period, our always attempting to business was based off ensure my time, conbringing the biggest venience, and rest were David Meltzer making a difference with the “Unstoppable names in sports entercomparative to the price Organization.” (Photo courtesy David Meltzer) tainment to the biggest I was paying. events in sports such BAJUSA: Very astute observation. What came next? as Super Bowl, Pro Bowl, Masters Golf Tournament, DM: By the time I was 30 I became CEO of Sam- Kentucky Derby, Breeders Cup, ESPY’s, and EMMY’s, sung’s phone division. That was followed by being hired which were all tied to charity. That is where my awareas CEO of the most notable sports agent in the world, ness of business aviation supported medical missions for Leigh Steinberg. That is when my relationship with pri- sick children and people of all ages who could not afford emergency care, and providing quality medical services to people who were in need.

BAJUSA: That is wonderful. Would you say business aviation has influenced your business as well?

DM: Most definitely. The last four years I have built my own brand with TV shows, podcasts, books, speaking, and entrepreneurship. Business aviation has played an integral role in my success and made me aware of the humanitarian side of the industry.

BAJUSA: Excellent. Have you been involved with any specific aviation related charities?

DM: Yes. Life Flight in Las Vegas to mention one organization. We worked with one plastic surgeon in Augusta where we would provide private jet transport enabling emergency plastic surgery for burn victims.

We have also raised money for Apollo Jets, Wheels Up, Marquis Jet, NetJets, and other major business aviaDavid Meltzer on the set of “2 Minute Drill.” (Photo courtesy David Meltzer) Continued on Page 14

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called “Office Hours”, which is the first late-night entrepreneur show, which is also on Bloomberg TV and Amazon Prime video, featuring the biggest stars such as Continued from Page 13 Cameron Diaz, Sadhguru, Tilman Fertitta, Apolo Ohno, and Marshall Faulk among others, many who contribute to the business aviation industry. Business aviation allows me to “be in two places at one time” so to speak to keep up other duties such as my number one podcast “The Playbook.” I continue to do charitable work. I am chairman of “The Unstoppable Foundation”, which provides villages in Africa needed essentials while raising millions of dollars. For my 50th birthday, I personally built two community centers there. I am also Chief Chancellor of “Junior Achievement University” worldwide, along with other JA Chancellors such as Brian BAJUSA Co-Publisher Eli Stepp Interviews David Tracy, Bob Proctor, Jack Canfield, Mark Victor Hansen.

Meltzer at Blue Wire Studio in Las Vegas.

The organization has 100 million alumni and provides (Photo courtesy of Elijah Stepp) entrepreneurial and financial support to teenagers and tion brands at their charitable events. We probably have young adults.

BAJUSA: Very impressive! Where do you spend a raised millions, if not a hundred million dollars for charity by utilizing private jet services to help raise funds as majority of your time?

DM: (Laughing) In the air! Between a mix of comwell.

BAJUSA: That is great! All of us in the business mercial and private jet travel, I am in the air 200 days a year. Every trip is a profit center by design. aviation industry are BAJUSA: David, thankful for your huthank you for your manitarian efforts. time! We are grateful Have you considered and very excited to purchasing your own have you in our publiaircraft? cation.

DM: Yes. We reDM: My pleasure. cently considered a I am here to encourhelicopter purchase, age and help anyone. however after the Readers of this article Kobe Bryant tragedy, are welcome to send we chose not to do so me a message at daat this time. We are vid@dmeltzer.com looking into a shared David Meltzer and BizAvJets USA Co-Publisher Eli Stepp.

BAJUSA: It was business jet ownership (Photo courtesy of Elijah Stepp) real pleasure speaking with established busiwith David Meltzer.

We wish him all the best in his funess colleagues. We have chartered many aircraft for our ture endeavors. business and our clientele over the past 20 years.

BAJUSA: Very good, we hope you find the right aircraft for your mission. Could you share more with which you are currently involved and your future endeavors?

DM: Well, aligned with business aviation I seem to be everywhere these days. I have three TV shows, while being executive producer of Entrepreneur “Elevator Pitch” in our seventh season. I am currently filming season three of “2 Minute Drill” on Bloomberg TV and Amazon Prime video. We also have a brand-new show

Eli Stepp has served the Business Aviation Industry for more than 40 years. In addition to founding BizAvJets Inc., and co-founding BizAvJets USA Magazine, he continues to serve the BizAv Industry on a full time basis in multiple roles.

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How would you like to buy a brand new Grumman Albatross Seaplane G-111T?

By Matthew Odenbrett, President of Odenbrett Pilot Services I recently saw a press release on the internet from Amphibious Aerospace Industries of Darwin Australia, where they announced their intention to manufacture a new turboprop version of the legendary Albatross flying boat. The Albatross was built by Grumman from 1947 to 1961 for the United States Air Force, Navy, and Coast Guard to replace the aging Catalina flying boats as an open ocean search and rescue airplane. This airplane has always had a huge popular following among aviation enthusiasts (myself included), so I took it upon myself to reach out to the CEO of AAI, Dan Webster (DW), to help him introduce their company and vision to the US flying enthusiasts.

BAJUSA: Your company recently announced you are going to certify a new version of the Albatross, which you have labeled the G-111T. DW: The founder of AAI Khoa Hoang purchased the type certificates for the Grumman-built HU16 and G-111 Albatross about 10 years ago. Our plan is to develop a Supplemental Type Certificate (STC) to the G-111 which we will build in Darwin Australia.

We are going to take the existing G-111 design (which itself was modified from the military HU-16 design) and upgrade it to be powered by a pair of Pratt & Whitney Canada PT6A-67F turboprop engines. We will also upgrade the avionics and safety systems to meet current certification requirements. We will be certifying the new aircraft through CASA, which is the Australian Civil Aviation Safety Authority and then we will work to have the certification also accepted by the US FAA. BAJUSA: Why build Albatross instead of a new design?

DW: Primarily due to the time and the cost involved in creating a new design. A clean sheet design for a transport category amphibian would take nearly a

decade to develop and certify and cost approximately a billion dollars. By re-envisioning an existing design that’s already proven, we can do this at a much lower entry point, a greater return to investors and a lower cost per unit to our customers. By doing an STC we can modify existing proven aircraft. We will then do a production certificate, which will allow us to build new aircraft. Now this is not a trivial activity by any extent, but it is an easier path than a brand new design and start.

We intend to certify the new G-111T Albatross and begin delivering refurbished aircraft to customers within three years from now. Once the factory is certified we foresee new production aircraft will start being delivered within five years.

BAJUSA: What kind of advantage does the Albatross have over current seaplanes in service?

DW: We believe this is an exceptional aircraft. First off, the Albatross is a Flying Boat. The original HU-16 model Albatross was designed by Grumman for blue water operations by the United States Navy and Air Force, filling the role of Search And Rescue (SAR) operations.

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Grumman Albatross Continued from Page 16

It has a wonderful pedigree, operating in very difficult environments. It is a formidable design. Second, the G-111 was certified by FAA to seat up to 28 passengers.

It is the largest FAA certified seaplane available today.

Thanks to its size, the cost-per-seat kilometer and revenue-per-seat kilometer is very attractive to commercial operators. It can also take off and land in the open ocean in waves of up to four feet in height. No other seaplane is even close to matching this kind of performance.

There are no seaplanes in production today that have as great a payload as the Albatross.

BAJUSA: Is the Albatross expensive to maintain?

DW: No, we don’t think so. We are maintaining core aspects of what makes the Albatross the great aircraft it is. It is a very simple structure to maintain, compared to a composite structure airplane. Having Pratt & Whitney PT-6 engines, which are used worldwide will make it easier for engineers who are already knowledgeable and experienced with maintaining them. This will reduce the maintenance costs considerably over the old Wright radial engine powered Albatross aircraft.

BAJUSA: What is the proposed base purchase price?

DW: We have discussed our pricing structure with many operators and come up with a price where our customers will make money. The ability for an operator to be profitable is at the core our business plan.

BAJUSA: Where will pilots need to go to acquire a type rating for the G-111T Albatross?

DW: Initially we will have a training school in Dar-

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win, however as our business grows, like all major aircraft manufacturers, we will establish links with MRO and training organizations globally. Type rating courses will be part of our sales package for each aircraft.

BAJUSA: In your press release you mentioned that the Northern Territory government was investing $10 million Australian in AAI. Is this to cover the start-up costs of the factory?

DW: The financial support package from the Northern Territory government will make them an equity shareholder in the company. The funds will be used to support the STC and production certification processes.

BAJUSA: Who are the stakeholders in AAI? DW: Currently company shareholders consist of the founders and the Northern Territory Government. The company holds no external debt and the project thus far has been fully funded by the shareholders. The next stage is to bring an investor onboard, for which we are currently addressing the market.

We have an infrastructure partner, the Airport Development Group, who are contributing around $50 million Australian to build the manufacturing and training complex in Darwin where the new Albatross will be built.

Our subsidiary 5 Rings Aerospace is providing the basis upon which we will develop our engineering team.

We are also in the process of developing our supply chain with companies like Heat Treatment Australia, Nupress and Elbit Systems of Australia.

BAJUSA: So you are still looking for equity investors?

DW: That’s right. We are in the process of a capital raise for an equity position in the company.

BAJUSA: What is your projected break-even point for the project?

DW: Given that the company has no external debt and the strategies we have deployed means that we have a great set of circumstances for a profitable business to grow.

BAJUSA: Do you have any partnerships with MainContinued on Page 19

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Continued from Page 18 tenance Repair Organizations or MRO’s?

DW: We have been approached by many MRO, Training Schools and operators and will make a decision once we better understand the market circumstances and technical capabilities in each region. We have teamed up with Pratt and Whitney for engines. We are in the process of teaming up with another international aerospace company - whom I am not ready to name just yet - to assist us with supply chain development and configuration management. It is just a bit too early to name any MRO’s.

BAJUSA: What is your projected market?

DW: Our market research projects a worldwide need for at least 500 Albatross aircraft in the commercial airline and charter business alone. Our primary markets

are where riverine, seaside and island communities have experienced huge growth in their population without a corresponding growth in infrastructure. Many of these communities do not have open spaces necessary to build a commercial airport which can serve the travel needs of the residents. They literally have no room to build runways.

Operators in Southeast Asia are doing some remarkable operations with floatplanes, but these floatplanes are limited to calm waters in sheltered bays and lagoons.

It is very difficult to get the scale and payload needed to make a commercially sensible operation using current floatplanes. The G-111T will be capable of extending the operating environment by a substantial amount over what is currently in use, and with 28 seats, you start to Continued on Page 20

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Continued from Page 19 get to the level of operating capability where you can provide some serious capacity.

Other markets include government organizations which need a Search And Rescue aircraft capable of landing and taking off in the open ocean. We also foresee demand from high net worth individuals who have homes in remote island locations, which do not have a nearby airport.

BAJUSA: Have you selected an Avionics Package for the Albatross?

DW: Not yet. We are currently reviewing three or four avionics packages that have been proposed by several manufacturers. It is probable that we will have a variety of avionics packages for customers to choose, depending on the mission needs. We will likely have one avionics package for commercial operators, a second for Search And Rescue and Special Missions operations, and a third for private operators.

BAJUSA: Do you have preliminary performance specifications you could share with our readers?

DW: Yes, I will be happy to provide you with a copy for your readers.

Author’s note: I started a discussion on a professional pilot forum about the Albatross. Half of the respondents said it’ll never come to fruition, while the other half want one as soon as they win the lottery so they can convert it into a sea-air-land Recreational Vehicle.

I definitely fall into the latter category.

Matthew Odenbrett is a 12,000 hour ATP and CFII with Gulfstream IV and Citation type ratings. During his 22-year career, Matthew has served as Chief Pilot, Check Airman, and Flight Department Manager for various companies. Matthew currently serves as Captain on a Gulfstream IV for a charter company, and is a Contract Captain on both the GIV and Pilatus PC-12.

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The International Air & Space Hall of Fame Class of 2021 (and 2020) was honored November 20, 2021

[CAF Representative, Tammi Jo Shults, Brian Moss, Dee O’Hara, Charlie Duke, Eileen Collins, Ed Bolen, Barbara Barrett and FedEx Representative] Photographer – Paul T. Glessner Guests from around the world joined the honorees for a spectacular evening of fun and extraordinary recognition, as each attendee is offered an experiential peek into the lives of these air and space legends.

Since 1963, the International Air & Space Hall of Fame has honored more than 200 of the world’s most significant aviation pilots, crew members, visionaries, inventors, aerospace engineers, business leaders, preservationists, designers and space pioneers.

Each honoree is selected for qualitative achievements and historic contributions to aviation, space or aerospace innovation, or expanding the public’s aviation and space awareness to the world. Their individual contributions are prime examples of endurance and the adventurous exploring spirit in the pursuit of knowledge and scientific advancement to benefit the world.

2021 Honorees Ed Bolen is the President and CEO of the National Business Aviation Association (NBAA) in Washington, DC., and a member of the board of directors of the National Aeronautic Association. Prior to joining NBAA, Bolen was president and CEO of the General Aviation Manufacturers Association (GAMA). Bolen has also served as a member and chairperson of the Management Advisory Council (MAC) to the Federal Aviation Administration (FAA) and a member of the Commission on the Future of the U.S. Aerospace Industry.

The Commemorative Air Force (CAF), is headquartered in Dallas, Texas, and has over 11,000 members in all 50 states and 28 foreign countries. It is the world’s largest flying museum with the goal to acquire, restore, and conserve combat aircraft in honor of American military aviation. The more than Continued on Page 23

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Class of 2021

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175 aircraft currently in its fleet – known as the “CAF Ghost Squadron” – fly in airshows and events around the country with the purpose of educating the public about the men and women who have flown and fought for America’s freedom.

Eileen Collins is the first female commander of the Space Shuttle and the first person to fly the Shuttle to two different space stations. In total, she had logged over 6,750 hours of flight time in 30 different types of aircraft, and over 38 days in space. Collins retired from the Air Force in 2005 as a colonel and from NASA in 2006. She has been a strong advocate for women in the aerospace industry and has received numerous awards and honors, such as the Distinguished Flying Cross, NASA Outstanding Leadership Medal and the National Space Trophy.

Charlie Duke, Apollo 16 lunar module pilot became the 10th and youngest human being to walk on the surface of the moon on April 16, 1972. Apollo 16 was NASA’s second scientific expedition of the moon, during which time Duke logged 20.25 hours in extra-vehicular

activities (EVA) and collected some 213 pounds of soil and geological samples. He took the only videos of the lunar rover “in action” as it skidded across the surface.

Duke is also known for his crucial role as CAPCOM — the capsule communicator — during the hair-raising moon landing of Apollo 11. Note, Charlie is one of four living astronauts that have walked on the Moon.

Federal Express started in April 1973 with 389 team members and 14 small aircraft, becoming one of the first major shipping companies to offer overnight delivery as a flagship service. Today FedEx Express is the world’s largest full-service, all-cargo airline and serves every ZIP code in the U.S. and more than 220 countries and territories. Their global network provides time-sensitive, air-ground express service through 650 airports worldwide.

Bryan Moss is the former President and Executive Vice President of the Aerospace Group General Dynamics Corporation. He is also the former President of the Business Aircraft Division of Bombardier Aerospace Group. In 2007, Moss was awarded the National Business Aviation Association’s Meritorious Service Award, which is the association’s highest award for service and contributions to the business aviation industry.

Continued on Page 24

[Paul T. Glessner, Associate Editor and Ms. Eileen Collins] Photographer Anonymous

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Class of 2021 Continued from Page 23

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Dee O’Hara became the first aerospace nurse assigned to NASA’s first seven astronauts, the Mercury Seven in 1959. Since then, O’Hara participated in every launch in the Mercury, Gemini and Apollo programs, allowing her to establish the foundations for the field of Space Nursing. After Skylab, she was invited to participate in the Apollo-Soyuz Test Program (ASTP) and the first shuttle flight in 1981. In 1974, O’Hara moved to the Ames Research Center where she managed the Human Research Facility until her retirement in 1997.

2020 Honorees Barbara Barrett – former United States Secretary of the Air Force, and a business woman, attorney and diplomat. She is an instrument rated pilot and cattle and bison rancher. As the 25th Secretary of the Air Force, Barrett was in charge of the affairs of the Department of the Air Force, comprising the U.S. Air Force and the U.S. Space Force. She is also the former chair of the Aerospace Corporation and a member of the boards of California Institute of Technology, Jet Propulsion Laboratory, Rand Corporation, Smithsonian Institution,

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Horatio Alger Association of Distinguished Americans, and the Lasker Foundation.

Tammi Jo Shults – Retired pilot for Southwest Airlines. Among the first female fighter pilots in the U.S. Navy. Praised for her quick-thinking and calm demeanor under pressure during an emergency landing that saved 149 passengers at Philadelphia International Airport. While in the U.S. Navy in 1985, she served as an instructor pilot flying the F/A-18 Hornet and EA-6B Prowler, eventually achieving the rank of Lieutenant Commander.

Experience the San Diego Air & Space Museum at sandiegoairandspace.org Paul T. Glessner, M.S. is both an FAA certificated commercial pilot with instrument and multi-engine ratings, SIC G-IV and an aerospace engineer with 30+ years of experience having worked for Boeing, Lockheed, Grumman Aerospace, the F-22 CTF and the F-35 ITF and others in flying/handling qualities, aerodynamics and flight testing. Paul currently works for General Atomics’ Electromagnetic Systems in San Diego.

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IADA: Market to Stay Hot for Next Six Months While Prices Remain High and Inventory Low IADA Fourth Quarter 2021 Market Report Issued

Members of the International Aircraft Dealers Association (IADA) anticipate the market for used private airplanes will remain red hot for the first six months of 2022, while inventory of available aircraft stays low.

IADA’s Fourth Quarter 2021 Market Report includes a summary of questionnaires about their market perceptions sent to nearly 900 IADA members, including dealers, their brokers, and members who provide products and services related to aircraft transactions.

IADA is the leading organization for aviation professionals who specialize in aircraft transactions and whose opinions bring an informed perspective on the state of the used bizjet marketplace. Its dealers buy and sell more aircraft by dollar volume than the world’s unaffiliated dealers combined, averaging over 700 transactions and $6 billion in annual revenue.

2021 Was Unprecedented By any measure, 2021 was an incredibly unprecedented year, roughly doubling average aircraft transactions. Private airplane dealers accredited by IADA closed a remarkable 20 percent more deals in 2021 than the year before: 1,372 recorded aircraft transactions, compared to 1,135 deals in 2020. This was despite a shriveled aircraft inventory, with many airplanes never making it to market before being snatched up by buyers willing to pay top dollar.“ Today’s market is incredibly unique and while aircraft transact quickly, that’s a result of factors which have not created an entirely positive environment for the resale space,” said Johnny Foster, president and CEO of IADA accredited dealer OGARAJETS. “We enjoyed a solid year, maybe our best, however, the market created an environment that was not nearly as positive for our buying clients. Values and prices are completely disconnected, supply is almost nil, and due diligence is limited by shop capacity and demand,” he added.

Hot Across All Sectors The fourth quarter 2021 responses from IADA members predict the first six months of the coming year will continue to bring an increase in demand for all sectors of the used aircraft sales market, including turboprop, light,

medium and large, and ultra large jets, while supply shortfalls are projected to continue driving prices higher.

“Values have increased an average of 10 percent a month for the past three months. The rate of change feels unsustainable. However, absent an increase in supply or a dramatic drop in demand, appreciation will likely continue into 2022,” said IADA Chairman Emeritus Paul Kirby, who is also the executive vice president of QS Partners, another accredited dealer.

“In my aircraft appraisals business, for below $10 million fair market value aircraft, I am adding 20 percent to account for the lack of supply, and extreme demand,” said Jeremy Cox of JetValues-Jeremy, LLC. “Above $20 million I’m adding 10 percent, with all points in-between pro-rated. The used aircraft marketplace, since Q3 2020, has developed into a bull market, with minimal days on market and in most cases, premium pricing above asking price is occurring.”

Crazy Numbers Kyle Wagman, director of aircraft transactions and consulting for Leading Edge Aviation Services, said, “I think we all have eager and ready buyers ready to strike with offers but with limited supply of pre-owned aircraft, values have gone to crazy numbers. Who would have thought that an aircraft purchased new from an OEM less than three years ago can be sold in today’s market at a premium compared to what the owner paid for it?”

The IADA Market Report is an informative and reliable view of the state of the aviation industry. It covers IADA accredited dealers’ perceptions about the market taken from the survey of IADA members, and actual sales data reported monthly by IADA dealers, even when inventory is difficult to locate and might never appear on the market. But it does not include pre-owned aircraft transactions conducted solely by IADA’s OEM members.

The perspectives and projections from IADA members for the IADA Market Report are informed by the monthly activity reports submitted by IADA accredited dealers through AircraftExchange. In addition to sales data from Continued on Page 26

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Continued from Page 25 AircraftExchange listings, the IADA Market Report includes data from all IADA accredited dealer activities and transactions, reported in total.

Todd Spangler, sales director of IADA accredited dealer Jetcraft, covering Florida and Central and South America, summed up the feelings of many pre-owned brokers: “Buying activity is excellent. Inventory levels are serious concern. The OEMs need to begin delivering new aircraft at higher volume in order to displace more aircraft into the marketplace.”

To register to download the report go to https://aircraftexchange.com/ market-report.

JET CENTER Hosted by:

Please join the jet Center foundation for an elegant lifestyle event as we raise money for these local charities: Saving Children’s Lives – One Flight at a Time!

About the International Aircraft Dealer Associationn IADA is a professional trade association formed more than 30 years ago, promoting the growth and public understanding of the aircraft resale industry. IADA now offers the world’s only accreditation program for dealer organizations and the only certification program for individual brokers. The process delivers lofty standards of ethical business practices and transparency regarding aircraft transactions, leading to a more efficient and reliable marketplace. For more information, go to www.iada.aero.

About AircraftExchange.com IADA’s online marketplace, AircraftExchange.com, is the industry’s premier source of exclusive aircraft for sale or lease by IADA accredited dealers. IADA’s robust listing verification process ensures that unlike other online advertising venues, there are no duplicates, no phantom listings and no aircraft advertised that are not truly available for sale.

The AircraftExchange search portal enables organizations to create a confidential dashboard of business jets for sale, filtered based on their features and amenities, aircraft class, age, and price. Users can browse through data-rich listings for some of the most popular aircraft manufacturers, including Embraer, Cessna, Bombardier, and Gulfstream jets.

For more info about AircraftExchange go to www.AircraftExchange. com.

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Never Before Seen in Aviation, MRO Insider Takes the Industry by Storm MRO Insider is a tech-based company with a network of service providers across many sectors of business aviation. The proprietary technology allows aircraft owners and operators to send out a single request for the type of work they need. Requests are automatically funneled/ vetted/sorted to providers based on capabilities. The app has real-time location-based capabilities allowing your AOG, detailing, and GSE requests to be pushed to any provider within a 300-mile radius of your location.

As of Q3 2020, over 150 maintenance locations from 64 companies are participating in the network. More than 1,600 registered tail numbers use the network to request AOG and detailing, allowing each operator to speed up

their quote-obtaining process for maintenance services.

MRO Insider has the largest network of AOG trucks in the world within its network. It continues to grow other areas of service, which includes scheduled maintenance such as airframe, detailing, paint, interior, equipment/tool rental, and more.

For current stats, data, or a breakdown of aircraft by make and model, please email info@mroinsider.com To complement the ability to send out requests, MRO Insider colleagues have put together the FiT Team for all types of maintenance oversight from single “babysitting” jobs to full DOM care-taking, pre-buys, and more.

For more information, visit https://mroinsider.com/

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Dr. Chris Broyhill Discusses the Business Aviation Industry

By Eli Stepp and Annamarie Buonocore

BizAvJets USA (BAJ) had the pleasure of interviewing Christopher Broyhill, Ph.D., CAM (CB), on his views regarding the business aviation marketplace. Dr. Broyhill is recognized in the aviation industry as an authority on personnel retention, compensation, leadership and organizational culture. He is a former fighter pilot and an accomplished author.

BAJUSA: Chris, thank you for taking the time to positions. I’ve had my own company and I’ve been a talk to us today about the business aviation industry. Tell director of ops and I’ve been a chief pilot at a 135, and a us what you do and a little about how you got started in chief pilot and director of aviation under part 91. this field.

CB: The snapshot that I use to encapsulate my life In 2016, I got a Ph.D. in aviation from Embry Riddle is from fighter pilots to comp-geek because that’s what’s (Aeronautical University), and really learned the powhappened. And I never saw that er of stats. I mean I got dragged coming just to proof the way that into the stats classes, kicking, the Lord works in your life and screaming, and crying and not the road he takes you down; you wanting to do them. And I came can never predict where you’re out of it with a very thorough going to end up. So I went to the doctoral-level series of courses in Air Force Academy, I flew fightstatistics. I came out with a keen ers in the Air Force. I was very appreciation of what the power lucky. I flew the OV-10, A-10, of stats can do if they’re utilized and the F-16. I got to do a lot of correctly. cool things.

So I sit on the business aviWhen I was looking at getation management committee at ting out of the military, I was the NBAA (National Business looking real hard at the airlines.

Aviation Association). I’ve been I was at Luke Air Force Base and there since 2013 and we’re doing several of the people I was flythe pilot attrition thing in 2017, ing along side of were going to and somebody said you should do Southwest. In fact, there were so a scientific study: Why are people many Southwest pilots at Luke leaving business aviation and goAir Force Base, they had their ing to the airlines? So I did that. own crud team and they would I’ve done three scientific studies play crud in the officer’s club. that have explored this subject Dr. Chris Broyhill created The AirSo, but the more I talked to and the last one was a leadership Comp Calculator. He is one of the people about doing it, the more, study that I did in 2019. I wrote a industry’s most respected authorities book about it. it just seemed really boring to me. on business aviation compensation.

A friend of mine had a SaberThe way the consultancy liner 65. So I just reached out to practice developed is that people him. I said, ‘Wayne, if you don’t mind, I’ll do whatever would tell me, ‘you’re the guy, you’re the expert in why training you need me to do, but I’d like to just sit right people are leaving. Can you come to our flight operation seat and fly around right seat in your jet for a while to and tell us what we could be doing better.’ And so the resee what this business aviation thing is all about.’ tention piece of that started to be something that I would I did that for a few months while I was in the Air consult in. And then along the way, as I’m doing that, Force on my time off and I was hooked and I never obviously compensation is a big piece of the retention turned back. So I’ve been in business aviation since puzzle. I say the retention stool is like a three-legged 2001, about 20 years. I’ve had a variety of leadership stool. You’ve got compensation, quality of life, and what

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I used to call morale and individual value. Now I just call it organizational culture. If you’ve got those three in place, you’ll retain people. If any one of those is not in place, the stool topples.

So I had to come up with a scientific methodology to advise people on compensation. I got into the data, the survey data. I played around with it and I tried several different mechanisms. And I came out with the proprietary way in which I can start with survey data, provide very precise compensation ranges that are all data driven. There’s no Chris Broyhill opinion in it. There’s no ‘here’s what I think is right’ in it. It’s all data driven. And that methodology is what I automated into the Air Comp Calculator, which is my business today. So, like a lot of people, I have a day job that I use to keep the lights on for now, but my Air Comp Calculator, which is my consulting business, is growing.

And I like doing it. I find that I’m a numbers geek, like I said before. It’s a good service to the industry. So I enjoy it.

BAJUSA: Excellent. Well, that was a good rundown. Thank you very much. So, it sounds like you’re interest in business aviation was ignited by your friend with the Saber 65, and so you went in that direction.

Nowadays what’s your favorite kind of aircraft?

CB: I love the 7X. I love Falcons in general. Falcon is the only manufacturer that also builds fighters. I’m a fighter guy; I like to see the technology.

I’ll tell you something interesting. I won’t give you the back-story about how it happened, but I got to fly the Rafal Simulator in France. So they put me in a simulator and the heads-up display is mechanized exactly like the heads-up display in the 7X. So I mean they talk about this military to civilian crossover thing that they do; that’s for real, they really do that. Its pretty interesting technology. Also, I think they make the most efficient wings in the business; their wing technology is just outstanding.

BAJUSA: That’s cool. I’m biased though; I was on the Falcon 20 retrofit program when they took the CF 700s off. I just love Falcons. I’m really excited about their Falcon 10 X coming out!

CB: Yes, I am too!

BAJUSA: So, you know, one of the things I’ve noticed about you is your work regarding the retention of people, especially pilots and maintenance people. What do you think we can do to be better retaining people?

CB: Well, I think it’s, like I mentioned earlier, retention is like a three-legged stool, you’ve got to compensate your people competitively. You have to give them quality of life in that they need to be able to predict their lives. And, the last thing is you have to have an organizational culture that takes care of people; that makes them want to come to work. And, that’s probably one of the

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biggest elements. If any one of those three things fails, you’re going to lose people.

So I’ll give you an example. I did a retention study of the flight department on the East coast a couple of years ago, and everybody loved the company and they loved the team they were on. They loved the culture of the organization. Their quality of life was pretty good, but they felt like they were being taken advantage of compensation-wise because the company was paying so low. So, you know, it’s funny, you talk to HR people, and they say nobody ever leaves the job for compensation alone. Well, yah they do. You have the three legs of the retention stool but compensation can start to become an organizational culture issue.

It can start to become a morale issue. And when it crosses over like that, you’ve got a serious problem. So to circle back to what the question you’re asking, you have to be strong in all three areas. You don’t have to pay, for example, what the airlines pay. But you do have to compensate competitively. You’ve have to take good care of your people. And if you do of those things right, you’ll be alright.

Yes, there are people out there who pay 300 grand to fly a G 650. I’m not sure you actually want to be an operation like that because if they’re getting 300 to 325 grand to fly a G650, there’s a reason why they’re paying that much. It is because they’re basically not going to give you any sort of slack, you know, to do what you’re trying to do.

So now I think you have to be really careful about that sort of thing, but we just have to be very deliberate. Aviation managers need to be very deliberate, very deliberate in how they run their organizations and very deliberate in how they allow for quality of life, very deliberate in how the compensate. You just can’t continue to ride the old train because the old train isn’t working anymore.

BAJUSA: Do you feel like the culture in the flight department is different than it used to be in the old days?

Military guys would come in and they were in charge ¬– in a very tough way. I think it’s changed. As for the culture now, people seem to be more on a level playing field. Would you agree?

CB: Leadership styles that are necessary to run a flight department have changed radically during my career. Yes, one of the guys that I interviewed for the second-edition of the Leadership book told me about how when he got out of the Air Force, he went to work in a (flight) department where it’s mostly military guys, mostly even, academy graduates. And he was an academy graduate also.

I don’t like that. I like to have organizations that have a lot of diversity in them. I think it makes the organization stronger. And to that point, I think organiza-

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Dr. Christopher Broyhill is the author of the Colin Pearce Series, which includes the following titles: The Viper Contract, The Cabo Contract, The Satan Contract, The Shadow Contract, The Bronco Contract, and The Enteron Contract.

Learn more about this fictional series, along with his non-fiction work, at his book website page, www. chrisbroyhillbooks.com.

(Image courtesy Chris Broyhill Books)

tions are becoming more diverse, not just with gender diversity and ethnic diversity. They’re becoming more diverse from backgrounds. It used to be that you would have people in the flight department came up as civilian pilots and were deeply suspicious of military pilots. And you’d have other organizations that were military pilots who had no time for civilian pilots.

And then you’ve got organizations with former airline pilots and not former airline pilots, but nowadays I think you’ve got a great mixture of personnel. I think that makes the organization stronger. But I also think it requires leadership. Again, leaders need to be more inclusive, they need to be more collaborative in the way in which they run their departments. They need to be more empathetic.

The book I wrote, I talk about 15 different leadership traits that leaders have to be able to do in order to lead effectively. I just think the authoritarian militaristic-style of leadership does not work. Maybe in some places, if

it does work, you will turning people over like crazy because people just won’t put up with it, because they don’t have to put up with being treated like that.

BAJUSA: That is what prompted my question because when we were talking about retention, it’s not that the employee is not feeling warm and fuzzy (that makes them leave), but that they’re not included in flight department. That’s what will make them move on.

CB: Yes, absolutely true.

BAJUSA: A couple of questions. I know you mentioned Air Comp Calculator. Can you give us a snapshot of what your customer base is, depending on if it is management or individuals, for example.

CB: I have two strains of customers. I’ve got individuals who just want to find out if they’re being paid fairly or they are negotiating for a job and they want to know what the competitive rates are that are being paid out. Let’s say, they are negotiating to be a chief pilot in the Bay area flying in a G550. They’ll come me to get

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compensation ranges for that. They want to feel confident that when they are negotiating with a prospective employer, they know what they’re talking about.

The other demographic I work for is aviation managers or executives. They will come to me and say, I need to know, are we competitive with our pay? What do we need to do? They’ll ask, where is our pay in terms of the market right now and where do we need to go?

And I’ve got several echelons of service that I offer. I do comp-calculator that generates reports.

But I also do compensation consulting. If somebody wants to do a deep dive, tailored, deep dive on their department, and I’ve got like 60 of those, where I go in and dissect their pay and benefits data. I make specific recommendations. And then I can tell them things like, you guys are about 30-grand off with this person, for example. You have bring this guy or gal up by 30-grand a year if you want to be competitive in the market.

So I have two primary demographics, individuals and aviation managers.

BAJUSA: Switching gears a little bit, what was the experience like going from business aviation to becoming an author? I know you’ve done both fiction and nonfiction. Tell us about your experiences writing books.

CB: I’ve always like writing. I’ve been writing my entire adult life. I started writing in high school. The fiction books I write, the Colin Pearce series, started because I was doing a 30-day-on 30-day-off thing in Saudi Arabia. And we spent a lot of time in hotels. You couldn’t really go outside and you had to kind of determine how you were going to construct your time. I had this idea for writing a book series and I just started being more deliberate about it.

I have several authors I admire and who have influenced me. One of them is John D. MacDonald and another is John Sandford. What I wanted to do is, for example, when you’re traveling and you’re at the airport and you go by the bookshop, you’re looking for just a little bit of escapist entertainment to distract yourself however many hours of your life. I wanted to provide that for people and that’s all I wanted to do. I didn’t have any huge aspirations. I just wanted to provide people with entertainment and write books that were about aviation.

I’d like to say that my series has the four basic food groups represented there: aviation, Scotch, sex and violence. I want it to be fun to read. I want it to be escapist entertainment. And, these are fun for me to write. I enjoy that. It’s cathartic for me. Some people ask what do you do during your time off? I write and they say, isn’t that working. No, it doesn’t feel like work when I do it.

My first nonfiction venture was my PhD dissertation back in 2016. The Leadership book came out of the research I was doing. People said, why don’t you just take stories of people in our industry and use those to exem-

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plify these different leadership traits? And that’s where that came from. I really enjoyed writing it, it was like a labor of love for me. Now I’m ready to do a second edition to update some of the stories and to expand on the diversity of leaders that are represented in the book.

So writing is a passion for me and I love doing it.

BAJUSA: That’s great. We can hear your passion for both your work and your writing. Just to circle back and follow up, what do you think about recruiting new people to the industry, to business aviation?

CB: I think we’ve done a lousy job in the past and I think we need to get better at it. Everybody thinks about the airlines. Nobody thinks about making a career in business aviation. The airlines appear at job fairs, career days, and they have a very visible presence at places like Embry-Riddle (Aeronautical) University and the University of North Dakota. Everybody knows who the airlines are. We in business aviation do not have a united front that says we are business aviation, come give us a try.

So as we go forward and the personnel, I call it the personnel store, is only going to get worse. You can see the airlines are going to be saying, we’re not making pilots and we’re not making mechanics. We need to start attracting people to our industry, doing a more systematic job of bringing people in, or we’re never going to be able to fill the cockpits. And we’re not going to be able to fill the slots on the floor of the hangar. We just don’t have the bodies to do it.

BAJUSA: I agree. I don’t think we have a united front. I hope that NBAA or even individuals like you and I can take the bull by the horns and maybe put together a conference, and bring people in, people who want a career in aviation or to change their career and learn about business aviation and all it has to offer. I think it might have to be grassroots, to get recruiting into the industry built up.

CB: I agree. I think you’d have to start at the high school level, maybe even before. We have to be present at career days, and it doesn’t need to be company X, Y or Z but someone from the industry that can say, this is a career path you can follow. And you know, it’s interesting. You’re not doing the same thing everyday, like in the airlines. You’ve got more authorities as a pilot.

You’ve got more latitude as a technician and this is an industry that is a great alternative for you to think about.

BAJUSA: Thank you!

To learn more about Dr. Broyhill and his work, visit his website for AirComp Calculator at aircompcalculator. com or his website for his books at christbroyhillbooks. com, where they are available for purchase.