avbuyer magazine november 2014

AVBUYERWORLD

B U S I N E S S A V I A T I O N I N T E L L I G E N C E

November 2014

™

proudly presents

1999 BBJSerial Number 30751

See pages 16 - 17 for further details

Formerly World Aircraft Sales Magazine

Business Aviation & The Boardroom

Aircraft ManagementConsiderations

Growing yourFlight Department

Aircraft ComparativeAnalysis – Citation II/IISP

THIS MONTH

www.AVBUYER.com

FC Avjet November 2014_FC December 06 22/10/2014 11:37

Visit falconjet.com/preowned France: +33.1.47.11.60.71 - US: +1.201.541.4556

PRE-OWNED FALCON

A FALCON MAY LEAVE THE NEST, BUT IT NEVER LEAVES ITS FAMILY.No one knows a pre-owned Falcon better than Dassault. We designed and built it. And when the time comes to deliver it to a new owner, we prepare it with the same care and support it with the same commitment as any new Falcon. Because every Falcon and every Falcon owner are family.

• 10 passengers• EASA / EUOPS1 compliant• Under FalconCare, ESP, MSP• EASy II (SVS, ADS-B out, LPV approaches)• Dual EFB’s, 3 VHF• Iridium Satcom (with data)

Project1_Layout 1 30/10/2014 09:43 Page 1

2008 • s/n 028 • 1,378 hrs. total time

• 14 passengers confi guration without crew rest• EASA / EUOPS1 compliant• Head Up Display, Enhanced Flight Vision System• Iridium Aircell Axxess II Satcom• Collins Satellite TV Tailwind 500• Securaplane video camera

Falcon 7X

Falcon 2000LX

2013 • s/n 253 • 488 hrs. total time• 10 passengers• EASA / EUOPS1 compliant• Under FalconCare, ESP, MSP• EASy II (SVS, ADS-B out, LPV approaches)• Dual EFB’s, 3 VHF• Iridium Satcom (with data)

Falcon 2000LX

2012 • s/n 230 • 633 hrs. total time• 8 passengers • EASy II upgrade (SVS, Full CPDLC, ADS-B out)• EASA / EUOPS1 compliant• February 2018 C check• Engines on ESP, APU on MSP• 3 VHF, 3 IRS, 3 FMS• HUD, EFVS, Dual EFB’s• Dual Satcom, Iridium & Aviator 300

2013 • s/n 271 • 514 hrs. total time

• 14 passengers with Fwd and Aft lavatories• EASA / EUOPS1 compliant• Under FalconCare, ENG & APU under MSP• EASy II (ATN-B1)• Dual EFB’s, 3 VHF, 3 IRS, 3 FMS• MCS-7120 Satcom

Falcon 900LX

Falcon 50EX2006 • s/n 346 • 4,665 hrs. total time

• 10 passengers (4 Fwd club, 4 places sofa & club 2)• 1 owner 1 operator since new• EASA / EUOPS1 compliant• 2C check due Aug 2018• Engines & APU under MSP gold• Iridium Satcom

2005 • s/n 150 • 2,594 hrs. total time

• 14 passengers with Fwd & Aft lavatories• EUOPS1 compliant • EASy II upgrade • FWD and AFT Lav • Sept. 2011 C check• Aero I Satcom

Falcon 900EX EASy


11.14Aircraft For SaleAIRCRAFT PAGE AIRCRAFT PAGE AIRCRAFT PAGE AIRCRAFT PAGE

• AIRCRAFT • HELICOPTERS • PRODUCT & SERVICE PROVIDERS

THE WORLD’S LEADINGAIRCRAFT DEALERS & BROKERS

find one todaywww.AvBuyer.com

AEROL-39C Albatross .97,

AIRBUSA320 VIP . . . . . . 156, ACJ318 Elite . . . 92, 93,

BOEING/MCDONNELLDOUGLASBBJ . . . . . . . . . . . 1, 16, 17, 25, 50, 76,CRJ-200 ER . . . . 25, CRJ-200 LR . . . . 50, DC8-62 VIP . . . . 77, Super 727 VIP . . 77,

BOMBARDIERGlobal 5000 . . . . 10, 50, 150, 156,Global 5000LE. . 10,Global 6000 . . . . 21, 83, 150, 156,Global 7000 . . . . 150,Global Express . 10, 76, 77, 101, 156,Global Express XRS . 10, 156,Global XRS . . . . 25, 51,Challenger300 . . . . . . . . . . . 22, 67, 77, 145, 156,350 . . . . . . . . . . . 21, 600 . . . . . . . . . . . 47, 77, 601-3AER. . . . . . 12, 135,601-3A . . . . . . . . 17, 64, 83,601-3R . . . . . . . . 83,604 . . . . . . . . . . . 44, 47, 64, 78, 105,. . . . . . . . . . . . . . . 156,605 . . . . . . . . . . . 50, 78, 89, 101, 156,650 . . . . . . . . . . . 109,850 . . . . . . . . . . . 50, 146, 150, 156,Learjet 31A . . . . . . . . . . . 65,31ER . . . . . . . . . . 61, 35A . . . . . . . . . . . 64,36A . . . . . . . . . . . 151, 40XR . . . . . . . . . . 78, 105,45 . . . . . . . . . . . . 14, 27, 57, 65, 83, . . . . . . . . . . . . . . . 109,45XR . . . . . . . . . . 83, 141, 156,60 . . . . . . . . . . . . 27, 83, 105, 150,60SE . . . . . . . . . . 64, 136, 156,60XR . . . . . . . . . . 27, 65, 83, 137,

CESSNACitationV. . . . . . . . . . . . . . 13, 22, 64, X . . . . . . . . . . . . . 12, 57, 67, 83, 155,XLS . . . . . . . . . . . 64, 67, 109,XLS+ . . . . . . . . . . 12, 67, 151, CJ . . . . . . . . . . . . . 60, CJ1. . . . . . . . . . . . 13, CJ1+ . . . . . . . . . . 67,

CJ2 . . . . . . . . . . . . . 13, 64, 77, 83, 97, . . . . . . . . . . . . . . . 101, CJ3. . . . . . . . . . . . 13, 60, 101, 109, . . . . . . . . . . . . . . . 153,M2 . . . . . . . . . . . . 97, Bravo . . . . . . . . . 53, 64, 105, 140,Encore . . . . . . . . 13, 55,Excel . . . . . . . . . . 12, 97, 142,Jet . . . . . . . . . . . . 67, 105,Latitude . . . . . . . 60, Mustang . . . . . . . 13, 53, 64,Sovereign. . . . . . 77, 155,SII . . . . . . . . . . . . 60, Ultra . . . . . . . . . . 13, 83, 97, 128,ConquestII. . . . . . . . . . . . . . 61,

EMBRAEREMB-135LR . . . . 77, ERJ-145EP. . . . . 77, Legacy 500 . . . . 21, 156,Legacy 600 . . . . 51, 77, 139, 156,Legacy 650 . . . . 156,Lineage. . . . . . . . 156,Phenom 300 . . . 78, 101,

FAIRCHILD DORNIER328 . . . . . . . . . . . 97, 328/300 . . . . . . . 101,F300 . . . . . . . . . . 151,

FALCON JET7X . . . . . . . . . . . . 3, 11, 57, 101, 133,. . . . . . . . . . . . . . . 154, 20F . . . . . . . . . . . 155,20F 5BR . . . . . . . 83,20-5F. . . . . . . . . . 105,50 . . . . . . . . . . . . 11, 12, 55, 101, 103,. . . . . . . . . . . . . . . 154, 155,50-40 . . . . . . . . . 154, 155,50EX . . . . . . . . . . 3, 11, 109, 154, 100 . . . . . . . . . . . 12, 900B . . . . . . . . . . 11, 22, 47, 64, 77, 83,. . . . . . . . . . . . . . . 138, 154, 155,900C . . . . . . . . . . 60, 154, 900DX . . . . . . . . . 148,900EX . . . . . . . . . 27, 139, 154, 900EX EASy . . . 3, 154, 155, 156900LX . . . . . . . . . 3, 11,2000 . . . . . . . . . . 11, 55, 57, 64, 77, 83,2000EX . . . . . . . . 156,2000EXEASy . . 50,2000LX . . . . . . . . 3, 67, 143,

GULFSTREAMIV . . . . . . . . . . . . . 10, 11, 17, 83, 85, . . . . . . . . . . . . . . . 151,

IVSP . . . . . . . . . . 26, 29, 51, 77, 78,V. . . . . . . . . . . . . . 10, 22, 30, 71, 89,. . . . . . . . . . . . . . . 155,100 . . . . . . . . . . . 65,150 . . . . . . . . . . . 22, 30, 83,200 . . . . . . . . . . . 10, 47, 55, 65, 78, . . . . . . . . . . . . . . . 129, 130, 134, 155,300 . . . . . . . . . . . 131,400 . . . . . . . . . . . 131,450 . . . . . . . . . . . 7, 10, 31, 65, 76, 138,. . . . . . . . . . . . . . . 156,550 . . . . . . . . . . . 7, 10, 17, 26, 29, 31,. . . . . . . . . . . . . . . 51, 55, 67, 76, 83, . . . . . . . . . . . . . . . 101, 130, 132, 144,650 . . . . . . . . . . . 21, 26, 49,

HAWKER BEECHCRAFTBeechcraft 400A . . . . . . . . . . 13, 53, 65,Premier 1 . . . . . . 83,Premier 1A . . . . . 147,King Air200 . . . . . . . . . . . 61, 64,350 . . . . . . . . . . . 83, 103,B90 . . . . . . . . . . . 64,B200 . . . . . . . . . . 53, 67,C90 . . . . . . . . . . . 101, C90B . . . . . . . . . . 14,F90 . . . . . . . . . . . 61,Hawker400XP . . . . . . . . . 44, 83, 105,700A . . . . . . . . . . 64,800A . . . . . . . . . . 60,800SP . . . . . . . . . 151, 800XP . . . . . . . . . 7, 12, 47, 57, 65, 78,. . . . . . . . . . . . . . . 83, 103,850XP . . . . . . . . . 78, 79,1000A . . . . . . . . . 151, 4000 . . . . . . . . . . 78, 105,

IAIAstra . . . . . . . . . . 64,Astra SP . . . . . . . 103,

PIAGGIOAvanti P180 II . . 101,

PILATUSPC12/45 . . . . . . . 61,

PIPERCheyenne II . . . . 101, Meridan . . . . . . . 61,

SABRELINER65 . . . . . . . . . . . . 64,

SOCATATBM 700B . . . . . 64,TBM 700C2 . . . . 64,

HELICOPTERSAGUSTAWESTLANDA109A II Plus . . 14,A109 Power . . . . 156,A109E Power. . . 14,A119 KE . . . . . . . 101,AW109 SP . . . . . 101,Grand . . . . . . . . . 77,

BELL206 L4 . . . . . . . . . 151, 212 . . . . . . . . . . . 151, 407 . . . . . . . . . . . 14,412 EMS . . . . . . 151, 429 . . . . . . . . . . . 14, 17,

EUROCOPTERAS 350 B2 . . . . . 14, 101,AS 350 B3 . . . . . 101, AS 355 F2 . . . . . 77, AS 365 N3 . . . . . 156,BK 117C1 . . . . . . 101,EC120B . . . . . . . 101,EC 130 B4 . . . . . 67,EC 135 P2+ . . . . 101,

SIKORSKYS-76B. . . . . . . . . . 151, S-76C+ . . . . . . . . 14,S-76C++ . . . . . . 27,

CORPORATE AVIATIONPRODUCTS & SERVICESPROVIDERSAircraft Engine /Support . 5, 69,Aircraft Perf & Specs . . . . . 90, 115, . . . . . . . . . . . . . . . . . . . . . . . . 125,Aircraft Title/Registry . . . . 35, 37, 39, . . . . . . . . . . . . . . . . . . . . . . . . 41, Finance . . . . . . . . . . . . . . . . 15, 81,Ground Handling . . . . . . . . 125

4 AVBUYER MAGAZINE – November 2014

AC Index November 23/10/2014 13:14 Page 1

It has been 25 years since we at Jet Support Services, Inc. opened our doors and became the business aviation industry’s first independent provider of hourly cost maintenance programs. Since that day, we have enrolled more than 10,000 engines, airframes and APUs on our broad offering of programs. Today, JSSI enhances resale value and provides cost predictability and world class service to owners and operators of over 340 makes and models of business jets, turboprops and helicopters. As we continue to expand our business, it is important for us not to lose sight of those who have supported us along the way and made our 25-year anniversary possible.

WWe want to thank Boise Cascade Corporation for being the initial customer to take that leap of faith to enroll on a JSSI program. It required foresight, an open mind and the willingness to take a chance on a new concept and a young company. We thank you, our loyal customers, who have entrusted us with your aircraft over the years. Thank you to the OEMs, who have worked hand-in-hand with us as we developed innovative programs like Tip-To-Tail®, the industry’s only single-source maintenance plan. And thank you to all of the maintenance providers that have worked alongside our technical advisors to deliver outstanding service.

AllAll of this begs the question, “Where do we go from here?” Stay with us throughout this, our 25th anniversary year, and we’ll share some of our future plans. Because, thanks to you, even after 25 years, we’re just getting started.

Moscow

IntelliJet InternationalJacksonville International AirportJacksonville. FL, USA+1.904.741.4417 IntelliJet.com Washington DC

INTELLIJET’S APPROACH TO MARKETING…


Traditional business jet brokers typically apply a predictable strategy for promoting the aircraft they are tasked with selling – exposing the aircraft to the masses via multiple Internet sites, broadcast emails, and print media. In fact, many long-standing brokers routinely boast about the distribution of the publications they advertise in or their colossal marketing budgets.

Regrettably, most of the aircraft brokerage community adheres to this same protocol and it can be difficult for an aircraft to attract suitable attention in today’s competitive market.

At IntelliJet International, we believe our way is better. We offer a limited selection of “top-drawer” aircraft to only well-qualified, discerning buyers. Our innovative, off-market sales strategy avoids overexposing your jet to the marketplace and highlights its exclusivity, which ultimately creates a demand for it. Many buyers become excited about the prospect of acquiring an aircraft that not just anyone has access to.

Our reputation was built on this innovative approach. Demand generates excitement, which can lead to a higher sale price.

Intelli Jet International – presenting your aircraft in a positive light.

Worldw ide Spec ial ists In Long Range Bus iness J ets

AIRCRAFT WANTED

Gulfstream G650

Gulfstream G550

Challenger 300

GLOBAL XRS

“TOP-DRAWER” BY DESIGN

CURRENTLY AVAILABLE OFF-MARKET AIRCRAFT

2008 G550

2010 G450

1996 800XP


Contents

Regular Features80 A/C Specifications & Performance Tables116 Aviation Leadership Roundtable118 Market Indicators124 BizAv Round-Up

Next Month’s IssueBusiness Aviation and the Boardroom

Aircraft Comparative Analysis – Falcon 2000 Series

GAMA 3Q 2014 Shipment Report

Featured Articles - Business Aviation and the Boardroom18 The Sign of a Well-Managed Company: Why would any Director

who values staff productivity not consider Business Aviation for their travel needs?

24 Business Aviation ‘Justification’: The Board is responsible for their corporation’s Business Aviation strategy. This will be your ‘justification’ when use of the company airplane is questioned.

32 The Banker-Turned-Flying Entrepreneur: For entrepreneur Amin Haque, private aviation is a business requirement. Haque outlines why it’s justifiable for businesses to fly privately.

36 Inside Knowledge: A look at the reasons why having a Board member with previous Business Aviation experience works.

40 Is There Magic in Timing: As a Board considers an aircraft sale or acquisition, understanding of the market and the need for timing is vital…

46 Anatomy of an Aircraft Claim (2 of 2): An outline of the steps to take when an aircraft-related accident proves catastrophic.

52 Transporting Politicians: The pitfalls to avoid and areas needing consideration before offering a politician a lift on the company aircraft…

56 Entry-Level & Light Jet Value: A look at the benefits of Entry-Level & Light Jets, and a listing of values for the models built over the last 20 years.

Main Features62 Flight Dept. Management Skills – Make Everyone a Teacher: If you want

to master something, teach it! That goes for Flight Department Management too.

66 Flight Dept. Management Skills – Cognitive Bias: Recognizing Cognitive Biases is just one aspect of the Flight Department Manager’s right decision-making process.

70 Aircraft Comparative Analysis – Citation II/IISP: How does the perform-ance of the Citation II/IISP stand up against the Learjet 31/31A and Beechjet 400/400A?

94 Aircraft Management Considerations: When is aircraft management right foryou, and what are the considerations for selecting the right company for the job?

98 TCE & Charter: What impact does Trip Cost Estimation (TCE) have on the quality of charter service? Mike Vines investigates.

104 Fuel Planning: Safety consultant Mario Pierobon looks at the ways both Business Aviation and the airlines look to measure and make fuel savings.

108 Modernizing your Aircraft (1 of 3): Selecting an appropriate upgrade and doing the necessary financial analysis forms the basis for the first of this three-part series.

110 Growing your Flight Department: When one airplane no longer suffices, what then? Finances, staffing, hangaring and maintenance are all considerationsfor growing your flight department.

Volume 18, Issue 11 – November 2014

110

8 AVBUYER MAGAZINE – November 2014 Aircraft Index see Page 4www.AvBuyer.com

32

18

Panel NOV14 21/10/2014 16:49 Page 1

EDITORIALEditorial Director / PublisherJ.W. (Jack) Olcott1- 973 734 [email protected]

Commissioning & Online EditorMatthew Harris1- 800 620 8801 [email protected]

Editorial Contributor (USA Office)Dave [email protected]

Consulting Editor Sean O’Farrell+44 (0)20 8255 [email protected]

ADVERTISINGBrittany Davies (USA Sales)VP Sales Cell: 01201 430 [email protected]

Linda Blackburn (USA Sales)1- 614 418 [email protected]

Maria Brabec (European Sales)+420 604 224 828 [email protected]

Karen Price1- 800 620 8801 [email protected]

STUDIO/PRODUCTIONHelen Cavalli / Mark Williams 1- 800 620 [email protected]@avbuyer.com

CIRCULATIONBarry Carter1- 800 620 [email protected]

AVBUYER.COMNick [email protected]

Emma Davey [email protected]

MANAGING DIRECTORJohn Brennan1- 800 620 [email protected]

USA OFFICE1210 West 11th Street,Wichita, KS 67203-3517

EUROPEAN OFFICECowleaze House, 39 Cowleaze Rd, Kingston, Surrey, KT2 6DZ, UK+44 (0)20 8255 4000

PRINTED BYFry Communications, Inc. 800 West Church Road, Mechanicsburg, PA 17055

AVBUYER IS A MEMBER OF THE FOLLOWING ORGANISATIONS:Aircraft Electronics Association (AEA) British Business and General Aviation Association (BBGA) British Helicopter Association (BHA European Business Aviation Association (EBAA)Helicopter Association International (HAI) National Aircraft Finance Association (NAFA)National Aircraft Resale Association (NARA National Business Aviation Association (NBAA)

AVBUYER

World Aircraft Sales Magazine has been privilegedto serve the Business Aviation community for 18years through its unique blend of high qualityeditorial content and aircraft advertising.

Building on the success of our magazine, welaunched AvBuyer.com in 1998 and have beenhonored to watch it become one of the Internet’spremier platforms for listing and researchingpre-owned business aircraft and associatedproducts and services.

While successfully operating under two names formany years, the time has come to bring ourmagazine and digital media brands together allunder one designation.

We are delighted to announce this brandconsolidation and the renaming of our magazineto: AvBuyer.

The magazine will continue to offer the best inBusiness Aviation writing and the latest inventorylistings and the best in Business Aviation productsand services. The change of name to AvBuyer re-flects our continued commitment to meet theneeds of today’s aircraft buyer by delivering themarket intelligence and operational insights theyrequire. Thus, the magazine’s new tagline—Business Aviation Intelligence — truly sums up thevalue that AvBuyer magazine delivers.

We look forward to your comments and feedbackas we move into this exciting new chapter in ourhistory. Please feel free to contact us at any time.

Warm regardsJohn BrennanManaging Director

2014 GULFSTREAM G450, SN 4303

The global marketplace for business aviation June 2014

www.AvBuyer.comWORLD™

an AvBuyer.com Publication


CHANGE OF NAME BUT NOT OF MISSION !

O N L I N E : I N P R I N T : B R O A D C A S T

AVBUYER

November 2014 – AVBUYER MAGAZINE 9www.AvBuyer.com

AVBUYERWORLD

B U S I N E S S A V I A T I O N I N T E L L I G E N C E

November 2014

™

proudly presents

1999 BBJSerial Number 30751


Formerly World Aircraft Sales Magazine

Business Aviation & The Boardroom

Aircraft ManagementConsiderations

Growing yourFlight Department

Aircraft ComparativeAnalysis – Citation II/IISP

THIS MONTH

www.AVBUYER.com

Is Now

Panel NOV14 22/10/2014 11:40 Page 2

900 BESTGATE ROAD SUITE 412 ANNAPOLIS, MARYLAND 21401 TEL 410-573-1515

GULFSTREAM VSERIAL NUMBER 525

GLOBAL 5000 VISION2015 DELIVERY POSITION

GULFSTREAM G200SERIAL NUMBER 203

GLOBAL EXPRESS XRSSERIAL NUMBER 9387


GLOBAL 5000LESERIAL NUMBER 9340

GULFSTREAM IVSERIAL NUMBER 1176



GLOBAL EXPRESSSERIAL NUMBER 9010

Avpro November 20/10/2014 12:42 Page 1

I N F O @A V P R O J E T S . C O M W W W . A V P R O J E T S . C O M

WWW.AVPROJETS.COM VIEW VIDEO OF OUR EXCLUSIVE LISTINGS!

FALCON 2000SSERIAL NUMBER 711

FALCON 50EXSERIAL NUMBER 275

FALCON 50SERIAL NUMBER 158

FALCON 900BSERIAL NUMBER 114

FALCON 7XSERIAL NUMBER 36

FALCON 2000SERIAL NUMBER 222 FALCON 2000

SERIAL NUMBER 216


FALCON 900LXSERIAL NUMBER 190

FALCON 900BSERIAL NUMBER 16

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BALCON 900F114UMBERNERIALS

BALCON 900F16UMBERNERIALS

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EXALCON 50F275UMBERNERIALS


8



CITATION XLS+SERIAL NUMBER 6022

CITATION EXCELSERIAL NUMBER 5161

HAWKER 800XPSERIAL NUMBER 258562


HAWKER 800XPSERIAL NUMBER 258293

CHALLENGER 601-3A/ERSERIAL NUMBER 5041

CITATION XSERIAL NUMBER 72


EMS




I N F O @A V P R O J E T S . C O M W W W . A V P R O J E T S . C O M

BEECHJET 400A SERIAL NUMBER RK-67

VISIT WWW.AVPROJETS.COM VIEW VIDEO OF OUR EXCLUSIVE LISTINGS!

CITATION V SERIAL NUMBER 234

CITATION ULTRASERIAL NUMBER 439

CITATION MUSTANGSERIAL NUMBER 204

CITATION ENCORESERIAL NUMBER 603

CITATION ENCORE+SERIAL NUMBER 765

CITATION MUSTANGSERIAL NUMBER 171

CITATION CJ1SERIAL NUMBER 495



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NCOREEITATION C765UMBERNERIALS

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GUSTANMTATION 171UMBERNERIALS

USTANMITATION C204UMBERNERIALS

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J1CCJITATION C495UMBERNERIALS

A400ETHJBEECK-67RUMBERNERIALS

7


KING AIR C90BSERIAL NUMBER LJ-1453


AGUSTA A109E POWERSERIAL NUMBER 11770

SIKORSKY S-76C+SERIAL NUMBER 760464



BELL 429SERIAL NUMBER 57056

AGUSTA A109A II PLUSSERIAL NUMBER 7436

EUROCOPTER EC AS350 B2SERIAL NUMBER 2555

LEARJET 45 SERIAL NUMBER 294

BELL 407SERIAL NUMBER 53127


AIRCRAFT FINANCING— and more

1st Source Bank has over 25 years of experience as a leading national aircraft lender, and 150 years as a full service bank.

We know aircraft financing and we know banking.

The aviation lenders at 1st Source –

experts in aircraft financing – give you

the right advice and the right financing to

get you airborne quickly. Our service is

outstanding, with the full array of financial

products and services to keep you

coming back.

Whether you are a first time buyer,

trading up or refinancing your current

aircraft, give us a call. Strong, stable and

personal, we’ll keep your best interests in

mind. Contact us at 574-235-2037 or

at marketing�1stSource.com.

Photo courtesy of Pilatus

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1st Source Bank August_Layout 1 22/07/2014 11:59 Page 1

Avjet FP left-hand page November_Layout 1 22/10/2014 16:37 Page 1

+1 (410) 626-6162 | [email protected] | avjet.com

EXCLUSIVELY OFFERED BY AVJET CORPORATION

AIRCRAFT FOR SALE

2012 Bell 429 S/N 57101

1989 GIV S/N 1120

2001 BBJ S/N 327742005 G550 S/N 5065

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1988 GIV S/N 1076

Avjet multi left-hand November_Layout 1 21/10/2014 14:30 Page 1

It’s Most CertainlyBusiness Aviation...The sign of a well-managedcompany...

BUSINESS AVIATION AND THE BOARDROOM

n some circles the words “Business Aviation”prompt thoughts of privilege and excess.Media loves to bash those “fat cats” who flyon corporate jets, even though the majority ofpassengers on business aircraft are middle

managers or technical experts doing yeomenduty for the company.

Perhaps a fear of criticism combined with alack of knowledge causes Board members to dis-miss this form of transportation. Much evidenceexists, however, that business aircraft are uniquetools that enhance productivity of a company’stwo most important assets—people and time.Thus the question that media and shareholdersshould ask is “why not Business Aviation?”

NECESSITY OF AIR TRAVELObviously companies have significant needs totravel, and today’s businesses rely on the ability ofemployees to reach clients and business partnersquickly and safely. Air travel satisfies that need.

Not so obvious is recognition that not all airtravel need be via scheduled airlines, particularlyin today’s environment where air carriers focustheir services between a limited number of verylarge hubs. Furthermore, with air carriers reduc-ing the number of aircraft serving city pairs, there-by filling more seats, the character of air travel haschanged in a way that does not favor a suitableworking environment for the business traveler.

Consider, for example, a recent article entitled

Possibly the world’s most recog-nized expert on the value ofBusiness Aviation, Jack Olcott is aformer Editor and Publisher ofBusiness & Commercial Aviationmagazine and Vice President withinMcGraw-Hill’s Aviation WeekGroup. He was President of theNational Business AviationAssociation from 1992 through2003, and today Jack’s network andpersonal knowledge of BusinessAviation uniquely qualifies him tooversee Business Aviation and theBoardroom. More information from [email protected] I

Jack Olcott wonders why any Director who values theproductivity of personnel would not consider businessaircraft for their many travel needs.

“...with aircarriers

reducing thenumber of

aircraft servingcity pairs,

thereby fillingmore seats, thecharacter of air

travel haschanged...”

18 AVBUYER MAGAZINE – November 2014 Aircraft Index see Page 4www.AVBUYER.com

BG 1 Nov14_FinanceSept 21/10/2014 15:37 Page 1

“A Recipe for Air Rage” by Stephanie Rosenbloomin the Travel Section of the New York Times’Sunday edition. Ms. Rosenbloom describes theenvironmental pressures placed on airline passen-gers as air carriers have implemented policiesdesigned to maximize load factor—the percentageof filled seats divided by available seats, a num-ber that often reaches 100.

She noted that being confined in a packed air-liner after lingering at the departure gate createsan environment that is stressful and fatiguing.Nor did she overlook the “cram your carry-oninto the overhead” challenge. With airlines charg-ing for baggage, more passengers are boardingwith backpacks or roller bags stuffed to theseams. Such boarding situations certainly are notconducive to a productive state of mind.

Ms. Rosenbloom quoted a University ofHawaii professor of psychology who researchesroad and air rage. “When you crowd peopletogether, there is a point at which they are nolonger able to function appropriately,” statedLeon James. Crowding, he observed, leads to feel-ings of alienation, cynicism and anonymity and a“breakdown of ordinary social inhibitions,” suchas controlling explosive behavior. Service changesimplemented by airlines have reinforced a hostileclimate, according to Professor James.

Companies need their employees to be in topform when they meet clients. Travel conditionsthat compromise a person’s ability to thinkconstructively and productively arecounterproductive.

TRAVELING PRODUCTIVELYAside from any hostility or angst generated fromthe boarding experience, neither first nor businessclass seating is sufficient to assure a favorableenvironment for working, even for the most com-posed executive. Consider industrial security: TheCEO of a leading employer in a small Midwesterncity instructed his employees not to read compa-ny documents or discuss business when depart-ing from or returning to the local airport. His rea-soning, he told me, was that whatever was dis-cussed or observed would compromise the firm’scompetitiveness.

Travel via business aircraft allows passengersto determine their own schedule and select air-ports that are closer to their points of departureand ultimate destinations, thereby significantlyreducing the time spent traveling. The USA, forexample, has 10 times the number of locationswith airports suitable for business aircraft thanthere are cities with any form of scheduled airlineservice. When business-friendly schedules areconsidered, business aircraft can access about 100times more locations than can scheduled aircarriers.

While not exactly the same ratio between loca-tions suitable to business aircraft and airlinesexists throughout the world, the situation is simi-lar: business aircraft provide access to many morelocations than do scheduled air carriers.

Business aircraft are offices that move.Increasingly so, they are fitted with the wondersof modern connectivity so that the business trav-eler has nearly the same level of communicationswith clients and colleagues that he or she hasfrom office or home. Also, passengers have theenvironment that is conducive to productivity. Noone wants to be in the presence of colleagueswasting time reading a trashy ‘potboiler’.

As for air rage, the likelihood of passengerslosing their cool on a business aircraft, especiallyin the midst of colleagues, is very low, even in therelatively confined space of some smaller jets.

Business Aviation comes in many forms, rang-ing from charter - for the occasional trip - to own-ership of an aircraft for the company’s exclusiveuse. Many travel options exist along the spectrumof Business Aviation services. The enlightenedDirector is aware of those options and the benefitsthey offer the corporation.

Directors must not ignore the attributes ofbusiness aircraft. In fact, use of Business Aviationis the sign of a well-managed company.

Do you have any questions or opinions on the above topic?Get them answered/published in AvBuyer Magazine. Emailfeedback to: [email protected]

Business Aviation and the Boardroom continues on Page 24

November 2014 – AVBUYER MAGAZINE 19Advertising Enquiries see Page 9 www.AVBUYER.com

What the Boardroom needs to know about Business Aviation

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The Board of Directors is responsible for establishing a cleardefinition of the corporation’s Business Aviation strategy,contends Pete Agur. Failure to do so could lead tounnecessary concerns over your use of a company aircraft.

Business Aviation“Justification”:It’s all about strategy


Peter Agur Jr. is managing direc-tor and founder of The VanAllenGroup, a business aviation con-sutancy with expertise in safety,aircraft acquisitions, and leaderselection and development. Amember of the Flight SafetyFoundation’s Corporate AdvisoryCommittee and the NBAA’sCorporate Aviation ManagersCommittee (emeritus), he is anNBAA Certified Aviation Manager.Contact him viawww.VanAllen.com.

“...fiduciaryresponsibility isa fundamentalrequirement fora publicly held

company.”

�

ithout identifying the strategic bene-fits of Business Aviation to your firm,you and other leaders risk beingsniped at over why the Board author-

izes aircraft services. This hot potato cannot be dele-gated. You cannot ask your Director of AviationServices to provide you with justification for his orher business unit’s existence. Their job is to manageand deliver the highest benefits, as those benefits areperceived by the owner, safely and for the mosteffective costs. Those benefits and costs are opera-tional impacts, not strategic justification.

STRATEGIC IMPACTAvoiding the airlines may be enough justification toown Business Aviation services for a high net worth

individual or a closely held company. After all, anairplane can easily be a smaller part of the princi-pal’s net worth than a car is of yours or mine. But,fiduciary responsibility is a fundamental require-ment for a publicly held company. And, sinceBusiness Aviation may be the single largest non-corebusiness investment the firm makes, it is critical thatthe Board be clear concerning why that investmenthas been made.

The VanAllen Group (my consultancy) is oftenasked to help Boards of Directors determine if thecommitment to Business Aviation services is justi-fied. The following are typical examples of thestrategic impact Business Aviation makes for ourclients who have opted in. Their successes are notunique.

W


continued on page 28

IS A LACK OF BUSINESS AVIATION STRATEGY PLACINGYOU IN THE FIRING LINE?


2008 Boeing BBJ S/N: 36852. Reg: HL7787• Make Offer• PATS Seven Auxiliary Fuel Tank System• Extremely Low Time 2105 hours/594 landings• Impeccably Maintained by Seasoned Professionals• Very Highly Desirable Cabin Layout• Flight Dynamics - Heads Up Guidance system• FANS-1, ADS-B Out• One corporate owner since new

Boeing BBJ S/N: 29273. Reg: VP-BBJ• Make Offer• Total Time: 3743 hours / Landings: 917• One Owner Since New• One of the Lowest Time BBJ's on the Market• One of Two Longest Range BBJ's Flying• PATS 9-Tank Configuration• SFR88 Modification• 18 Passenger Interior

Global XRS S/N: 9195. Reg: N4T• New Price US$23,950,000• Total Time: 3401 hours / Landings: 1116• On CAMP• Engines on Condition• Second GPS (Honeywell GPS550)• Bombardier Enhanced Vision System (BEVS) / HUD• FDR Upgrade•13 Passenger

Boeing BBJ S/N: 36714. Reg: VP-BFT• Make Offer• Into Service 2009• 18 Passenger - Andrew Winch Interior Design• Full Factory Warranties• Very Low Hours• PATS 6 tank Configuration (5 aft, 1 fwd)• Aft state room with private lavatory and shower• Airshow Network• Five external cameras

CRJ-200ER S/N: 7508. Reg: VP-BER• Make Offer• Total TIme: 4036 hours / Landings 2671• EASA Compliant• 32 Pax Interior Refurbished in 2012• -150 APU• TCAS II Chg 7.0• A/F Inspection c/w Feb 2013• No Damage History

Freestream November 20/10/2014 12:51 Page 1

2014 Gulfstream G650 S/N: 6085• Brand New Gulfstream G650• Delivery Time Only• US Registered• Customized 15 Passenger Layout• Honeywell L5Z-860 Lighting System• Part 135 Certified• Enhanced Soundproofing• Secureplane 500 System

Gulfstream G550 S/N: 5231• 1059 AFTT• Engines on RRCC• APU on MSP• Enhanced Nav w/Synthetic Vision• Honeywell Planeview Cert ‘F’• Head-Up Guidance System• Fwd Galley• 9 passenger configuration

Gulfstream GIVSP S/N: 1283• Total Time: 9842 hrs• Landings: 4220• APU on MSP• Honeywell Avionics covered through Honeywell HAPP• MSG-3 Maintenance Program with CMP• No Damage History• Collins SAT-906 SATCOM• Secure-A-Plane• 13 Passenger Interior

2014 Gulfstream G550 S/N: 5449• Total Time: 122 hrs• Landings: 71• Engines Enrolled on RRCC• Planeview Avionics Enhancement• Enhanced Navigation• SecuraPlane Three Camera System• Enhanced Sound Proofing• Aft Galley• 16 Passenger Interior

Gulfstream 550 S/N: 5070• Time since new: 4550 hrs (as per 15. July 2014)• Cycles since new: 1544 Cyc (as per 15. July 2014)• Engines: Rolls Royce BR700-710C4-11 (G550)• APU: Honeywell RE220 (G550) • 4 Honeywell Display Units DU-1310 • EASA approved: RVSM / RNP5 / RNP10 / MNPS • 13 passenger configuration • Only one Owner aircraft


Falcon 900EX S/N: 87• Make Offer• Total Time: 4113 hours / Landings 2371• Will deliver with Engines & APU on MSP• Avionics on Honeywell Advanced Protection Plan • Honeywell SSFDR & SSCVR • Satcom Collins SRT-2000 • Airshow 400/Genesis • 14 passenger w/forward crew and aft lavatories

Sikorsky S-76C++ S/N: 760757

• Make Offer• Low Time• Single Pilot IFR Equipped• EGPWS• CVR• Pop-out Float

Learjet 60XR S/N: 369• US$5,300,000• Landings: 451• Low TTAF: 818,42• TCAS II with change 7• EGPWS with Windshear• Cockpit Voice Recorder• EASA/JAR OPS Certified• No Damage History• Always Hangared

Learjet 45 S/N: 167• Make Offer• AFFT: 5905 hours. Landings: 4801• Engines on MSP Gold• Smart Parts Plus• APU on MSP• Honeywell Primus 1000• TCAS II with Change 7• EGPWS• Airshow 400 • Forward and Aft Monitors

Learjet 60 S/N: 128• New Price US$2.495M• Beautifully maintained• 8 seat interior• Airframe time - 6987 Hrs Cycles - 4587• APU - 806 Hrs• Engines - Both 6860• Engines P&W ESP 100% covered


• A financial services company eliminated anentire layer of senior management by leveragingthe top tier’s time-place mobility using theirbusiness aircraft. The saved compensation costsmore than offset the aviation budget. Their air-craft services allow them to connect more effec-tively with their sales network and to capturenew markets. They are achieving this level ofproductivity without burning out their most fre-quent travelers or sacrificing their family lives.Their results have included unprecedentedgrowth and profits.

• A pharma company states their jets are criticalto their inorganic growth strategy. Their Merger& Acquisition teams are perpetually investigat-ing opportunities. Privacy and speed ofresponse are critical to the success of their deals.They have become an industry leader.

• A manufacturing company’s dominance in itssegment is based on the strategy of having theirproduction facilities in smaller communitieswhere costs are low and quality of labor is high.These remote sites are within easy reach of theirheadquarters using their aircraft. This strategyhas enabled them to centralize many of theirkey functions like R&D, engineering and pro-duction support. Their costs and quality areunrivaled.

• A textile manufacturer uses a similar strategy ofremote manufacturing facilities. But its leader-ship has taken their Business Aviation strategyto the revenue side. The firm sells the vastmajority of its production to a very few buyers.As a result, the aircraft brings customers to themanufacturer to plan product development anddelivery schedules. That kind of partnershipbetween the manufacturer and its customers hasassured long-term relationships and sustainedsuccess.

• A utility company has aircraft as a core resourcein its emergency response capabilities. In thecase of a substantial disaster (earthquake, torna-does, hurricanes, floods, ice storm, etc.), theyuse business aircraft to assess the situation andbring response teams to the scene as quickly aspossible in their effort to minimize the time ofservice interruption. At other times their aircraftare used to attract new industries to their com-munities, further defraying the costs charged tocurrent rate payers.

STRATEGY BEGETS SUCCESSA great business strategy lays the foundation for thesuccess and endurance of your business. YourBusiness Aviation strategy is how you use aircraftservices to achieve the core business strategy. Eachof the cited examples demonstrates a clear linkagebetween that company’s strategy and their applica-tion of aircraft services.

If you have not already made that clear linkage,or have not effectively shared it with your share-holders and employees, you are likely to hear con-cerns, financial and cultural, about how the firm’sleadership justifies the corporation’s ownership and

use of Business Aviation services.The questions could come from internal folks

like your Controller, Chief Financial Officer or youroutside accounting firm. These people clearlyunderstand the power of a dollar saved as it fallsdirectly to the bottom line. Unless they know thereis a direct connection between the Business Aircraftand the achievement of the company’s strategy andfinancial success, they could easily assume the air-craft is a perk, creating a black hole for earnings.

Or you could hear concerns from shareholdersand/or employees about elitist behaviors by thoseat the top. These missives could refer to “jaunts inthe private jet”. Their sources could be as subversiveas gossip shared around the water cooler or aspointed as a challenge during a public shareholders’meeting.

In either event, if you cannot concisely explainthe strategic justification of your Business Aviationservices you are likely to be an easy target for asniper firing pointed barbs. Your best body armor isto preemptively declare your Business Aviationstrategy.

This concept is beautifully illustrated by the con-versation I had with a union steward who I satbeside during one of my many airline flights. Iasked him what he thought of his company’s use ofBusiness Aircraft (expecting a thoroughly entertain-ing rant). I was stunned and delighted when hesaid, “The more places those executives go, themore deals they can make. That means more workfor us!”

Nice shot!Do you have any questions or opinions on the above topic?Get them answered/published in AvBuyer Magazine. Emailfeedback to: [email protected] Aviation and the Boardroom continues on Page 32

“Each of thecited examplesdemonstrates a

clear linkagebetween that

company’sstrategy and

their applicationof aircraftservices.”



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Business Aviation Case StudyThe Banker-Turned-FlyingEntrepreneur.


min Haque was in banking for 20 yearsand founded two companies from scratch.He has flown on business jets, accumulat-ed two million air miles and owned a

Cirrus SR22. He has also flown seaplanes and land-ed on glaciers. Following CFO and COO roles atUBS, Amin became an entrepreneur in 1999 when hecreated MIB Partners, which today is the top invest-ment bank benchmarking firm in London.

“Most of the world’s top consultancies tried tocreate a similar product and failed,” he explained.“We got the boards of the world’s top investmentbanks to trust us with important data.”

Amin sold MIB partners to AON, and returned toNew York as Head of Strategic Planning for the

Investment Bank of Credit Suisse. He then becameCFO for the $3bn IT division working in London,New York and Zurich. Amin has worked as a seniorbanking consultant to banking boards, hedge fundsand the very wealthy in Europe, New York and theMiddle East, and has also spent two years trying toget RBS back to a healthy place as Head of PlanningTransformation and Expense Management.

One of Amin’s other start-ups is now a rapidlygrowing co-ownership scheme for business turbo-props. Amin holds to a belief that we accept medioc-rity too easily and he believes his turboprop busi-ness, F13, offers greater choice, cheaper prices andhigher quality than the existing market. “Some busi-nesses can fly privately with F13 for less than they

Rani Singh writes about aviation.She reports on news, foreign affairs,politics and business with theworld’s largest news organisation.

A

For entrepreneur Amin Haque, private aviation is a businessrequirement. Amin met with AvBuyer Magazine at London’sBiggin Hill airport to learn more about his experience ofBusiness Aviation and why it is justifiable for businesses to fly privately.

“We aredemonstrating

that privateaviation can be a practical

and financiallysensible optionfor businesses.”




currently spend commercially, eliminating hassle andsaving time,” Amin outlined. “For those that alreadyfly privately the saving can be as much as 70%. Weare demonstrating that private aviation can be a prac-tical and financially sensible option for businesses.”

THE BEST OR ONLY OPTIONFor Amin, private aircraft are a business toolwhose reputation has been tarnished bycorporate excess.

“I have observed every type of behaviour,including people exploiting first or business classto gain personal air miles, day trips on Concordeon consecutive days, and business trips engi-neered so a team can justify chartering privatejets,” he outlined. “Choice of air travel is emotiveand everyone has an opinion but sometimes cor-porate excess has damaged the reputation of avaluable business tool.

“However, I learnt from my banking yearsthat there are many occasions when a private air-craft is either the best, or the only option.Sometimes it is the most financially sensibleoption.”

Pressed to give some examples, Amin offers,“During the UBS and Swiss Bank merger, ourteam had to make immediate decisions on theoperations of our trading floors and managementteams, and we needed to get to Zurich, Frankfurt,Geneva, Paris and Luxembourg, all within 36hours. The only way we could achieve this wasto charter a Citation.

“We also needed complete secrecy when wewere advising on the start up of a sensitive hedgefund with high profile backers. We needed sixhours in peace and privacy, so flying anti-socialhours was the only way. Sometimes we travelledprivately because our clients owned Falcons andGulfstreams that weren’t being used much.

“During my time as CEO of MIB, I was privy

to extremely detailed information from the bulgebracket Investment Banks, and privacy wasessential. At sensitive times, we couldn’t use ourlaptops or read reports even on First Class.Private travel wasn’t the norm, but occasionallyit was a necessity.”

BENEFITS VS PERCEPTIONSAmin finds that private business travel is pickingup after the financial crisis.

“There are encouraging signs, particularly withsmaller aircraft. Many companies stopped flyingprivately after 2008 but others simply downsizedto a more efficient turboprop or light jet. Not onlyis this cost effective; you can often get closer toyour destination. Corporates have to be moreaware of their carbon footprint now and byswitching to a modern turboprop, you can reducethis by 60% compared to an equivalent jet.”

Amin acknowledges that public perceptionremains a factor preventing some businesses fromflying privately, but thinks this is sometimesmisguided.

“There is a greater than ever need for corpo-rates to justify their expenses and that includestravel. For larger corporates whose assets andspending are closely monitored, flights have to befinancially justifiable to shareholders. Doubtlessmany businesses that owned their own aircraftten years ago no longer feel able to do so, butironically this means many corporates are havingto charter jets or buy large numbers of commer-cial seats at short notice, which can turn out to bemore expensive.

“Businesses that downsized or retained a sharein a fractional scheme are still able to move theirbest people quickly and efficiently and are neverpenalized if they need to make these plans atshort notice,” Amin elaborated. “You sometimestravel suddenly to react to a problem that needs


“I learnt frommy bankingyears that

there are manyoccasions

when a privateaircraft is

either the best,or the only

option.”

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More informationwww.F13vip.com; Tel: +44 (0)330 111 1313.

�



to be addressed in person. With aircraft ownershipor co-ownership the costs are fixed and there is nopenalty for flying at short notice.”

Amin thinks that public perception wouldchange if the full costs of commercial businesstravel were fully understood. He emphasises thatthe total cost of a trip is far more than just theairfare. “The cost of travel includes time getting tothe airport, going through security and passportcontrol, boarding, waiting to take off, time in theair when you cannot work, and your onwardjourney from the airport to your destination.

“It includes sitting in a terminal with unsecureinternet, being unable to take confidential businesscalls, paying for taxis, food and overnight hotels.

“The cost of commercial travel will always beperceived as being lower than flying private, butconsider a team whose time is worth thirty thou-sand pounds [approximately $48,000] per hour -maybe a legal team that usually bills clients everysix minutes. Would you rather your team arrivetwo hours before departure and then be cut off fortwo hours in the air, or would you rather paymore to allow them to utilise their time in the airwith high-speed internet?

“The balancing point is different for every com-pany,” noted Amin, “but you have to calculate thecomplete cost of traveling for each journey. Forgetting two people from Canary Wharf to Geneva,you are well served by the commercial airlines.However the time I needed to take six people fromJersey to Cannes in a hurry to rescue a deal, wehad to have a seamless journey.”

Amin is an accomplished pilot who has owneda Cirrus SR22 and has studied for his type ratingon the Pilatus PC-12. “My inspiration for learningto fly actually came when I was with a client inCourchevel, which is off-limits even to charterjets,” Amin explained.

“I saw this snow-covered runway, 550m[1,800ft] long, right next to the piste and thought,‘I have to learn to fly here’.” (Amin is today one offew pilots worldwide able to land at Courchevel,St Tropez and St Moritz. London to Courcheveltakes just 2 ¼ hours in the PC-12, making a daytrip possible.)

So what are Amin’s favourite aircraft? “I haveflown on the Falcon 7X, Legacy 650, variousCitations (including the Mustang), King Airs andPC-12s. For long journeys I love the Falcon 7X, butwould spend less money and buy a Legacy 650.

“For short or mid-length journeys, you can’tbeat the PC-12 in my opinion, which is why wechose it for F13, our fractional business. You canfill the seats, luggage space and fuel tanks, andland in amazing places at a very reasonable cost. Ifmoney were no object? I would have the Falcon 7Xand a PC-12, with matching interiors andtechnology.”

Do you have any questions or opinions on the above topic?Get them answered/published in AvBuyer Magazine. Emailfeedback to: [email protected] Aviation and the Boardroom continues on Page 36

ON APPROACH TO COURCHEVEL

AMIN IS ALSO AN ACCOMPLISHED PILOT


hen evaluating the benefits ofBusiness Aviation, having Directorswith some prior knowledge inBusiness Aviation can help guideBoard discussions regarding the ben-

efits of an aircraft and how best to manage such anasset. Hopefully new Board members would at leastlook objectively at the productivity enhancementsthat accrue from the efficiency of business aircrafttravel.

For example, should the business aircraft be usedexclusively by senior leadership or should it be usedin a more egalitarian manner, available to a broadcross-section of the company? Having had experiencewith an aircraft, combined with the knowledge of thecorporate mission, an aviation-minded Board mem-

ber is better prepared to address such issues. I have seen the successful use of the business air-

craft as a company shuttle. One corporation I workedwith has two main operating locations. In addition tosenior leadership using the business jet, top manage-ment opens the remaining seats on the company air-craft to any employee with a business purpose travel-ing between the locations. The CEO of that corpora-tion sits on another Board and is a proponent of max-imizing the use of the business aircraft.

In helping the senior leadership define and evolvethe mission of the corporation, an aviation-mindedBoard member can assist in the strategic discussionsof how best to take advantage of the business aircraft.

As another example, I assisted a corporation thatwas expanding its operations in Asia. They debated

Board members can lead a company into the future, or steerit to failure. For key issues like logistics and productivity,having a Board member with Business Aviation experienceis highly beneficial, notes David Wyndham.

�


David Wyndham is co-owner andPresident of Conklin & de Deckerwhere the focus of his activities ison aircraft cost and performanceanalyses, fleet planning, and lifecycle costing for clients. Mr.Wyndham can be contacted [email protected]

W“The CEO of that

corporation sits on another

Board and is a proponent

of maximizing the use of

the businessaircraft.”


Inside KnowledgeWhy having a Board Memberwith Aviation experience works.



“When a company has a flight department, Board oversight must address how well the

company aircraft serves the corporate mission.”


purchasing a global business jet to transport theirexecutives from the US to Asia, but the Board washesitant about costs. Charter was an option, as wasfractional ownership. A Board member whose owncompany did business in Asia helped them under-stand the pros and cons of the various options. Heknew where to find expert advice both from withinthe company’s flight department and from the spec-trum of available aviation consultants. As a result ofhis guidance, the Board was confident in their deci-sion to purchase the global business jet.

DEALING WITH OPTICSThere are times when the personal use of a businessaircraft by the CEO becomes a publicity issue. Evenwhen 99% of use is business, the appearance that thecompany’s aircraft is the personal limousine for topmanagement can leave shareholders upset, as well asirritate employees. This issue can be front page newsif the corporation has just released a bad earningsreport.

Sometimes, "Sell the plane!" is the emotional—andwrong—reaction to that negative press. A Boardmember with business aircraft experience can be avoice of reason. He or she can help craft a public replyjustifying the aircraft as a business tool, or perhapseven raise the ethics and discuss the issue internallybefore controversy surfaces.

FLIGHT DEPARTMENT OVERSIGHTThe strongest reason for having Board members whoare familiar with aviation relates to fiduciary over-sight of the flight department. An active Board shouldbe diligent in evaluating whether the corporation hasthe adequate resources it needs to achieve its goals.Part of that oversight should be evaluating how wellexisting transportation options facilitate enhancedproductivity. When a company has a flight depart-ment, Board oversight must address how well thecompany aircraft serves the corporate mission.

Metrics should be developed so that both manage-ment and the flight department have a clear view ofhow well they are doing. Cost per hour and totalbudget do not tell the whole story. Does the flightdepartment have the right aircraft for the mission?Does the department have good leadership currently,and is it developing within future managers the man-agement and business skills needed to maintain flightdepartment excellence?

A Board member with aviation experience willhelp with the review and management of the flightdepartment while ensuring the optimum use of theaircraft as a business resource. A knowledgeable andinvolved Board of Directors is an important ally tosenior leadership as well as the source of oversightand guidance that shareholders require.

Having a Board member with aviation experiencecan broaden the vision and effectiveness of a corpora-tion’s governing body, particularly when issues ofproductivity and optimum use of time are discussed.Do you have any questions or opinions on the above topic?Get them answered/published in AvBuyer Magazine. Emailfeedback to: [email protected] Aviation and the Boardroom continues on Page 40


istorically the Business Aviation marketplaceexperienced periods of less activity, hencegreater uneasiness among sellers and morepotential pricing vulnerabilities. Conversely,

we can find traditional peak times when transactionswere more brisk and sellers felt more market confi-dence. There have been periods of lulls as well asperiods of increased activity. Such changes are influ-enced by time and circumstances, but it is not easy todetermine whether time or circumstances takeprecedence.

In the days before our industry was truly global-ized, it seemed that events affecting timing were cen-tered on a US calendar. The end of the tax year (i.e,December 31st) always was a busy time as buyersworked to book a purchase in the current year, there-

by taking advantage of possible tax incentives. If youpurchased before the end of the third quarter, by thelast day of September, your firm received a biggerdepreciation than if the aircraft was acquired in thefourth quarter, creating another period of increasedactivity.

Periods of slower activity were always the sum-mer months. Kids out of school, family trips andvacations took the focus off of purchasing aircraft.Even corporations suffered from this lull for much thesame reason. Lazy days of summer brought frustra-tion to sellers who became anxious because aircraftdid not move. Such inactivity often manifested into amore aggressive pricing strategy and created a morefavorable purchase price. Buyers in a slow periodwere often rewarded with better pricing.

As a corporate Board contemplates an aircraft acquisition, beit their first aircraft or a transition, better outcomes occurwhen decision makers understand the market and the needfor timing, contends Jay Mesinger.

Is There Magic In Timing?Knowing when to make your move may yield benefits...

�

Jay Mesinger is the CEO andFounder of Mesinger Jet Sales.Jay serves on the Jet AviationCustomer and Airbus CorporateJets Business Aviation AdvisoryBoards and was a Member of theBoard of the National BusinessAviation Association (NBAA), andthe Chairman of the AssociateMember Advisory Council(AMAC). Contact him [email protected].


H


“Such inactivityoften

manifested intoa more

aggressivepricing strategyand created a

more favorablepurchase price.”

BG5 Nov14_FinanceSept 20/10/2014 14:47 Page 1



GLOBALIZATION AS A FACTORLet’s look at how these peaks and valleys have ebbedand flowed. As soon as our industry began to grow inthe early 2000s, in large part due to emerging marketstaking over the spotlight, movement occurred inpeaks and valleys that were no longer related to thecalendar. The OEM’s (original equipment manufactur-er) order books changed dramatically with respect todomestic verses international deliveries.

Traditionally the percentage of aircraft built anddelivered was lopsided with respect to domestic andinternational buyers. On average 30% of new aircraftwere delivered internationally. The US marketdominated.

As the emerging markets—Asia, China, Russia,India and the Middle East—came into their own thedelivery numbers started to shift significantly.International deliveries peaked to 70% with domesticdeliveries diving to the 30% level. This phenomenonaccounted for drastic changes in the magic of timing.

Not all of the emerging markets enjoyed the sameopportunities that the US did with respect to depreci-ation benefits, so the end-of-the-year rush to purchasewas eliminated or greatly reduced. Vacation timingand reduced activity during the summer months didnot necessarily transcend globally. Activity as a resultof globalization balanced out. Those of us who maketheir living assisting buyers and sellers (including theservice providers who support the maintenance andmodification process) experienced a more level busi-ness cycle.

As we begin to enjoy what seems like a modestrecovery, the US is beginning to regain the deliveryadvantage it once had. Now deliveries are more 60%domestic and 40% international. This shift back to tra-ditional levels in deliveries, accompanied by a domi-nance of US transactions even among pre-owned air-craft, means that the timing of the lulls and the peakshave shifted back to a summer and year-end focus.

As a Board considers a plan to acquire or sell,understanding market peaks and valleys can be veryhelpful. As a buyer, being ready to act in the summerdoldrums can be beneficial. Conversely, as a seller,understanding the summer lull and planning for itcan minimize anxiety and the necessity to discountsharply.

I believe there are other significant timing factorsthat are not calendar-related and when identified canwork like magic. At my company as we search for air-craft to buy for clients, we are always keen to under-stand seller motivation and sensitivities.

• Is a seller coming up against a 1031 Tax Free Exchange deadline (obviously a timing issue)?

• Do they have the delivery of a new aircraft looming?

• Are there financial pressures that are creating an immediate need to sell?

Once we can identify these needs on the part of aseller we may be able to help solve their problemwhile shaping a more favorable buying opportunityfor our client. We never think of this as an unfair

buying opportunity—just a way to build a win-winscenario for both sides.

So there may not be any magic wands for a Boardwhen it comes to timing a purchase or sale, but therevery well may be magic in timing.Do you have any questions or opinions on the above topic?Get them answered/published in AvBuyer Magazine. Emailfeedback to: [email protected] Aviation and the Boardroom continues on Page 46

“As a Board considers a plan to acquire or sell, understanding market peaks

and valleys can be very helpful.”

BG5 Nov14_FinanceSept 20/10/2014 14:48 Page 2

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s discussed last month in AvBuyer Magazine,no aircraft owner thinks it will be their air-craft that has an accident. The fact that yourflight department has been operated safely

without accident or incident for years can give anowner a false sense of security.

Some recent high profile losses, however, confirmthat even companies operating with the most profes-sional crews and well-maintained aircraft are notexempt. So best practice dictates that Board membersand their aviation professionals recognize the possibilityof an aircraft accident and be prepared for the call noone wants to receive.

We’ll start with the same trip scenario as last month,but modify it to highlight some of the different chal-lenges faced by an owner when catastrophic lossoccurs.

THE LOSSYour company aircraft is starting a long day of businesstravel with two executives, two prospective investorsand its crew of two pilots. On take-off, the aircraft failsto become airborne due to miscalculation of requiredrunway length for its gross weight. The pilots try toabort the take-off but are unable to stop the aircraft onthe airport. It runs off the end of the runway and hits aberm, resulting in total destruction and leaving nosurvivors.

Your first notification of the tragedy comes when anews reporter calls your company receptionist asking ifmanagement will comment on its aircraft beinginvolved in a catastrophic accident with multiple fatali-ties. Many business owners fail to consider one of thelargest threats they have today: reputational risk, whichis defined as the ”risk of loss resulting from damages toa firm's reputation, in lost revenue; increased operating,capital or regulatory costs; or destruction of shareholdervalue, consequent to an adverse event”.

Outlining the steps along a path you trust your companywill never need to tread, this month Stuart Hope addressesthe crucial actions involved when an aircraft-relatedaccident is catastrophic.

A


Anatomy of an AircraftClaim (Part 2)Managing Claims Associated with Significant Loss...Stuart Hope is a co-owner of

Hope Aviation Insurance. Hiscareer as an aviation insurancebroker began in 1979, and todayhe is a frequent speaker/authoron insurance & risk managementtopics. He also serves on theNBAA Tax, Insurance and RiskManagement Committee. Mr.Hope can be contacted at [email protected]

“So bestpractice dictates

that Boardmembers andtheir aviationprofessionalsrecognize the

possibility of anaircraft accidentand be preparedfor the call noone wants to

receive.”

�



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“However, it is your

company’sreputation, and it is the Board’sresponsibility to

protect thatreputation.”


YOUR RESPONSE?Due in large part to the pervasive role of socialmedia, how you respond initially is absolutely criti-cal! To start, let us assume you have already investedthe time to create a stout emergency response plan(ERP), kept it an organic working procedure, andtested it annually. Having taken those steps, yourcompany is positioned for the best possible outcome.

Initiating your firm’s emergency response plan isthe very first step you should take. Contacting yourfirm’s aviation insurance broker and/or your insur-ance company’s claims department and reporting theaccident will be very high on the list in the ERP andshould be one of the next actions. Your insurance bro-ker should have provided you with an emergencynumber where the company’s insurance providerscan be reached 24/7/365. You will also have yourinsurance company’s emergency claims number inthe ERP. Accidents rarely happen during normalbusiness hours.

Depending on circumstances, the insurance com-pany will arrange to transport their closest represen-tative to the accident site as quickly as possible. Oftentheir rep arrives before the FAA and NTSB. Theinsurance representative will coordinate with yourERP team and provide an attorney with aviationexpertise to assist with the accident investigation,interviews with the press, etc. They will also helparrange for security at the accident site, contact thecoroner, plan for repatriation of remains, help recoverpersonal effects and consider possible site remedia-tion due to contamination as dictated by theEnvironmental Protection Administration (EPA).

Many insurance policies also contain a specificendorsement that provides family assistance after a

loss. Such coverage generally is meant to provideemotional care and support for the immediate familyof a deceased crewmember or passenger and caninclude notification of next of kin. Other provisionsoften include establishing an information distributioncenter, providing personal counseling, and evenassisting with creating a suitable memorial on or nearthe accident site.

FURTHER AFIELDThings get a bit more complicated if the loss is inter-national in nature. Your firm’s insurance companyhas been down this road before, which is an impor-tant fact when tragedy occurs. Through their priorclaim interactions, they have established solid con-tacts at the NTSB, FAA, repair facilities, recovery spe-cialists, aviation adjusters and aviation attorneys liter-ally on a worldwide basis.

Let’s be clear. You have a tremendous amount atstake, as does the insurance company. It will do thevery best to assist you and your firm in any way pos-sible. However, it is your company’s reputation, andit is the Board’s responsibility to protect thatreputation.

As with the claim discussed last month, the firstrule in the event of an accident should always be thesame. Take care of the people! If you do that task cor-rectly, along with the execution of the rest of yourERP, you will come out of the accident storm with adifficult situation under control.

Do you have any questions or opinions on the above topic? Getthem answered/published in AvBuyer Magazine. Email feedbackto: [email protected] Aviation and the Boardroom continues on Page 52



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Attorney Chris Younger identifies areas for carefulconsideration by Board Members.

Pitfalls To AvoidTransporting Politicians onCompany Aircraft.

Chris Younger is a partner at GKGLaw, P.C. practicing in the firm’sBusiness Aircraft Group. Hefocuses his legal practice on busi-ness aircraft transactions as wellas issues relating to federal andstate taxation and regulation ofbusiness aircraft ownership andoperations. Mr. Younger can becontacted [email protected]


�

“A company’sfailure to

comply withthese rules can

result inunintended and

seriousviolations of

the law...”

ith federal and state elections occur-ring this month in the USA and withthe inevitable ramp-up to the presi-dential contest in 2016, the political

campaign “season” is in full swing. Potential can-didates, including current officeholders, are alwaysin campaign mode in preparation for the next con-test, whether it be one, two or three years away.Many corporate executives maintain professionaland personal friendships with elected officials andcandidates. In many instances, these executiveswant to travel with their politician friends onboard company aircraft. A company executive mayalso be considering his or her own election bid.

Governmental agencies and legislative bodies,

including the Federal Aviation Administration(FAA), the Federal Election Commission (FEC), theInternal Revenue Service (IRS), the U.S. Senate, theU.S. House of Representatives and the state coun-terparts to these agencies and legislative bodieshave enacted rules and regulations governing airtransportation of candidates and elected officials.

A company’s failure to comply with these rulescan result in unintended and serious violations ofthe law with possible criminal and/or civil sanc-tions for both the company and the politician. It istherefore imperative that Board Members under-stand all of the applicable regulations before allow-ing a candidate or officeholder to use the companyaircraft.

W


BG 7 Nov 14_FinanceSept 20/10/2014 14:56 Page 1

Elliot November_Layout 1 20/10/2014 14:35 Page 1


KNOW BEFORE YOU GOThe Honest Leadership and Open Government Act of2007 (Act) tightened rules that were already in placerelating to the carriage of candidates for federal elect-ed office. The current FEC rules prohibit or restrictfederal candidates and certain individuals travelingon behalf of such candidates from utilizing non-com-mercial air travel.

The FEC rules distinguish between candidates forthe U.S. House of Representatives, for the U.S. Senate,and for the offices of Vice President and President.Under the FEC rules, candidates for the U.S. House ofRepresentatives and individuals working on theircampaigns are prohibited from utilizing non-commer-cial air transportation in connection with the cam-paign activities of that candidate. However, in certainvery limited circumstances, the FEC rules permit indi-viduals associated with such campaigns to utilizenon-commercial air transportation where the purposeof the flight is not connected with the candidate’scampaign.

Candidates for the U.S. Senate, Vice President andPresident are permitted to utilize non-commercial airtransportation under the FEC rules provided that theytimely reimburse the provider of the flight in anamount equal to what it would cost the candidate tocharter a comparable aircraft for the same trip.

Where multiple individuals are passengers on aparticular flight and they represent multiple candi-dates’ election campaigns, the FEC rules specify howto allocate the reimbursement amount between eachsuch candidate. Press and government personnel whoaccompany a candidate may reimburse the serviceprovider directly. The method for making such alloca-tions on a pro-rata portion is based on the number ofindividuals on such flight who represent a particularcandidate.

EXCEPTIONSThe FEC rules contain two important exceptions tothe foregoing requirements (which are also availableto House candidates). These “carve-outs” permit can-didates to accept non-commercial air transportationusing government-provided aircraft as well as usingaircraft owned by the candidate, or his or her immedi-ate family members.

Where a candidate utilizes aircraft owned person-ally or by his or her family members, the candidate’scampaign must reimburse the aircraft owner for thecosts of operating the flight in question. Also, if thecandidate is using a fractional or “time-share” aircraft,such use may not exceed the time allocated to the can-didate or his or her family pursuant to such arrange-ment. If the use does exceed the allowable flight hoursallocated to such candidate or his or her family, theFEC rules relating to non-family owned aircraft applyas if the aircraft were not owned by the candidate orhis or her family member(s).

Board Members should note that a permissiblepayment for a particular flight must be made inadvance of the flight; otherwise, the flight could beconsidered a campaign contribution that could violateFederal election law. Furthermore, the FEC rules also

contain specific recordkeeping requirements that mustbe followed by both the candidate and the provider ofnon-commercial air transportation to such candidate.

Finally, Board Members must consider rules inaddition to those imposed by the FEC. These includeIRS and FAA requirements, rules of the U.S. House ofRepresentatives and Senate, and requirements of vari-ous state and local authorities.

Needless to say, check with counsel to avoidmaking a mistake.

Do you have any questions or opinions on the above topic?Get them answered/published in World Aircraft SalesMagazine. Email feedback to: [email protected] Aviation and the Boardroom continues on Page 56


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s business jets increase in size from Entry-Level and Light jets to the low end of theLarge Cabin models, six to eight seatsremains the standard configuration across

size-category lines, generally speaking. And whilecabins increase in volume generally (enabling moreproductive workspace for those traveling longer dis-tances), full-fuel payload doesn’t seem to grow pro-portionally in most cases.

As jets get bigger and heavier their runwayneeds increase, with no appreciable gain in howmany people or equipment can fly – and thus wetouch upon the key advantages of the Entry-Leveland Light jet category - the value and flexibilityoffered to those who typically fly shorter legs up to750 miles.

Fully-fuelled, an Entry-Level/Light jet can oftenbarely carry the typical passenger load of three per-sons, unless one or two of them doubles as a crewmember. Nevertheless, with the average missionlength below 750 miles and the nominal maximum-range of Light jets around 1,200 miles, the crewenjoys the option of flying lighter and saving fuel.

Fuelling for the mission with NBAA reserves allowslarger cabin loads, making three or four - plus crew- possible.

The time difference between Entry-Level/Lightjets and Large jets to fly a typical 750nm mission issmall (about 10 to 12 minutes, overall) and is not alarge time-saving for costs that may be considerablyhigher for the larger aircraft. Further, beyond thesespeed-range-payload operational basics, the Lightjet crew will have the option of far more airports,often closer, more convenient and less expensivethan what’s needed for the Medium and Large jets.Thus, it’s hard to escape the heavyweight value ofthe Entry-Level/Light jet.

WHAT MAKES A “LIGHT” JET?Today we consider a jet “light” when its MTOWfalls between 10,000 and 20,000 pounds. About adecade ago the Light segment represented the bot-tom rung of the business jet ladder… that wasbefore the Entry-Level Jets entered the market, dif-ferentiated by weights below almost everything everbuilt at less than 10,000 pounds.

ENTRY-LEVEL & LIGHT JET PRICE GUIDEThe following Entry-Level and Light Jets RetailPrice Guide represents current average values pub-lished in The Aircraft Bluebook – Price Digest. Thestudy spans a twenty year period, from 1995through Autumn 2014, and covers 30 models.Values reported are in USD millions, with eachreporting point representing the current averageretail value published in the Bluebook by its corre-sponding calendar year. For example, the CessnaCitation Encore average value reported in theAutumn 2014 edition of Bluebook shows $3.9 mil-lion USD for a 2006 model, $3.7 million USD for a2005 model and so forth. Note: We have included 30 aircraft models in the fol-lowing Entry Level & Light Jet average price guide,however, for additional assistance and interest,Conklin & de Decker Performance and Specificationdata for these Entry Level & Light Jet models can bereferred to, beginning on page 80 of this issue.

Ultimately, where performance and value reign as dominantfactors, remember this: there’s nothing lightweight aboutthe value and flexibility of the Entry-Level and Light Jets.

Entry-Level & Light JetsFlexibility at lower cost levels.

�


“...it’s hard toescape the

heavyweightvalue of theEntry-Level/Light jet.”


A

BG 8 Oct14_FinanceSept 20/10/2014 15:05 Page 1

General Aviation November_Layout 1 20/10/2014 14:44 Page 1


LIGHT JETS AVERAGE RETAIL PRICE GUIDE AUTUMN 2014

BEECHCRAFT PREMIER 1A 2.9 2.6 2.3 2.0 1.7 1.6 1.5

BEECHCRAFT PREMIER 1 1.4

BOMBARDIER LEARJET 45XR 8.1 7.5 6.7 6.1 5.5 4.8 4.5 4.2

BOMBARDIER LEARJET 45 4.5 4.2 3.9

BOMBARDIER LEARJET 40XR 6.9 5.9 5.2 4.5 4.2 3.7 3.4 3.0

BOMBARDIER LEARJET 40 3.3 3.0 2.7

BOMBARDIER LEARJET 31A

CESSNA CITATION XLS+ 560 12.992 10.5 9.2 8.7 8.0 7.5 6.8

CESSNA CITATION XLS 560 5.5 5.2 4.7 4.4

CESSNA CITATION ENCORE+ 560 5.0 4.5 4.1

CESSNA CITATION V ENCORE 560 3.9 3.7

CESSNA CITATION EXCEL 560-XL

CESSNA CITATION V ULTRA 560

CESSNA CITATION BRAVO 550 2.9 2.7

CESSNA CITATION CJ4 525C 9.380 8.5 7.5 7.1 6.7

CESSNA CITATION CJ3 525B 8.458 7.1 6.3 5.8 5.5 5.2 4.8 4.6 4.4 4.2

CESSNA CITATION CJ2+ 525A 7.253 6.7 5.9 5.3 4.8 4.5 4.3 4.0 3.5 3.3

CESSNA CITATION CJ2 525A 3.0 2.9

CESSNA CITATION M2 525 4.671 4.4

CESSNA CITATION CJ1+ 525 3.7 3.2 3.0 2.8 2.6 2.4 2.2

CESSNA CITATION CJ1 525 1.900

CESSNA CITATIONJET 525

CESSNA CITATION MUSTANG 510 3.465 3.1 2.4 2.3 2.2 2.1 2.0 1.9 1.8

ECLIPSE 500 2.450 0.850 0.800 0.750

EMBRAER PHENOM 300 9.315 8.5 8.0 7.6 7.0 6.9

EMBRAER PHENOM 100E 4.350

EMBRAER PHENOM 100 3.6 3.3 3.0 2.7 2.4 2.2

HAWKER 400XP 2.6 2.4 2.2 2.1 1.9 1.7

HAWKER BEECHJET 400A

NEXTANT 400XTI 4.2 3.4 3.2

AIRCRAFT BLUEBOOK DATA - CARL JANSSENS, EDITOR. EMAIL: [email protected]

MODEL

YEAR OF MANUFACTURE$

2014US$M

2013US$M

2012US$M

2011US$M

2010US$M

2009US$M

2008US$M

2007US$M

2006US$M

2005US$M


Retail Price Guide OCT14_RPG 20/10/2014 15:16 Page 1


What your money buys today

2004US$M

2003US$M

2002US$M

2001US$M

2000US$M

1999US$M

1998US$M

1997US$M

1996US$M

1995US$M

AIRCRAFT BLUEBOOK DATA - CARL JANSSENS, EDITOR. EMAIL: [email protected]

MODEL

YEAR OF MANUFACTURE$

BEECHCRAFT PREMIER 1A

1.3 1.2 1.1 1.0 BEECHCRAFT PREMIER 1

4.0 3.6 BOMBARDIER LEARJET 45XR

3.7 3.3 3.0 2.9 2.8 2.7 2.6 BOMBARDIER LEARJET 45

BOMBARDIER LEARJET 40XR

2.4 BOMBARDIER LEARJET 40

1.750 1.650 1.550 1.450 1.350 1.250 1.200 1.150 1.100 BOMBARDIER LEARJET 31A

CESSNA CITATION XLS+ 560

4.2 CESSNA CITATION XLS 560

CESSNA CITATION ENCORE+ 560

3.5 3.2 2.9 2.7 2.6 CESSNA CITATION V ENCORE 560

4.0 3.8 3.6 3.3 3.0 2.7 2.5 CESSNA CITATION EXCEL 560-XL

1.9 1.8 1.7 1.6 1.5 CESSNA CITATION V ULTRA 560

2.5 2.3 2.1 2.0 1.9 1.8 1.7 1.6 CESSNA CITATION BRAVO 550

CESSNA CITATION CJ4 525C

4.0 CESSNA CITATION CJ3 525B

CESSNA CITATION CJ2+ 525A

2.8 2.7 2.6 2.5 2.4 CESSNA CITATION CJ2 525A

CESSNA CITATION M2 525

CESSNA CITATION CJ1+ 525

1.8 1.7 1.6 1.5 1.4 CESSNA CITATION CJ1 525

1.3 1.250 1.2 1.150 1.1 CESSNA CITATIONJET 525

CESSNA CITATION MUSTANG 510

ECLIPSE 500

EMBRAER PHENOM 300

EMBRAER PHENOM 100E

EMBRAER PHENOM 100

1.5 HAWKER 400XP

1.350 1.250 1.150 1.050 1.000 0.950 0.900 0.850 0.800 HAWKER BEECHJET 400A

NEXTANT 400XTI


Retail Price Guide OCT14_RPG 20/10/2014 15:16 Page 2

1984 Hawker 800A • 258008

Aircraft Sales & Acquisitions

2007 Citation CJ3 • 525B-0147 1999 Citation CJ • 525-0318

Cessna Citation Latitude Postion

888.703.3060South Carolina (CAE)

Colorado (GJT) • Texas

[email protected]

1985 Citation SII • S550-0036

2003 Falcon 900C • 197

1981 King Air B200 • BB-8941991 Learjet 31ER • 31-033

Aircraft Sales & Acquisitions

1996 Pilatus PC-12/45 • 131 2006 Piper Meridian • 4697251

1983 King Air F90-1 • LA-205 1983 Conquest II • 441-0288

888.703.3060South Carolina (CAE)

Colorado (GJT) • Texas

[email protected]

ogi Bhajan wisely said, “If youwant to learn something, readabout it. If you want to under-stand something, write about it.If you want to master something,

teach it.”In naval aviation everyone is a teacher.

Throughout a pilot's career, he or she isexpected to train subordinates to becomebetter officers, better pilots, better sailors,leaders and warriors. Without the luxury oflateral-entry (i.e. we couldn’t simply hire amid-grade officer and fighter pilot from out-side the Navy), we had to continuallydevelop our replacements, directly or indi-rectly.

Arriving in his or her first squadron withfreshly-minted wings of gold, the newestpilot is given an area of responsibilityregarding aircraft operations or tactics that

usually includes attending a formal trainingcourse and study. Upon completion of train-ing, Ensign Newbie is expected to give atraining presentation to the rest of thesquadron during an All-Pilot Meeting(APM) or All-Officer Meeting (AOM).Sharing his or her new-found knowledgewith the rest of the team does five things:1. The other new pilots learn something

new.2. The experienced pilots - including the

squadron commanding officer and exec-utive officer - get a refresher and maybea couple of new insights.

(As fighter jets became more software-cen-tric, with new capabilities arriving regularlywith each software update, the roles inthese first two points often reversed withthe old guys learning something brand newwhile the younger guys experienced a

refresher. I often used “reverse mentoring”to have a younger, less experienced, buttech-savvy junior pilot teach me how to usethe new software functions.)3. The new pilot begins the transformation

from being a rookie to becoming aknowledgeable, trusted wingman.

4. The new pilot learns and retains somuch more through teaching ratherthan simply absorbing new information.He or she must figure out how to com-municate and explain to an audiencethat has a variety of experience andlearning styles. This challenge deepensthe pilot's understanding.

5. The questions and discussion alloweveryone to add new insights thatincrease learning, helps the squadronachieve a shared perspective, andenhances standardization.

Y

Make Everyone A TeacherThe key to continued learning and improvement...

by George Dom


FLIGHT DEPARTMENT MANAGEMENT SKILLS

Flight Dept Mng1 Oct14_Finance 20/10/2014 15:20 Page 1

ESTABLISH EXPECTATIONSWhenever you schedule members of yourteam to attend a training seminar or confer-ence, let them know they will be expected topresent what they learned to the rest of thedepartment. I guarantee they will pay closerattention, ask better questions, and realizegreater value from the company's investment.

The best flight departments regularlyinvest in their most important assets - theirpeople - by holding training sessions andmeetings. It is not easy with so many dailydemands, which is why many don’t bother.Productive sessions require discipline andcommitment to a core value of continualimprovement. Some of the responsibilityresides with the individual to study on theirown time and dime. But if the flight depart-ment doesn’t meet for collective training, itmisses out on shared insights, enhanced stan-dardization and camaraderie.

It’s the leader’s responsibility to ensure thetraining meetings are well-organized, well-run, and even fun. In my first squadron, wewould periodically break-up into two teams(usually the “old guys” vs. “young guys”) forour version of the TV game show “Jeopardy”based on the NATOPS manual, the Navy’sversion of the AFM.

Today, personal computers, digital cam-eras and presentation software make it mucheasier to deliver an engaging, interactivetraining event and not simply showPowerpoint slides filled with text and jargon.A few suggestions:• Set standards well-above expecting the

presenter to read from his or her notes.• Keep the allotted time relatively short.

Following that suggestion makes the talkpalatable for the audience and forces thepresenter to be succinct and organized(e.g. 10-12 minute TED talk format—see www.ted.com).

• Videotape the presentations for those whocan’t attend, and keep the recording onfile for future new-hires to view.

• Hold the training in locations that mini-mize distractions and enhance discus-sions. Place all cellphones in a bucketupon entering the room.

• Link the session to a follow-on happyhour and possibly an informal dinnerwith spouses invited.

There is no “one-size-fits-all” meeting tem-plate for every flight department. Be creativein planning, scheduling, developing guide-lines and formatting to suit your department.But don’t use the worn-out excuse, “We don’thave time”.

There is a wealth of talent and capacitythat goes untapped in nearly all flight depart-ments, especially among the more juniormembers of the team. Most are looking forways to make a greater contribution. Andwhen they are viewed by the rest of thedepartment as “our expert” in one or moreareas, their esteem, loyalty, job satisfactionand commitment to the department grows.

Make continuous learning and improve-ment an uncompromised value of yourdepartment – “we are all teachers, and we areall students”. As usual, the aviation managerand/or chief pilot must lead by example.

❯ Captain George Dom,USN(Ret) is president andfounder of NFS Advisors, anaviation consultancy thatexclusively represents buyersof business jets and aviationservices. During his militarycareer, he served asCommander, Carrier Air WingSeven; flight leader of the U.S.Navy Flight Demonstration Squadron—the Blue Angels- and instructor pilot at the Navy Fighter WeaponsSchool (“Topgun”). A nationally-known speaker onleadership and teamwork, including NBAA Leadership,International Operators, and Flight Attendants/FlightEngineers conferences, he can be reached [email protected] or www.NFSjets.com.


■

Flight Dept Mng1 Oct14_Finance 20/10/2014 15:22 Page 2

Jetbroker's November_Layout 1 21/10/2014 12:55 Page 1

Jetbroker's November_Layout 1 21/10/2014 12:55 Page 2


hy did an experienced crew ofa JetStar decide to depart forthe aircraft’s home base withknown electrical anomalies;continue enroute as those elec-

trical problems exacerbated crew workloadand compromised navigation; and attemptan ILS approach at night to minimums justas a fast moving cold front was approachingtheir destination, even though a suitable air-port with reasonably good weather wasavailable nearby?

There were no survivors.Why did NASA management discount

photographic evidence that a large piece ofinsulation foam struck the Columbia spaceshuttle during its fateful launch in January2003, even though a knowledgeable NASA

engineer and several associates expressedalarm and urged possible intervention? TheColumbia disintegrated upon re-entry due tohot gasses entering the shuttle’s wing rootthrough a large hole caused by the dislodgedfoam.

Why did a highly practical entrepreneurcontinue to own a large cabin business jetthat he flew minimally while incurring sig-nificant costs that were largely driven byinactivity?

NO EASY ANSWERSWhile hindsight is 20/20, decisions must bemade in real time when many factors are atplay. Decision-makers often lack all the harddata they need to fully understand the situa-tion, so they make assumptions which may

or may not be appropriate. Past success maypromote overconfidence. External pres-sures—particularly those associated withpleasing the boss—play a big role.

Challenging group wisdom is always dif-ficult, and deciding when an investment isnot likely to pay off and should be liquidatedtakes toughness, often at the expense ofswallowing one’s pride. Deciding how toproceed is challenging and frequentlyunclear.

A particularly interesting set of phenome-na that impacts decision-making is known asCognitive Biases. Think of these thoughtprocesses as mental traps along your pathtoward reaching a satisfactory conclusion.Obviously Flight Department managersshould avoid them.

W

❯


Beware of Cognitive Bias!Pitfalls to avoid for Flight Department managers.

by Jack Olcott

PHOTO © TYLER OLSON

Flight Dept Mng2 Nov_Finance 20/10/2014 15:26 Page 1

Charlie Bravo November_Layout 1 20/10/2014 14:52 Page 1

■


Cognitive Biases range from mental short-cuts that surface because they are most famil-iar to the decision maker, to accepting thenorms of the organization’s culture honed byyears of following the “that’s-the-way-we-always-did-it” approach. When FlightDepartment managers become familiar withtraps situated along their decision-makingpath, they are much more likely to avoidthem and arrive at the right conclusion.

Consider the “Overconfidence Effect”, aclassic cognitive bias derived from past suc-cesses. Such flawed reasoning can tempt themost proficient aviators as well as other sea-soned professionals, even when failure canlead to tragic results.

In his book Into Thin Air, author JonKrakauer refers to the overconfidence of twoexperienced mountain climbers who inde-pendently led their clients on quests to reachthe summit of Mount Everest. Both elitemountaineers, along with members of eachclimber’s team, perished when the individ-ual leaders took for granted that past suc-cesses to reach the summit had make theclimb almost a sure thing.

One leader boasted to Krakauer that“[I’ve] got the Big E [Mount Everest] com-pletely figured out...got it totally wired.These days, I’m telling you, we’ve built a yel-low brick road to the summit.” When a wor-ried client of the other leader expresseddoubt about the team’s ability to reach thetop of Everest, the organizer said “It’sworked 39 times so far, pal, and a few blokeswho summited with me were nearly aspathetic as you.”

The clients themselves exhibited aspectsof another mental trap—the “Sunk Cost”bias. Each had spent about $65,000 to join theclimb to the summit of Everest and enduredweeks residing in camps along the climbroute becoming acclimated to the altitude. Asone client stated, “I’ve put too much ofmyself into this mountain to quit now, with-out giving it everything I got.” Like theowner of the large cabin business jet, toomuch had been sunk into the program togive it up.

Both teams launched for the summit onthe same day in the face of changing weath-er. Conditions worsened, safety precautionsthat had worked in the past were ignored,and both team leaders as well as three clientsdied. Some of the survivors will forever bearthe scars of severe frostbite.

COGNITIVE BIASES ABOUNDBusiness Aviation focuses on fulfilling theboss’s needs. The crew flying the ill-fatedJetStar with electrical issues knew the boss

had a medical appointment the next day inNew York City to deal with a pressing issueof health. To what extent that knowledgebiased their judgment is a matter of conjec-ture. But the pressing urge to complete themission is a consideration for all FlightDepartment managers to address.

Beware of “Group Think” - that phenom-enon where contrarian voices are not heardamidst shouts by superiors, peers or subordi-nates who dominate the conversation. GroupThink has a momentum all of its own; oncestarted, it gains credibility. NASA managersresponsible for Columbia’s safety and manyof their peers argued that most shuttlelaunches experienced insulation foam dis-lodging and impacting the shuttle. Thosepast flights were successful, so why shouldthe Columbia flight be different even thoughthe dislodged foam was the largest NASAhad seen? In fact, NASA had been sufficient-ly content with the launch characteristics ofshuttles that equipment to view the sheddingof insulation during launch was not updated,and no special procedures to protect againstimpact had been enacted. Past performanceseemed to assure future success. Remember,complacency also is a form of Cognitive Bias.

A close cousin of “Group Think” is the

“Confirmation Bias”, where leaders areswayed by the answers they want to hear.When others support or confirm your posi-tion, it is easy to pay attention selectively tothe arguments that re-enforce your thinking.

Flight Department managers, and indeedall aviators, are hired to make correct deci-sions. Such is not an easy task. Dealing withthe many Cognitive Biases that exist is justone aspect of arriving at the right course ofaction. Being aware of their presence, lurkingin disguise within everyone, is the first lineof defense.

Ed Note: Much has been written aboutdecision making. A concise and highlyinstructive treatment is offered by ProfessorMichael A. Roberto, author of Know WhatYou Don’t Know: How Great Leaders PreventProblems Before They Happen and Why GreatLeaders Don’t Take Yes for an Answer:Managing Conflict and Consensus, in his GreatCourses series entitled The Art of CriticalDecision Making, published by The TeachingCompany. Much of this article is based uponProfessor Roberto’s writing.

❯ Do you have any questions or opinions on the abovetopic? Get them answered/published in AvBuyerMagazine. Email feedback to [email protected]


DOES YOUR HEAD OUTWEIGH YOURHEART IN YOUR DECISION MAKING?

Flight Dept Mng2 Nov_Finance 20/10/2014 15:27 Page 2

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n this month’s AircraftComparative Analysis, we pro-vide information on a selectionof Pre-Owned business jets inthe $0.8-1.0 million range for

the purpose of valuing the pre-owned CitationII/IISP. We’ll consider the productivity param-eters (payload/range, speed and cabin size),and cover current and future market values.

The field in this study includes the CitationII/IISP, the Beechjet 400/400A and the Learjet31/31A.

BRIEF HISTORYThe Cessna Citation II’s first flight was madeon January 31, 1977 and a few months latercertification was received for two-pilot opera-tions. Following the Citation II, Cessna startedlooking to better align its jet products to com-pete with the predominantly single-pilot tur-boprop market of the time, and re-certified theCitation II as the Citation IISP – ‘SP’ represent-ing its Single Pilot capability. Both of these air-craft were a follow-on to the Citation I andI/SP models, and the Citation II was devel-oped because Cessna believed demand exist-ed for a larger business jet in its portfolio.

As history shows, Cessna was right - there

were a total of 608 Citation IIs deliveredbetween 1977 and 1994 and 82 Citation IISPsdelivered between 1978 and 1990. The CitationII saw the largest number of aircraft deliveredfor a single model of all of Cessna’s productsdeveloped to date.

In developing its Citation II, Cessnaincreased the seating capacity to 10 (comparedto 8 seats on the Citation I), while more pow-erful Pratt & Whitney powerplants increasedthe engine thrust to 2,500 pounds resulting ina faster aircraft with greater range of 1,600nm.

PAYLOAD & RANGEThe data contained in Table A (below) issourced from Conklin & de Decker andB&CA, May 2014 issue. A potential opera-tor should focus on payload capability. TheCitation II/IISP’s ‘Available payload withMaximum Fuel’ at 680 pounds is greaterthan the Beechjet 400 (550 pounds),however, the Learjet 31/31A offers nearlythree times the available payload withmaximum fuel (1,873 pounds) than theCitation II/IISP.

by Michael Chase

❯

I

Cessna Citation II/IISP

AIRCRAFT COMPARATIVE ANALYSISCESSNA CITATION II/IISP

MTOW(lb)

Max Fuel(lb)

Max Payload

(lb)

Avail Payload

w/Max Fuel(lb)

Max Fuel

Range(nm)

14,100

15,780

17,200

Max P/Lw/Avail fuelIFR Range

(nm)

Model

Citation II/IISP

Beechjet 400

FuelUsage(GPH)

4,970

4,900

4,124

163

193

182

2,350

2,070

2,297

680

550

1,873

1,520

1,580

1,337

1,378

750

900Learjet 31/31A

TABLE A - PAYLOAD & RANGE


BEECHJET 400A

SOURCE: DATA COURTESY OF CONKLIN & DE DECKER; JETNET; AIRCRAFT COST CALCULATOR;B&CA MAY 2014 PLANNING HANDBOOK & AUG. 2014 OPERATIONS PLANNING GUIDE

NOTE: THE BEECHJET SPECIFICATIONS REPRESENTED ABOVE ARE FOR THE BEECHJET 400 (WHICH OUTSOLD THE BEECHJET 400A BY APPROXIMATELY 6 UNITS TO 1, DESPITE DIFFERENCES IN MTOW AND SPEED).

LEARJET 31A

CITATION II

AirCompAnalysisNov14_ACAn 22/10/2014 12:56 Page 1

Specifications subject to verification upon inspection, aircraft subject to withdrawal from the market.

1999 Gulfstream V s/n 565• Engines on Rolls Royce Corporate Care • Honeywell avionics on HAPP, aircraft on Honeywell

Mechanical Protection Plan MPP • Aircell ATG-5000 broadband system and wireless LAN (Wi-Fi)

• Magnastar/SATCOM C-2000 phone w/ 7 handsets • HUD 2020 Heads Up Display

• Kollsman Enhanced Vision • Interior refurbished 2011

• Operating Part 135

L e a d i n g E d g e Av i a t i o n S o l u t i o n s Te l i n U S : 2 0 1 - 8 9 1 - 0 8 8 1 a i r c r a f t s a l e s @ l e a s . c o m w w w. l e a s . c o m

Price: $15,995,000

Leading Edge November_LEAS 23/10/2014 10:07 Page 1

CABIN VOLUMEAccording to Conklin & deDecker, the cabin volume of theCitation II/IISP (292 cubic feet) isvirtually same as that of theBeechjet 400/400A (293 cubicfeet) while the Learjet 31/31A(281 cubic feet) offers slightly lessvolume.

The differences can essentiallybe found in the cabin length: theCitation II/IISP has the greatestlength of the study group at 15.75feet, the Beechjet 400/400A cabinmeasures 14.4 feet and the Learjet31/31A measures 12.9 feet inlength. The respective cabincross-sections are represented,courtesy of UPCAST JETBOOKin Chart A (left).

RANGE COMPARISONAs depicted by Chart B, usingWichita as a starting destinationfor the business jets in our field ofstudy, the Citation II/IISP showsslightly more range coveragethan the Beechjet 400A andLearjet 31A at 1,190 nm, accord-ing to Aircraft Cost Calculator(ACC).

Note: For jets and turboprops,‘Seats-Full Range’ represents themaximum IFR range of the air-craft at Long-Range Cruise withall passenger seats occupied.ACC assumes NBAA IFR fuelreserve calculation for a 200nmalternate. The lines depicted donot include winds aloft or anyother weather-related obstacles.

POWERPLANT DETAILSThe Citation II/IISP aircraft ispowered by two P&WC JT15D-4engines each offering 2,500pounds of thrust (lbst). TheBeechjet 400/400A has a pair ofJT15D-5 powerplants with 2,900lbst each. Meanwhile, the Learjet31/31A is powered by twoHoneywell TFE731-2 engines -each offering 3,500 lbst.

COST PER MILEUsing data published in the May2014 B&CA Planning andPurchasing Handbook and theAugust 2014 B&CA OperationsPlanning Guide we will compareour aircraft. The nationwide aver-age Jet-A fuel cost used from theAugust 2014 edition was $6.18per gallon at press time, so for the


CHART A - CABIN CROSS-SECTIONS

US $ per nautical mile

$0.00

Citation II/IISP

$2.00

$4.92

$3.84

$3.61

Learjet 31/31A

Beechjet 400/400A

$4.00 $6.00

CHART B - RANGE COMPARISON

CHART C - COST PER MILE*

SOURCE: UPCAST JETBOOK

• 1,000NM MISSION, 800 LBS PAYLOAD

Cessna Citation II/IISP 1189.5 NmBombardier Learjet 31A 1180.73 NmBeechcraft Beechjet 400A 1150.5 Nm

SOURCE: AIRCRAFT COST CALCULATOR




sake of comparison we’ll chartthe numbers as published.

Note: Fuel price used fromthis source does not represent anaverage price for the year.

Chart C (bottom left) details“Cost per Mile” and comparesthe Citation II/IISP to its compe-tition factoring direct costs andwith all aircraft flying a 1,000nmmission with an 800 pound (fourpassengers) payload.

The Citation II/IISP shows thecost per nautical mile of $4.92,which is more than either theLearjet 31/31A ($3.84) or theBeechjet 400/400A ($3.61). Itshould be pointed out that theCitation II/IISP aircraft wasdeveloped in the 1970s whereasthe Learjet 31/31A and Beechjet400/400A were both produced inthe middle to late 1980s whenengine and avionics technologywas becoming more advanced.

TOTAL VARIABLE COSTThe ‘Total Variable Cost’ illustrat-ed in Chart D (top, right) isdefined as the Cost of FuelExpense, Maintenance LaborExpense, Scheduled PartsExpense, and Miscellaneous TripExpense. The Total Variable Costfor the Citation II/IISP is $1,688per hour – lower than the Learjet,but higher than the Beechjet.

AIRCRAFT COMPARISONTABLETable B (right) contains the aver-age retail prices from Vref foreach aircraft (1994-built models).The average speed, cabin volumeand maximum payload valuesare from Conklin & de Decker,while the number of aircraft in-operation and percentage ‘ForSale’ are as reported by JETNET.

The Citation II/IISP has thelargest in operation fleet (639 air-craft), but all three models’ per-centage ‘For Sale’ are in the 18-19% range, representing a tradi-tional buyer’s market. Of the 626wholly-owned Citation II/IISPsin operation (excluding elevenCitation II/IISP aircraft that are ina shared ownership arrangementand two in fractional ownershipprograms), North America ishome to 70%, South America12%, and Europe 11% of the fleet(combined 93%).

US $ per hour

$0

Learjet 31/31A

$1,000

$1,843

$1,688

$1,673

Citation II/IISP

Beechjet 400/400A

$2,000

M

Model

Long RangeSpeed(kts)

CabinVolume(cu ft.)

MaxPayload

w/avail fuelrange(nm)

%For Sale

In -Operation

Citation II/IISP

Beechjet 400

Learjet 31/31A

321

396

417

Vref (Used)Price $

1994 Model

$.950

Sold*

292

293

281

1,378

750

900

639

370

241

19.4%

18.7%

19.5%

$.800

$1.000

131

85

27

❯

CHART D - VARIABLE COST

SOURCE: DATA COURTESY OF CONKLIN & DE DECKER; JETNET*Full Sales Transactions past 12 months - JETNET STAR reports

NOTE: THE BEECHJET SPECIFICATIONS REPRESENTED ABOVE ARE FOR THE BEECHJET 400 (WHICH OUTSOLD THE BEECHJET 400A BY APPROXIMATELY 6 UNITS TO 1, DESPITE DIFFERENCES IN MTOW AND SPEED).

TABLE B - COMPARISON TABLE

Year Deduction Year Deduction

1 20.00% 1 14.29%2 32.00% 2 24.49%3 19.20% 3 17.49%4 11.52% 4 12.49%5 11.52% 5 8.93%6 5.76% 6 8.92%

7 8.93%8 4.46%

Source: NBAA

Following is the MACRS schedule for

PART 91:

Following is the MACRS schedule for

PART 135:


TABLE C - PART 91 & 135 MACRS SCHEDULE



DEPRECIATIONSCHEDULE FORBUSINESS AIRCRAFTAircraft that are owned and oper-ated by businesses are oftendepreciable for income tax pur-poses under the ModifiedAccelerated Cost RecoverySystem (MACRS). UnderMACRS, taxpayers are allowed toaccelerate the depreciation ofassets by taking a greater percent-age of the deductions during thefirst few years of the applicablerecovery period (see Table C, previous page).

In certain cases, aircraft maynot qualify under the MACRSsystem and must be depreciated

under the less favorableAlternative Depreciation System(ADS) where depreciation isbased on a straight-line methodmeaning that equal deductionsare taken during each year of theapplicable recovery period. Inmost cases, recovery periodsunder ADS are longer than recov-ery periods available underMACRS.

There are a variety of factorsthat taxpayers must consider indetermining if an aircraft may bedepreciated, and if so, the correctdepreciation method and recov-ery period that should be uti-lized. For example, aircraft usedin commercial service (i.e. Part

135) are normally depreciatedunder MACRS over a seven yearrecovery period or under ADSusing a twelve year recoveryperiod.

Aircraft used for qualifiedbusiness purposes, such as Part91 business use flights, are gener-ally depreciated under MACRSover a period of five years or byusing ADS with a six year recov-ery period. There are certain usesof the aircraft, such as non-busi-ness flights, that may have animpact on the allowable deprecia-tion deduction available in agiven year.

Table D (top) depicts anexample of using the MACRS

$0.4 M

$0.8M

$1.2M

$1.6M

$2.0M

$2.4M

$2.8M

The Market for Used Citation IIs & IISPs,

(Blue Cubes), 400s (Brown Spheres), Beechjet 400As (Brown

Cubes), Learjet 31s (Purple Spheres) &

Learjet 31As (Purple Cubes)

Ask

ing

Pri

ces

heres),(Brownet 31s es) & urple

1693 nm Range, 41,000’ Ceiling

1693 nm Range, 51,000’ Ceiling

Beechjet

CHART E - VALUE & DEMAND

TABLE D - MACRS DEPRECIATION SCHEDULE

SOURCE: ACC - www.aircraftcostcalculator.com

schedule for a 1994 modelCitation II/IISP aircraft in private(Part 91) and charter (Part 135)operations over five and seven-year periods, assuming a Vrefretail value of $0.95m.

ASKING PRICES VS AFTT,AGE & ENGINE THRUSTChart E (bottom left), sourcedfrom the Multi-dimensionalEconomic Evaluators Inc. (www.meevaluators.com), shows aValue and Demand chart for thepre-owned Citation II/IISP,Beechjet 400/400A, and Learjet31/31A. The current pre-ownedmarket for these aircraft shows atotal of 235 aircraft ‘For Sale’ with128 displaying an asking price,thus we have plotted those 128.The equation that we derivedfrom these asking prices andother criteria used should enablesellers and buyers to compare,and perhaps adjust their offeringsif necessary. Demand and Valueare on opposite sides of the samePrice axis.

The Demand Equation for thesevehicles is Price $M = 3.678 *Qty-0.368. The flat slope (exponent >-1.0) indicates that there is morerevenue in the lower portion ofthe market than there is in theupper. This equation is very wellcorrelated, with an adjusted R2 of99.5%, a Pearson’s2 of 99.6% a P-Value of 0.01% and a StandardError of $46,600.

The Value Equation is Price =-5,922,304 - 26710 * Years – 32.6 *Air Frame Total Time + 122.1 *Max Altitude (in feet) + 1307 *Range in Nautical Miles. We findthat the Value Equation for theseaircraft is poorly correlated, withan Adjusted R2 of 38.2%, aPearson’s2 of 40.3% and aStandard Error of $340,440 (withP-Values of 0.02%, 1.61%, 0.01%and 0.10% for Years, Air FrameTotal Time, Maximum Altitudeand Range, respectively). Thismeans that the market subtracts$26,700 for each year of age, and$32.60 for each added hour, butadds $122 for each foot ofMaximum Altitude and $1,307for each mile of range in nauticalmiles. The poor correlation warnsus that the data is scattered.


Full Retail Price - Million $0.95

Year 1 2 3 4 5 6Rate (%) 20.0% 32.0% 19.2% 11.5% 11.5% 5.8%Depreciation $0.2 $0.3 $0.2 $0.1 $0.1 $0.1Depreciation Value $0.8 $0.5 $0.3 $0.2 $0.1 $0Cumulative Depreciation $0.2 $0.5 $0.7 $0.8 $0.9 $1.0

Full Retail Price - Million $0.95

Year 1 2 3 4 5 6 7 8Rate (%) 14.3% 24.5% 17.5% 12.5% 8.9% 8.9% 8.9% 4.5%Depreciation $0.14 $0.23 $0.17 $0.12 $0.08 $0.08 $0.08 $0.04Depreciation Value $0.81 $0.58 $0.42 $0.30 $0.21 $0.13 $0.04 $0.00Cumulative Depreciation $0.1 $0.4 $0.5 $0.7 $0.7 $0.8 $0.9 $1.0

1994 Cessna Citation II/IISP - Private (Part 91)

1994 Cessna Citation II/IISP - Charter (Part 135)


Thus, the market for usedCitation II/SP, Beechjet 400/400Aand Learjet 31/31A responds toat least the six features depictedhere: Years, Total Time, Range,Altitude, Price and Quantity.

PRODUCTIVITYCOMPARISONSThe points in Chart F (right)center on the same group of air-craft. Pricing used in the verticalaxis is as published in theB&CA 2014 Purchase PlanningHandbook and Vref. The pro-ductivity index requires furtherdiscussion in that the factorsused can be somewhat arbitrary.

Productivity can be defined(and it is here) as the multipleof three factors:1. Range with full payload

and available fuel;2. The long range cruise

speed flown to achieve that range;

3. The cabin volume avail-able for passengers and amenities.

The result is a very largenumber so for the purpose ofcharting, each result is dividedby one billion. The examplesplotted are confined to the air-craft in this study. A computedcurve fit on this plot would notbe very tight, but when all busi-ness jets are considered the “r”squared factor would equal anumber above 0.9. Others maychoose different parameters, butserious business aircraft buyersare usually impressed withPrice, Range, Speed and CabinSize.

After consideration of thePrice, Range, Speed and CabinSize, we can conclude that theCitation II/IISP as shown on theproductivity index is well posi-tioned among the other aircraftshown. The leading cause of theCitation II/IISP lower indexnumber compared to the otheraircraft listed is primarily due toits slower speed. The earlyCitation line was known as awell-handling, but sloweraircraft.

SUMMARYWithin the preceding para-graphs we have touched upon


CHART F - PRODUCTIVITY

Index

Pri

ce

(M

illio

ns)

(Speed x Range x Cabin Volume / 1,000,000,000)

0.0$0.4

$0.8

$1.0

$1.2

0.1 0.2

BJ400/400A

0.3

$0.6

Citation II/IISP LJ31/31A

several of the attributes thatbusiness aircraft operatorsvalue. There are other qualitiessuch as airport performance,terminal area performance, andtime to climb performance thatmight factor in a buying deci-sion, too, however.

The Citation II/IISP contin-ues to be very popular in thepre-owned market today. Infact, the Citation II/IISP contin-ues to lead all jet models –before, during, and after thegreat recession – for the largestnumber of pre-owned businessjets sold. Table E (above) offersa snap shot.

Those operators in the mar-

ket should find the precedingcomparison of value. Ourexpectations are that theCitation II/IISP aircraft, whichstarted delivering in 1977, willcontinue to do very well in thepre-owned market for the fore-seeable future.❯ More information:Michael Chase ispresident of Chase &Associates, and canbe contacted at:1628 SnowmassPlace, Lewisville, TX 75077; Tel: 214-226-9882; Email: [email protected]; Web: www.mdchase.com

Next month’s Comparative Analysis

DassaultFalcon 2000

Citation II/IISP For Sale Sold

Monthly Average

SoldRank *

Aug. 2005 123 173 14 1st

Aug. 2008 138 130 11 1st

Aug. 2011 150 95 8 2nd

Aug. 2014 124 131 11 1st

Source: JETNET

For the 12 months ending:

* Ranked from the highest to lowest for over 200 business models

TABLE E - CITATION II/IISP SALES RECORD



Corporate Concepts International, Inc.

■ Immediately Available

■ Seven Long Range tanks - SSW winglets available

■ Low Cabin Altitude – Alternative Navigation

■ Immediate Completion Slots Available

■ Attractively Priced – Call for Details

Green BBJ

■ Fourteen passenger interior with Aft private area

■ Forward and Aft Lavatories – Forward Galley

■ Enrolled in engine, APU and airframe programs

■ New to the Market – Immediately Available

■ Financing or Lease Available

Global Express - New to the Market

■ Satellite phone and Swift Broadband

■ 14 passenger interior – Forward and Aft Lavatories

■ Enhanced Vision system

■ Enrolled on Corporate Care, MSP and HAPP plans

■ New Price $23,495,000

Gulfstream G-450

■ Available Immediately – Lease Possible

■ Only 1,461 hours since new

■ 19 passenger interior with 3 berthable divans

■ Forward galley / Forward and Aft lavatories

■ Rolls Royce Corporate Care

■ Motivated Seller

2009 Gulfstream G-550

Please contact us or visit www.flycci.com for more informationon these or our other aircraft

Financing Available - Some Trades Considered

1 Corporate Concepts November 23/10/2014 10:13 Page 1

Dennis Blackburn

+1 832 647 7581

Corporate Concepts International, Inc.

Fernando Garcia

+52 55 54077686

Chris Zarnik

+1 919 264 6212

Larry Wright

+1 704 906 3755

2007 Citation Sovereign■ JAR Ops 1 (EASA) compliant■ Less than 750 hours■ ProParts, Power Advantage, Aux Advantage■ TOLD database, Electronic Charts, Graphical Weather■ Iridium phone - New Reduced Price

McDonnell Douglas DC-8-62 VIP■ 26 passenger VIP configuration■ Complete new interior and exterior refurbishment in 2007■ Updated avionics and cabin entertainment systems■ Low time aircraft - Delivered with fresh inspections■ Attractively Priced at $3,595,000

Embraer EMB-135LR Shuttle■ 16 Executive Style Seat with Forward Galleyn■ Low Time - Long Range (LR) Version■ All Maintenance Accomplished by Embraer in Brazil■ Dual FMS System■ Motivated owner - Call for New Pricing Opportunities

Challenger 600■ Modern interior with “S” galley■ Extended cabin configuration with 14 passenger seats■ Recent 60 month inspection – Current Pt. 135■ New Universal FMS systems with WAAS/LPV■ Price reduced to $995,000

2008 Legacy 600■ New generation cabin with increased headroom ■ High speedinternet with satellite phone ■ Enrolled in Executive Care andCorporate Care programs ■ Forward and Aft lavatories ■ Burns halfthe fuel of a Gulfstream G-IV ■ FAA Part 135 – Recent 48 monthinspection ■ Motivated owner – Immediately Available

Boeing Super 727 VIP■ Price reduced to $5,995,000 USD■ 4,000 NM range■ 32 seats / 2 sleeping areas■ SkyTheater in-flight entertainment system■ More cabin space than BBJ2

Gulfstream G-IV SP ■ New Price - $6,595,000 ■ Recent 5,000 landing inspectionincluding landing gear and Thrust reverser overhaul ■ 16 passenger / Forward Galley ■ Forward and Aft Lavatories ■ On Condition engines ■ ASB 469 complied with■ Current FAR Part 135

Embraer ERJ-145EP■ 50 seat or 30 seat VIP interior■ Engines enrolled on Rolls Royce Corporate Care■ For Sale, Lease, Lease/Purchase – Some Trades Considered■ Just off lease from Major U.S. airline■ Call for details

More details, photos and specifications available at www.flycci.com

Shailon Ian

+55 (21) 8201-0605

Additional aircraft: • Challenger 300 • Off Market BBJ • Eurocopter AS355F2 • Agusta Grand• Global Express • Falcon 900B • Falcon 2000 • DC8-62 VIP • Citation CJ2

2 Corporate Concepts November 23/10/2014 10:13 Page 1

The Sojourn Approach: No aircraft ever moved itself.

Acquisitions | Brokerages | Consulting | Management | Finance | sojournaviation.com | + 1.316.733.6500

2002 Gulfstream G200 S/N: 00738200.9 Hours APU: Honeywell GTCP36-150

2007 Hawker 850XP S/N: 2588581,309 Hours Two Honeywell TFE 731-5BR-1H Turbo-fan Engines

2001 Hawker 800XP S/N: 2584997,862.3 Hours Since New / 5,470 Landings (as of April 1, 2014)

2008 Bombardier Challenger 605 S/N: 57461,657Hours Honeywell GTCP36-150 / 1,326 Hours / Enrolled on MSP

2006 Lear 40XR S/N: 2051TT 5683 since new Engines Enrolled on MSP Gold

2000 Bombardier Challenger 604 S/N: 5457TT 11,522 Landings 6288

2009 Hawker 4000 S/N: RC-32917 Hours Since New / 652 Landings (as of August 20th 2014)

2011 Embraer Phenom 300 S/N: 505000592,521 Hours since New / 1,624 Landings

2002 Hawker 800XP S/N: 2585546,967 Hours Since New / 3,867 Landings

Gulfstream IVSP S/N: 14707,344 Hours TTAF

g

e New / 3,867 Landings6,967 Hours Sincwker 800XP2002 Ha

S/N: 258554


2007 Hawker 850XP S/N: 2588581,309 Hours Two Honeywell TFE 731-5BR-1H Turbo-fan Engines


❯

he AvBuyer MagazineGuide to AircraftPerformance and TechnicalSpecification Data is

updated by Conklin & de Decker on aregular basis. The Guide is much morecomprehensive and informative, pro-viding more aircraft types and modelsand including variable cost numbersfor all models.

This month’s category of aircraft -Entry Level & Light Jets – appearsoverleaf, to be followed by Turbopropsnext month.

Please note that this data should beused as a guide only, and not as thebasis on which buying decisions aretaken. The data presents aircraft agedbelow 20 years of age only, but Conklin& de Decker provides details of olderairplanes too.

If there are any other ways in whichwe can improve the content or presen-tation of this information, please let usknow.

❯ Tel: +44 (0) 208 255 4000; Fax: +44 (0) 208 255 4300; Email: [email protected]. © 2011 Conklin & de Decker Associates, Inc., P.O. Box 1142, Orleans, Massachusetts, 02653, Tel. 508-255-5975, www.conklindd.com

T

AIRCRAFT SPECIFICATIONS:ENTRY LEVEL & LIGHT JETS

Aircraft Performance& Specifications

DECEMBER ISSUE: Turboprops

JANUARY ISSUE: Large Cabin Jets

FEBRUARY ISSUE: Medium Jets

MARCH ISSUE: ENTRY LEVEL & LIGHT JETS

The following describes the content of each cost elementused in The Aircraft Cost Evaluator. There are no sales taxesincluded in these costs.

VARIABLE COST PER HOUR Includes fuel, maintenancereserves for routine maintenance, engine/ propeller/APUreserves, and miscellaneous expenses.

SPECIFICATIONS - GENERAL:CABIN DIMENSIONS Cabin Height, Width, and Length arebased on a completed interior. On “cabin-class” aircraft, thelength is measured from the cockpit divider to the aft pressurebulkhead (or aft cabin bulkhead if unpressurized). For smallcabin aircraft, the distance is from the cockpit firewall to the aftbulkhead. Height and width are the maximum within that cabinspace. Cabin Volume is the interior volume, with headliner inplace, without chairs or other furnishings. Cabin Door Heightand Width are the measurements of the main passenger cabinentry door.

BAGGAGE Internal baggage volume is the baggage volume thatis accessible in flight by the passenger. This amount may varywith the interior layout. External baggage volume is the baggagevolume not accessible in flight (nacelle lockers, etc.).

CREW SEATS/SEATS EXECUTIVE This is the typical crew andpassenger seating commonly used on the aircraft. This is not themaximum certificated seats of the aircraft. These numbers mayvary for different operations (Corporate, Commercial, EMS, etc.).

WEIGHTS:• Maximum Take-Off Weight and Maximum Landing Weight arespecified during aircraft certification. • Basic Operating Weight is the empty weight, typicallyequipped, plus unusable fuel and liquids, flight crew @ 200pounds each and their supplies.• Useable fuel is the useable fuel in gallons x 6.7 pounds pergallon (Jet fuel) or 6 pounds per gallon (AVGAS).• Payload with Full Fuel is the useful load minus the useablefuel. The useful load is based on the maximum ramp weightminus the basic operating weight.• Maximum Payload is the maximum zero fuel weight minusthe basic operating weight.

SPECIFICATIONSPERFORMANCE RANGE:• Range - Seats Full is the maximum IFR range of the aircraftwith all passenger seats occupied. This uses the NBAA IFR alter-

nate fuel reserve calculation for a 200 N.Mi. alternate. This isused for jet and turboprop aircraft.• Ferry Range - is the maximum IFR range of the aircraft withthe maximum fuel on board and no passenger seats occupied.This uses the NBAA IFR alternate fuel reserve calculation for a200 N.Mi. alternate. This is used for jet and turboprop aircraft.• VFR Range - Seats Full is the maximum VFR range of the air-craft with all passenger seats occupied. This is used for all heli-copters and piston fixed-wing aircraft.• VFR Ferry Range - is the maximum VFR range of the aircraftwith the maximum fuel on board and no passenger seats occu-pied. This is used for all helicopters and piston fixed-wingaircraft.

BALANCED FIELD LENGTHBFL is the distance obtained by determining the decision speed(V1) at which the take-off distance and the accelerate-stop dis-tance are equal (fixed-wing multi-engine aircraft only). This isbased on four passengers and maximum fuel on board (turbineaircraft). For single-engine and all piston fixed-wing aircraft, thisdistance represents the take-off field length at Maximum Take-off Weight (MTOW).

LANDING DISTANCE (FACTORED)For fixed-wing turbine aircraft, landing distance is computedusing FAR 121 criteria. This takes the landing distance from50/35 feet (depends on certification criteria) and multiplies thatby a factor of 1.667. No credit is given for thrust reversers.Configuration is with four passengers and NBAA IFR FuelReserve on board. For fixed-wing piston aircraft, this figure isthe landing distance over a 50 foot obstacle.

RATE OF CLIMB (Ft/Min)The rate of climb, given in feet per minute, is for all enginesoperating, at MTOW, ISA conditions. One Engine Out rate ofclimb is for one engine inoperative rate of climb at MTOW, ISA.

CRUISE SPEED (Knots True Air Speed - KTAS)Max Cruise Speed - is the maximum cruise speed at maximumcontinuous power. This may also be commonly referred to as HighSpeed Cruise. Normal cruise speed is the recommended cruisespeed established by the manufacturer. This speed may also be thesame as Maximum Cruise Speed. Long Range Cruise is themanufacturer’s recommended cruise speed for maximum range.

ENGINESThe number of engines, manufacturer and model are shown.

Description of Cost Elements


ACSpecs IntroNov14_AC Specs Intronov06 21/10/2014 09:32 Page 1

ACC November_Layout 1 23/10/2014 10:01 Page 1

$2,384.90

4.75

4.92

15.5

305

4.2

2.4

31

25

2

8

16300

15700

10985

4912

603

2015

1180

1519

4600

5025

4020

560

450

450

410

2

JT15D-5R

$1,874.62

4.75

4.92

15.5

305

4.2

2.4

31

25

2

8

16300

15700

10900

4912

688

2100

1243

1974

4030

5237

5000

620

450

450

425

2

FJ44-4A-32

BEEC

HCRA

FT H

AWKE

R 40

0XPR

AIRCRAFT SPECIFICATIONS

$2,414.21

4.8

4.9

15.6

305

4.16

2.41

30

26

2

7

16100

15700

10915

4912

473

2085

1180

1519

4600

5083

4020

560

458

449

410

2

JT15D-5

VARIABLE COST PER HOUR $

CABIN HEIGHT FT.

CABIN WIDTH FT.

CABIN LENGTH FT.

CABIN VOLUME CU.FT.

DOOR HEIGHT FT.

DOOR WIDTH FT.

BAGGAGE VOL. INT. CU.FT.

BAGGAGE VOL. EXT. CU.FT.

CREW #

SEATS - EXECUTIVE #

MTOW LBS

MLW LBS

B.O.W. W/CREW LBS

USEABLE FUEL LBS

PAYLOAD WITH FULL FUEL LBS

MAX. PAYLOAD LBS

RANGE - SEATS FULL N.M.

MAX. RANGE N.M.

BALANCED FIELD LENGTH FT.

LANDING DIST. (FACTORED) FT.

R.O.C. - ALL ENGINES FT PER MIN

R.O.C. - ONE ENGINE OUT FT PER MIN

MAX. CRUISE SPEED KTAS

NORMAL CRUISE SPEED KTAS

L/RANGE CRUISE SPEED KTAS

ENGINES #

ENGINE MODEL

$1,762.42

5.4

5.5

13.6

285

4.16

2.125

23

55

2

6

12500

11600

8565

3611

414

1435

850

1340

4650

5208

4000

948

461

426

370

2

FJ44-2A

$1,749.80

5.4

5.5

13.6

285

4.167

2.125

23

55

2

6

12500

11600

8600

3670

320

1400

850

1340

4650

5208

4000

948

454

426

370

2

FJ44-2A

$2,462.24

4.35

4.95

12.9

281

4.16

3

40

-

2

6

17200

16000

11203

4124

1873

2297

1211

1337

3800

4200

5110

1610

462

441

417

2

TFE 731-2

$2,346.67

4.92

5.12

17.67

369

4.8

2.5

15

50

2

6

20350

19200

13718

5375

1507

2282

1573

1707

4330

4033

2820

710

465

436

428

2

TFE 731-20AR

$2,416.13

4.92

5.12

17.67

369

4.8

2.5

15

50

2

6

21000

19200

13949

6062

1239

2051

1778

1960

4680

4060

2820

394

465

436

432

2

TFE 731-20BR

BOM

BARD

IER

LEAR

JET 4

0XR

BEEC

HCRA

FT P

REM

IER

IBE

ECHC

RAFT

PRE

MIE

R IA

BOM

BARD

IER

LEAR

JET 3

1ABO

MBA

RDIE

R LE

ARJE

T 40

BEEC

HCRA

FT B

EECH

JET 4

00A

BEEC

HCRA

FT H

AWKE

R 40

0XP

LEAR

JET 4

5

Airplane performance and specification numbers can vary depending on how they are measured. Please note this data should be used as a guide only, and not the basis on which buying decisions are taken.

$2,383.10

4.92

5.12

19.75

415

4.8

2.5

15

50

2

8

20500

19200

13890

6062

798

2110

1423

1968

4350

4063

2800

590

465

436

416

2

TFE 731-20AR


ENTRY LEVEL & LIGHT JETS

❯

AircraftPer&SpecNov14_PerfspecDecember06 21/10/2014 09:40 Page 1

Year Model Serial No.1990 Challenger 601-3A 5066

1995 Challenger 601-3R 5176

2002 Citation CJ2 525A-0099

1994 Citation Ultra 560-0260

1997 Citation X 750-0016

2000 Citation X 750-0121

2001 Citation X 750-0169

1988 Falcon 900B 30

1994 Falcon 900B 138

1998 Falcon 2000 75

1979 Falcon 20F-5BR 392

2014 Global 6000 9541

2008 Gulfstream G150 256


1987 Gulfstream GIV 1021


2003 Hawker 400XP RK-358

2005 Hawker 400XP RK-407

1997 Hawker 800XP 258317

2001 Hawker 800XP 258531

1995 King Air 350 FL-126

2000 Learjet 45 079

2009 Learjet 45XR 385

2001 Learjet 60 229

2007 Learjet 60XR 320

2002 Premier I RB-31

2004 Premier I RB-107

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ATLANTA334.502.0500

PALM BEACH561.747.2223

Jeteffect Inventory November 23/10/2014 09:55 Page 1

$1,879.84

4.7

4.8

15.75

292

4.25

2

28

46

2

7

14800

13500

9375

4824

801

1925

1290

1720

4160

4295

3190

845

405

405

335

2

PW530A

$1,632.73

4.8

4.83

11

205

4.25

2

4

51

2

5

10400

9700

6950

3220

330

1450

750

1130

4010

4333

3311

868

377

364

302

2

FJ44-1A

CESS

NA C

ITATIO

N JE

T


$2,485.47

4.92

5.12

19.75

415

4.8

2.5

15

50

2

8

21500

19200

14125

6062

1563

1875

1685

1937

5040

4105

2630

589

465

436

432

2

TFE 731-20BR


CABIN HEIGHT FT.

CABIN WIDTH FT.

CABIN LENGTH FT.

CABIN VOLUME CU.FT.

DOOR HEIGHT FT.

DOOR WIDTH FT.



CREW #

SEATS - EXECUTIVE #

MTOW LBS

MLW LBS

B.O.W. W/CREW LBS

USEABLE FUEL LBS


MAX. PAYLOAD LBS


MAX. RANGE N.M.








ENGINES #

ENGINE MODEL

$1,538.79

4.75

4.83

11

201

4.25

2

8

51

2

5

10600

9800

7050

3220

430

1350

775

1161

4220

4407

3230

850

381

381

307

2

FJ44-1A

$1,568.20

4.75

4.83

11

201

4.25

2

-

45

2

5

10700

9900

7035

3220

545

1365

895

1245

3990

4135

3290

906

389

389

307

2

FJ44-1AP

$1,628.96

4.75

4.83

13.58

248

4.25

2

4

70

2

6

12375

11500

7900

3932

668

1400

1075

1530

3820

4628

3870

1160

413

413

344

2

FJ44-2C

$1,728.61

4.75

4.83

13.58

248

4.25

2

-

65

2

6

12500

11525

7980

3930

715

1720

1194

1626

3810

4645

4120

1004

413

413

351

2

FJ44-3A-24

$1,839.88

4.75

4.83

15.67

286

4.25

2

-

65

2

6

13870

12750

8585

4710

775

1925

1374

1891

3440

4203

4478

1090

417

417

348

2

FJ44-3A

CESS

NA C

ITATIO

N CJ

3

CESS

NA C

ITATIO

N CJ

1CE

SSNA

CITA

TION

CJ1+

CESS

NA C

ITATIO

N CJ

2CE

SSNA

CITA

TION

CJ2+

BOM

BARD

IER

LEAR

JET 4

5XR

CESS

NA C

ITATIO

N BR

AVO

CESS

NA C

ITATIO

N CJ

3+


$1,820.65

4.75

4.83

15.67

286

4.25

2

-

65

2

6

13870

12750

8585

4710

775

1925

1374

1891

3440

4203

4478

1090

417

417

348

2

FJ44-3A



❯


GIV SN 1049 Simply the most advanced GIV available today.

The Gulfstream GIV offers large cabin comfort and long range capability at an incredibly attractive price. But what about state-of-the-art advancements required to meet both NextGen regulatory and passenger requirements?

GIV SN 1049 delivers all of the above. It’s a low-time aircraft with excellent pedigree, and has been upgraded to the highest level of any GIV on the market. This includes:

» ASC 190 (Gross Weight Modification)

» Gulfstream PlaneDeck with DU-885 Display System

» Triple FMS with NZ 2000 6.1 Software

» Triple CDU 820

» TCAS Version 7.1

» LPV - WAAS

» ADS B-Out

» -150 APU enrolled on MSP Gold

» High Speed Data and WiFi

» 2011 Gulfstream Paint

And best of all, SN 1049 has been priced to sell. Advance your aircraft acquisition with this outstanding GIV. Contact Jim Donath at Donath Aircraft Services.

Donath Aircraft [email protected]

Visit DonathAircraft.com

❯

$2,235.59

4.75

4.83

17.33

314

4.25

2

28

43

2

7

16630

15200

10525

5400

905

2075

1410

1736

3920

4195

4740

1440

430

430

372

2

PW535A

$2,190.12

4.75

4.83

17.33

314

4.25

2

28

43

2

7

16830

15200

10460

5400

1170

2390

1494

1792

3920

4182

4620

1400

430

430

372

2

PW535B

CESS

NA C

ITATIO

N EN

CORE

+


$2,142.87

4.75

4.83

17.3

293

4

2

6

71

2

7

17110

15660

10350

5828

1052

2150

1667

1991

3500

3978

3858

1248

454

454

380

2

FJ44-4A


CABIN HEIGHT FT.

CABIN WIDTH FT.

CABIN LENGTH FT.

CABIN VOLUME CU.FT.

DOOR HEIGHT FT.

DOOR WIDTH FT.



CREW #

SEATS - EXECUTIVE #

MTOW LBS

MLW LBS

B.O.W. W/CREW LBS

USEABLE FUEL LBS


MAX. PAYLOAD LBS


MAX. RANGE N.M.








ENGINES #

ENGINE MODEL

$2,625.25

5.7

5.5

18.5

422

4.54

2

10

80

2

7

20000

18700

12500

6740

960

2500

1449

1839

4060

4917

3790

699

433

433

373

2

PW545A

$2,541.99

5.7

5.5

18.5

422

4.5

2

10

80

2

8

20200

18700

12800

6740

860

2300

1539

1989

3910

4738

3500

800

433

433

373

2

PW545B

$2,503.30

5.7

5.5

18.5

422

4.5

2

10

80

2

8

20200

18700

12800

6740

860

2300

1528

1976

3910

4738

3500

800

440

440

373

2

PW545C

$1,500.89

4.75

4.83

11

201

4.25

2

-

43.1

2

6

10700

9900

7000

3296

504

1400

694

1380

3250

4125

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379

331

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$1,090.43

4.5

4.58

9.8

163

3.8

2

6

57

1

4

8645

8000

5550

2580

600

1200

718

1070

3380

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PW615F




Jetblack October_Layout 1 22/09/2014 16:34 Page 1

$983.54

4.16

4.66

7.6

109

3.9

1.96

16

-

1

3

6000

5600

3834

1698

502

1088

574

964

2898

5173

2575

780

371

369

330

2

PW610F-A

$986.73

4.16

4.66

7.6

109

3.9

1.96

16

-

1

3

6000

5600

3834

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502

1088

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4.8

4.83

17.33

310

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26

41

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7

16300

15200

9950

5771

779

2250

1259

1651

3510

3833

4230

728

430

430

372

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JT15D-5D


CABIN HEIGHT FT.

CABIN WIDTH FT.

CABIN LENGTH FT.

CABIN VOLUME CU.FT.

DOOR HEIGHT FT.

DOOR WIDTH FT.



CREW #

SEATS - EXECUTIVE #

MTOW LBS

MLW LBS

B.O.W. W/CREW LBS

USEABLE FUEL LBS


MAX. PAYLOAD LBS


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ENGINES #

ENGINE MODEL

$951.22

4.16

4.66

7.6

109

3.9

1.96

16

-

1

3

6000

5600

3834

1698

502

1088

574

964

2898

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371

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$1,248.93

4.92

5.08

11

212

4.86

2.04

10

60

1

5

10472

9766

7132

2804

580

1312

915

1242

3040

4068

3061

702

390

371

333

2

PW617F-E

$1,248.93

4.94

5.08

11

212

4.86

2.04

10

60

1

5

10472

9877

7132

2804

580

1312

917

1233

3479

4110

3061

702

390

371

333

2

PW617F-E

$1,916.59

4.92

5.08

17.17

324

4.86

2.42

19

66

2

7

17968

16865

11783

5353

942

2216

1811

2077

3138

3700

3335

1044

444

430

383

2

PW535E

$1,802.59

4.75

4.92

15.5

305

4.2

2.4

31

25

2

7

16300

15700

10531

4912

1057

2469

1852

2108

4600

4045

5000

995

471

460

405

2

FJ44-3AP

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$1,798.42

4.75

4.92

15.5

305

4.2

2.4

31

25

2

7

16300

15700

10531

4912

1057

2469

1852

2108

4600

4045

5000

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471

460

405

2

FJ44-3AP


■


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Rad Alt Dual Collins ALT 4000ELT Artex 406IRS Dual Honeywell Laseref VADC Dual Collins 850EHF Dual Collins HF 9000 w/ SELCALRadar Collins TWR 850FDR L3 FA 2100CVR L3 FA2100 (120 min)EGPWS Honeywell Mk VIITCAS Collins TCAS 4000 Change 7FeaturesRVSM and MNPS compliantAutothrottle115V AC outlets in cockpit and cabinIridium satellite phone system with Datalink and 2 handsetsLife vests and life raftsSmoke googles, flashlights and crash axe in the cockpit

8.33 kHz spaced radios and FM immunityEFIS/EICAS with SynopticsLightning detection systemEnhanced maps on MFDInterior9 passenger interior in Beige leather. Forward - 4-placeclub with executive tables. Aft – 2-place club opposite a4-place berthable divan in fabric. High gloss, wood veneercabinetry. Satin Almond Gold plate accessories. Aft toiletwith vanity. LH forward storage closet and RH forwardgalley with coffee maker, microwave oven, sink with hotand cold water and storage drawers. Sheepskin covers oncrew seats. Entertainment centre includes Airshow ASXi,dual DVD/CD/MP3 player, two 21” forward and aft bulk-head monitors and individual monitorsExteriorOverall White with Blue and Gold stripes

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EGPWS Allied Signal Mark V w/Windshear ProtectionRadar Honeywell Primus 880CVR B & DStormscope WX 1000+Nav Dual Collins VIR-432DME Dual Collins DME-442Rad Alt Dual Honeywell RT-300ELT Artex 406GPS Dual 12-ChannelTCAS Honeywell TCAS II w/Change 7ELT ArtexFDR B & DFeaturesRVSM and MNPS compliantGlobal Sat-AFIS data link systemHoneywell MCS 6000 6-Channel Satcom with MagnastarC2000 phone system

External camera systemHoneywell HUD 2020 Head Up DisplaySecuraplane 450 security systemInteriorFourteen passenger configuration in Light Beige leatherwith Gold plate accessories. Side panels and headliner incoordinating Beige. High gloss, light wood veneercabinetry. Forward – four-place club; Mid cabin – four-place club; Aft cabin – Two-place club opposite a four-placeberthable divan. Forward, galley with microwave and convection oven, dualcoffee makers, hot and cold water and storage for crystal,china, cutlery, food, beverages and iceExteriorOverall White with Brown stripes

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he company executive respon-sible for tending to the newbusiness jet initially felt a senseof pride from the confidenceshown by his partners. He

knew volumes more about aviation and fly-ing than the other five combined. His knowl-edge grew out of a few flying lessons takenin his youth – although he never started aground school, never took the written exam,and stopped flying before he could fly solo.

Still, that approximately 12 hours of dualflying sufficed to convince his associates thathe alone knew enough about aviation tomanage the ownership and operating issuesof the company jet.

The company's accountancy firm had a

grip on the financial and tax implication, sothere were no issues there. He hadn't exactlystepped forward as much as the others hadstepped back – including the two partnersmost supportive of the decision to buy thepre-owned, 1990s-era light jet in the firstplace. A single-pilot eligible aircraft, thepartners hinted that their “experienced” col-league might find it timely and convenientto train to fly the firm's plane himself.

At about the same time the airplane-over-seer worked to understand the vagaries ofoperating the jet under Part 91; having apilot on-staff for that purpose; managingupcoming maintenance; and complying withrecent airworthiness directives, the firm's“aviation authority” got hit by his own

AIRCRAFT MANAGEMENT CONSIDERATIONS

AircraftManagement

T


‘Professionally

Managed’ versus

‘Just Managing’.

by Dave Higdon

AC Management Nov14_Gil WolinNov06 20/10/2014 15:54 Page 1

aviation deficiencies. Everything had lookedso much simpler at the time of purchase:Buy the airplane, employ someone whocould fly it as part of the job, and fly forthinto success!

Simple? It might have been if that’s allthat there was to it. Except it wasn’t… Crewhiring; training and qualifying; meetinginsurance requirements; finding a suitablemaintenance “home” for the jet; and some-thing else… those “third-party revenue”opportunities that the broker had spoken of.All added to the complexity of the equation.

None of the partners seemed interested instarting a second entity to own and operatethe airplane and meet the Part 135 require-ments for offering charter flying. So outside

135, how does a company realize those pos-sibilities? The company's use plan, predicat-ed on flying just 250 hours annually, left awindow to fly the airplane another 250while staying within the scope of normalbusiness aircraft flying averages.

It was at this point that our businessmanager charged with overseeing his com-pany's newly purchased pre-owned jet firstheard about companies that manage what hewas finding unmanageable.

Some months after enlisting his compa-ny's airplane with a Management company,he offered this insight to anyone who has toshare their work time with their main joband serving as a de facto aircraft-operationsprovider: “Find a management company totake the airplane off your hands so you cando the jobs you bought the airplane toachieve.

With the appropriate balance of in-houseand outside use, a management firm mayeven enable that airplane to become amoney maker in its own right. Instead ofbeing viewed as a cost – which can varywildly from company to company – aircraftmanagement is more regularly viewed as analternative to the costs of directly managingthe aircraft. That means the costs are oftenoffset by the benefits of the managementprogram – and by freeing a company execu-tive from time not productive for the compa-ny's primary line of business.

But as with so much of Business Aviation,the decision to go with a management com-pany, and the expectations of the benefitsshould be the focus of the company'sprocess of shopping and selecting a firm tomanage its aircraft.

EXPERTISE, TIME, TROUBLE FREEAircraft management companies exist inmany varieties, scattered across a broadswath of locations. They vary in theirapproach, clientele, base location and aircraftselection. But they all serve a fundamentalmission with common traits: To manage a

client's aircraft to afford them maximumavailability of their own plane, while keep-ing the airplane busy enough – via charter -to help it earn its salt.

Ultimately, the management companydoes just what the name implies: It managesthe aircraft for the owner. It takes care ofsupplying crew – cockpit and cabin – anddepending on the agreement with the client,not only operates the aircraft for the ownerbut flies it in revenue-generating operationsfor third-party clients.

Aircraft owners may decide to tap theexpertise of a management company afteracquiring the aircraft, or after a change inthe owner-company's needs and use pat-terns. Many management companies offerwhat are commonly called “turnkey man-agement solutions” that might start beforethe aircraft owner purchases the aircraft – oras far back as before a company selects andacquires the aircraft.

In place of paying several vendors andcrew, the company with the managed air-craft pays one bill that covers everything.And when placing the managed aircraft onthe management company's charter certifi-cate is an option, the benefits can range fromsimple cost reductions to outright profitabili-ty from the aircraft's third-party use. Howmuch, of course, will vary, depending on thehours the jet is made available, the size ofthe aircraft and the market.

A PERSONAL TOUCH?No two mission requirements from one com-pany to another will be exactly the samewhen it comes to ownership of a businessaircraft. So the need for flexible, customiz-able programs to suit an individual client’sneed is an absolute necessary where aircraftmanagement is concerned.

As an example, the team at Meridian AirCharter (www.meridian.aero), based atTeterborough, New Jersey, but with severalsatellite offices dotted around the UnitedStates, emphasizes the individuality of its ❯


...the decision to go with a management company, and the expectations of the benefits should be the focus of the company's process of shopping and

selecting a firm to manage its aircraft.


PHO

TO ©

TYLE

R O

LSO

N

aircraft management clientele, and activelyworks to customize programs to meet thoseindividual owners' needs. Working to under-stand what the owner wants from the man-agement relationship, whether to offset own-ership costs through charter revenue, to sup-port the client's own flight department or tosimply improve utilization of both aircraftand staff, Meridian places emphasis on theimportance of understanding how to struc-ture the program to fit the client's needs.

You will need to enter discussions withan aircraft management company with athorough idea of your company’s missionrequirements not only now, but two or threeyears into the future, and you should contin-ually monitor for changes in these to ensurethe arrangement you enter into today with amanagement company remains a snug fit foryour corporation in the future.

BULK-BUY SAVINGSOne benefit that can filter directly down tothe aircraft owner through a larger managedfleet, such as Meridian Air Center andOakland, California-based Kaiser Air have,comes in the form of lower costs like fuel,aircraft insurance, maintenance and training.The management company is in a goodposition to leverage its buying power to helpsave management clients on those costs.

KaiserAir (www.kaiserair.com), as an exam-ple, highlights that its managed fleet benefitsfrom volume discounts at Santa Rosa JetCenter, while visits to remote destinationsbenefit from fleet fuel discounts negotiatedby Kaiser's in-house Fuel Manager, helpingreduce the costs of all managed flights.

As do most management operations,Kaiser Air's aircraft-management clientsenjoy the option of adding their aircraft toKaiser's own Part 135 certificate, providingfurther opportunities for that charter depart-ment to aid management clients with reduc-ing total ownership and use costs, as well asthe potential value of some additional taxbenefits from the aircraft.

SAFETY MATTERSNaturally, if you’re going to place the com-pany’s prized multi-million dollar businesstool with a management company, you’regoing to want to ensure it is in safe hands.You should focus plenty of your questionswhen selecting the right company to man-age your aircraft on identifying that you arehappy with their safety credentials.

ARGUS Platinum Ratings don't comeeasily or in great numbers, which is whatmakes companies such as TWC Aviation (www.twcaviation.com) - based out of San Jose,California - stand out. The Platinum rating issafety auditor ARGUS’ highest level of safe-ty rating, and is awarded only to those

operators who have demonstrated success-ful implementation of industry-best safetypractices relative to their operations andmaintenance.

Such recognition certainly brings extravalue and peace of mind to owners whoturn to companies that are so accredited tomanage their aviation assets. TWC’s com-prehensive safety and security program is asignificant factor for many executives, bothdomestically and internationally.

THE BOTTOM LINENot everyone wants to share their aircraft,even when it means reducing the costs ofownership. But almost universally, aircraftmanagement clients recognize and appreci-ate the value inherent in handing off theiraircraft to experts who are better equippedto manage crew training, insurance, mainte-nance and flying the company airplane.

The decision to restrict aircraft useexclusively to the owner company may not

maximize the financial aspects in thereal-time, but just being able to show it hasbeen professionally managed, crewed andmaintained can bring residual benefits whenthe time comes to sell.

Aircraft management also hues to thesame benefit inherent in owning and usingBusiness Aviation to begin with: It maxi-mizes the time for business available to com-pany executives. “To do otherwise”, onemanagement company representativeoffered, “means making someone at theowning company spend time as inefficientlyas airline passengers waiting to clearsecurity.”

And that benefit alone drives the near-universal expectation that opportunities willonly continue to grow for professionallystructured aircraft management businesses.❯ Do you have any questions or opinions on theabove topic? Get them answered/published inAvBuyer Magazine. Email feedback to:[email protected]


AIRCRAFT MANAGEMENT CONSIDERATIONS

But almost universally, aircraft management clients recognize and appreciate the

value inherent in handing off their aircraft to experts who are better equipped...


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Eagle November 22/10/2014 13:28 Page 1

usiness Aviation travel is a no-hassle, comfortable method ofgetting around the world effi-ciently and fast. But successfultrips are only as good as the

quality of the trip planning. It is difficult toget a handle on the percentage cost of triphandling within the equation of a charter orprivately managed aircraft flight - it’s a bitlike asking, “how long is a piece of string?”but John Brutnell, ExecuJet Group’s AircraftOperations Director, based at Cambridge,UK, did put his head above the parapet.

“I would say against all the revenue inthe flight…running a flight plan is probablyfairly negligible and less than 5%,” he spec-ulated. Adam Hartley, Manager, Charter

Management Team, Universal Weather andAviation Inc. based in Houston, Texasagrees. “Trip support services are a smallpercentage of the actual cost of a trip on thewhole. It certainly varies and I don’t wantto put a figure on it.”

Both companies offer trip planning aspart of their portfolio. ExecuJet offers arange of services including management forprivate and commercial registered aircraft,aircraft charter, maintenance and comple-tions management and has an extensiveFBO network. It manages 160 business jetsworldwide. Universal Weather andAviation Inc. is a global Business Aviationtrip management company with a globalnetwork of FBOs.

TRIP COST ESTIMATIONTrip Cost Estimation (TCE) has become agrowing part of the trip planning business forboth charter operators and management com-panies. Hartley spends a lot of time workingwith management companies and TCE is ahuge part of the business, getting accuratequotes that are as close as possible to the finalinvoice.

“On the charter side, every dollar theydon’t spend is profit,” he told AvBuyerMagazine. “The charter market is very aggres-sive and fuel prices can have a much biggereffect on the margins.

“For us as a trip support company, itvaries from client to client as to what the per-centage cost can be. It also varies from flight

FLIGHT PLANNING & CHARTER TRIPS

The TCEin Charter

B


Balancing trip planning cost

with charter service quality.

by Mike Vines

TripPlanningCharter Nov14_Gil WolinNov06 20/10/2014 15:41 Page 1

leg to flight leg, and the size of the aircraft.For example, a G550 retails from the chartercompany at something like $8,300 per hour ora Falcon 50 could be from $4,500 per hour, soyour costs could swing wildly there. But atrip from, say, London to Paris and back isvery different from the US to China or the UKto India. It’s the third party fees that reallydrive the overall trip cost fee.”

The fees include everything from naviga-tion fees, airport landing and ground han-dling fees to aircraft parking fees, over-flightpermits, slots, PPRs, passenger taxes, passen-ger and crew visas as well as security, groundtransport and hotel bookings.

At ExecuJet John Brutnell manages theoperation of a 75 strong fleet of medium to

large, long range business jets (includingGulfstream, BBJ and Lineage aircraft) basedin Europe, the Middle East and Australasiawith most available for charter.

“What costs the money is the overhead ofhaving this 24/7, 365 operation, supported bya specialist team of 20 people in the UK.We’re doing worldwide trip planning dayafter day and that takes a lot of resource to doproperly.” Even so he admits he uses compa-nies such as Universal and Jetex for someflight planning clearances and over-flightservices, “but not for your common or ‘gar-den trip’ plan,” he added. “I’m for keeping asmuch in-house as possible.”

Handling over-flights and gaining permis-sions is a big job particularly with many of

ExecuJet flights regularly going into China.Trip planning fees may vary very slightlybetween ExecuJet’s aircraft under manage-ment and charter within the fleet.

“There might be the odd slight difference;one charter might want to use one particularchauffeur company rather than another anddispatch would look after that, but nothingfundamental,” said Brutnell. (ExceuJet pro-vides a full bespoke service which includesbooking, handling, filing flight plans andraising over-flight permits. This is done asstandard for all its customers.) “If you starthaving crews dealing with trip planningagencies it becomes more arduous for thecrews. We’ve found it better for thecustomer to provide the full package.” ❯



❯

IN-HOUSE, OUT-HOUSE?Aircraft management and trip support serv-ice companies work together to try and sup-ply a high standard of service. “Even thougha particular management company mayhave a fleet of 200 aircraft and be involvedwith very complex VIP trips going in everydirection across the globe, we establish stan-dards that fit that company,” outlinedHartley. “Although there are still differentowner requirements they are all getting thesame top level of service across the boardand that is what the management companyis selling to its owners and its charterclients.”

On the subject of small companiesattempting to do trip planning themselvesboth companies agreed it could present diffi-culties. “It’s very difficult for a small opera-tor to provide that resource, it is absolutelyvital to have someone in the office who iscompletely up to speed, wide awake andwith someone else around to help when itinevitably goes ‘pear-shaped’,” said Brutnell.

Hartley agrees: “Some people take on therisk of trying to do more things in house andthat is a risky proposition when you removethe experts and trip support companies fromthe equation. But the bottom line for thesecompanies drives some of those decisions.”

In an ever-changing global regulatoryenvironment and with 500 pages ofNOTAMs being published monthly, tryingto keep track of everything is almost impos-sible for the small company, Hartleyexplained. “We have 15-20 regulatory spe-cialists here at Universal living and breath-ing international regulation. At some smallcompanies pilots and schedulers are wearingso many hats that you ask who is keepingup with the SMS and who is the safetyofficer?”

COMMUNICATION IS KEYPitfalls include lack of knowledge of airportclosures, VIP movements and unexpectedflight plan route changes. Having the back-up of 24/7 companies like Universal, Jetexand ExecuJet on first-time trips to farawayplaces like the Indian sub-continent or Asiagives a lot of customer reassurance, saythose in the know. Passengers and crewarriving at a new and untried destinationcan get a real feeling of trepidation, but to begreeted by a friendly representative who isconnected to a global HQ is very comforting,they say.

Communication is the key, adds Hartley.“There can be too many cooks in the kitchen- sometimes you can have a scheduler, anowner, pilots, as well as the managementcompany and the brokers all involved.When all those people are trying to managea trip it becomes extremely difficult. You

Passengers and crew arriving at a new and untrieddestination can get a real feeling of trepidation,

but to be greeted by a friendly representative who isconnected to a global HQ is very comforting...



PHOTO © TYLER OLSON


Boutsen November_Layout 1 22/10/2014 16:39 Page 1

need a clear line of communication to makea mission successful. This is why many peo-ple are gravitating to management compa-nies - it gives them a single source of con-tact, even though there is a cost that goeswith it.”

Reducing cost is always of paramountimportance, and ideas to consider couldinclude flying from a different nearby air-port rather than the one nearest to yourbase, it might be a lot cheaper. Hartley adds,“We’re very aware of differing airport fees,flight fees, slot fees and all are factored intoour equation and are things that we trackwith historical data.”

Also, be aware of special events occur-ring around the time of the trip. Hartleyexamples a London airport at the time of theOlympics when aircraft parking could costaround $6,000 per day against a more nor-mal $1,000. At the World Cup finals inBrazil, parking fees went from a reasonablylow number to pre-payment only of $3,500-5,000 per day. “The Sochi Winter Olympicswere incredibly expensive, when tens ofthousands of Dollars in pre-payment wasrequired just to secure an arrival slot,” saidHartley.

Trip Cost Estimation can save moneyespecially if you are flying into one of the200 most popular Business Aviation airportsaround the world. “It varies on the complex-ity of the trip and the complexity of the pric-ing structure but also depends on whetherwe already have the data required orwhether we’ve got to research deeper,” saysHartley. “If it is within the 200 airportswhich account for 80-90% of the GA opera-tions around the world and we have thathistorical data, we can turn the estimatearound within the day.”

Charter companies are usually in more ofa rush to get a TCE as very often they arebidding for trips on behalf of their cus-tomers. In a highly competitive market,companies want to find good margins andthey need a cost estimate fast to get the bidin as quickly as possible. “We don’t general-ly look to discount a particular trip or leg todrive costs down - we try to be competitiveon pricing and keep our service quality stan-dards up,” concluded Hartley.❯ Do you have any questions or opinions on theabove topic? Get them answered/published inAvBuyer Magazine. Email feedback to:[email protected]



Trip Cost Estimation

can save money especially

if you are flying into one

of the 200 most popular

Business Aviation airports

around the world.

PHOTO © AIR IMAGES


Hawker 800XP4561 AFTT, Engines on MSP Gold, APU onMSP Gold. TCAS 2000 II, Fairchild F-1000DFDR, CVR-120, Airshow 400, 8 Passenger,New Interior in 2013 (excluding cabinets),EGPWS

Hawker 800XP4721 AFTT, Engines on MSP Gold,Dual UNS-1LW Flight ManagementSystem w/WAAS & LPV

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J Hopkinson 1 October 24/09/2014 13:34 Page 1

FUEL PLANNING

Fuel Managementby Mario Pierobon

ue to high fuel prices over thepast ten years or so, scheduledinternational airlines havebecome increasingly sensitiveto fuel efficiency and looked to

improve airline fuel management. This con-cept has achieved some critical mass and issupported by several software developers andconsultancies (so much so that recommendedpractices such as single engine taxi havebecome almost standard procedure among thelarge international airlines).

While fuel management as a concept wasdeveloped specifically for the airlines, it alsoapplies to Business Aviation. However, due tothe importance of time-savings in businessaircraft operations, aircraft performance inrelation to mission of a business jet is soimportant that fuel can often become a sec-ondary consideration in management andoperational decision-making.

THE COST INDEX EQUATIONMarcel Martineau - a former AirbusA330/A340 captain and current owner of

Total Fuel Management – refers to the ‘CostIndex’ as a notion for decision-making. Thismathematical formula is used as a flexible toolto control fuel burn and trip time in order toobtain the best overall economics.

The Cost Index, when inserted into theflight management computer of an adequate-ly-equipped aircraft, will optimize the speed,balancing the cost of fuel with the cost of time.As an example, a metric Cost Index of 20would mean that the aircraft will consume upto 20kg (40 lbs) of fuel to reduce the flighttime by one minute:

Cost Index = Cost of time ($/Min) / Costof fuel ($/kg).

The idea is to determine the cost for thatminute. The ‘cost of time’ normally factorscrew cost, time-related maintenance cost anddelay cost - thus you can determine what thatminute is worth and how much fuel must beburnt to save that minute.

In the case of business aircraft operations,the Cost Index is such that the cost of fuel isonly a fraction of the overall cost. Since thecost of fuel is relatively small compared to

other costs of operating a business jet, opera-tors often tend to minimize the importance ofthe fuel management and cost. Nevertheless,the Business Aviation industry has seen a risein the Cost Index model from business aircraftoperators managing larger fleets.

In a changing industry fuel managementbecomes a prime candidate for consideration,especially when you consider that the relativefuel consumption for business aircraft is high-er compared to commercial aircraft. [The com-mercial aircraft will consume approximately 4litres (8.3 lbs) per passenger, per 100kmwhereas a business aircraft carrying five pas-sengers will consume 10 times that amount.]

“Fuel tankering is actually more manage-able in business aircraft operations,” notesMartineau. “Business jets typically have quitelong range capabilities and the legs flown areoften relatively short. Considering that busi-ness aircraft tend to spend more per gallon offuel compared to the scheduled internationalairlines, tankering fuel purchased at FBOswhere better deals can be obtained is certainlya very sensible move. ❯

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Fuel Planning & Safety Nov14_Finance 20/10/2014 16:02 Page 1

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FUEL PLANNING

“Optimizing the speed to the mission isalso quite important. Business aircraft areoften ferried to a departure destination. In aferry flight there is no need to fly at high-speed where long-range cruise speed can suf-fice, giving better fuel efficiency,” addsMartineau.

DATA AVAILABILITYThe availability of data means an opportuni-ty for more informed decisions regardingfuel management. The provision of fuel effi-ciency information to flight crews as part oftheir briefing process (such as fuel efficiencyinformation on the upcoming leg during thepre-flight briefing) can provide a valuablecontribution.

“Business aircraft can minimize fuel con-sumption with good weather informationand accurate flight planning,” offersMartineau. “The choice of a close alternateairport will reduce the landing fuel.”

Important fuel consumption data can bederived from Flight Data Monitoring (FDM)systems and Aircraft PerformanceMonitoring (APM) - although Martineaubelieves that the justification of investing in

such programs (especially for aircraft weigh-ing less than 60,000 lbs MTOW that are notrequired to perform FDM) is a question ofeconomics with many business aircraft fly-ing less hours annually than the scheduledairlines and it’s unlikely that the cost of aFOQA program can be justified, except inthe case of an operator managing a largenumber of aircraft.

SAVINGS & SAFETYA wide range of flight operations proce-dures reduce fuel consumption, are safetysensitive and need appropriate controlactions, including:

• Engine-out taxi-out

• Reduced takeoff flaps

• Reduced acceleration altitudes on takeoff

• Continuous climb operation

• Constant descent operation

• Low noise, low drag approach

• Reduced flaps landing

• Idle reverse on landing, and

• Engine-out taxi-in.

“All of these procedures are applicable tobusiness aircraft,” notes Martineau. “Theyneed to be adjusted for the circumstances. Forexample, business aircraft tend to use smallerairports where runways can be relativelyshort. So use of reduced flap landings or idlereversers on landing might not apply.

“It is all a question of airmanship,” he con-cluded. “Note that efficient pilots are normal-ly safer pilots since efficient flying requiresincreased attention to detail and higher con-centration. Efficient pilots will be focused onevery detail which will result in increasedsituational awareness.”❯ Mario Pierobon holds aMaster’s Degree in AirTransport Management fromCity University London andworks as a SafetyManagement Consultantand Content Producer. He regularly writes about aviation safety and is currently involved in amajor airside safety researchproject at Cranfield University in the UK. Contact Mario via [email protected]


Fuel Planning & Safety Nov14_Finance 20/10/2014 16:03 Page 2

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MODERNIZINGYOUR AIRCRAFT

Modernizingyour Aircraft (Part 1)What should you consider?by Kevin Hoffman

s it time to upgrade and mod-ernize your aircraft? Let’s takea moment to review this deci-sion from a technical perspec-tive. When your aircraft was

built, it was certified to thethen-current certification standards. Sincethat time, new regulations have been added,primarily to enhance safety and secondarilyto improve ATC efficiency. These include:• Changes to burn criteria relative to mate-

rials used on aircraft interiors;• Environment regulations such as Stage 4

Noise and Emissions; and• Operational efficiency changes such as

the Future Air Navigation System(FANS) and Reduced Vertical SeparationMinimums (RVSM).

Aircraft that were manufactured in thelate 1990s are more than 20 years older, andthe technology in the cabin is certainly out-dated or obsolete. If you own such an air-craft, how do you decide whether to mod-ernize and upgrade or hit the reset buttonand purchase a new asset equipped with thelatest technology and current on all regulato-ry issues? There is a tipping point.

AVAILABILITYThe first question to answer concerns what is

available for your aircraft. This issue must beviewed from two perspectives...1. Service Bulletins covering the aircraft’s

airframe: A list of available airframeService Bulletins may be obtained throughthe service provider that handles yourmaintenance tracking program. Thatorganization can also compare the list ofitems relevant to your aircraft. ServiceBulletins are usually classified asOptional, Recommended and Mandatory.Mandatory Service Bulletins must be com-pleted. However, there are numerousOptional and Recommended ServiceBulletins you might wish to consider thatare able to improve reliability, comfort oroperational efficiency. Needless to say, thisstep can be very detailed and involved,but it is a very important part of theupgrade and modernization process.

2. Supplemental Type Certificates (STCs)issued since your aircraft was manufac-tured: It is also important to review thelist of currently available options to deter-mine the ones you would like to install onyour aircraft. Some of the options are sim-ple kits that can be installed at any servicecenter, while others will require obtainingan STC that may be costly and can only beperformed by an Authorized ServiceFacility. The good news is that if an STC is

available, so is the kit and a center toperform the work.

At some point you will run into the law ofdiminishing returns. But how do you knowwhen you are approaching this point? Theanswer is simple: If an STC is not availablewith respect to a contemplated majorupgrade, such as an engine change, avionicschange, wing or winglet redesign, it usually istoo expensive for an owner to make thesechanges on a one-off basis, due to non-recur-ring engineering and certification costs thatcan easily exceed the value of the aircraft.

SELECTIONThe next question to answer is how to selectthe best options and Service Bulletins toimplement? Consider the following check list:• Ask your pilots and maintenance person-

nel if there are any Optional ServiceBulletins that would improve their abilityto operate and/or maintain the aircraft.

• Look for Optional or RecommendedService Bulletins that enhance passengercomfort. For example, there are now pre-mium noise and acoustic packages toreduce cabin noise and humidification kitsto improve cabin air quality at altitude.

• Consider options that improve the overallefficiency of the aircraft. They range from

I


Updating a Jet Nov14_Finance 21/10/2014 16:46 Page 1

■

seats that convert to flat beds, to cabinsystems that provide Internet connectivity,high speed communications and/or high-definition video systems.

There are so many new options andService Bulletins available that an extensivecomparison between your aircraft and what isavailable may be required.

FINANCIAL ANALYSISHow will you know if your modernizationplans have gone too far? This is the financialanalysis part of the process, and the answeroften hinges on the reason you are consider-ing modernizing your asset. Are you doingthis work to operate the aircraft for at leastanother five years? Or, are you doing thiswork in order to improve the asset’sre-marketability?

Keep in mind that modernizing your air-craft will not alter its age, so consider yourasset’s costs with respect to future mainte-nance requirements. Is the aircraft enrolled onany Hourly Cost Maintenance Program? If itis not, you may wish to include the cost ofProgram enrollment in your financial analysis.If your modernization effort is the result of aplanned near-term sale of the asset, keep inmind that the cost of some STCs, especiallythose involving avionics or electronics, may

be difficult to recover. So you may wish toreconsider your thinking.

In the next article in this series we will dis-cuss the costs involved, detail the upgradeprocess, and introduce the‘QUALITY–SCHEDULE–COST’ triangle, as

well as the effect it has on any aircraft mod-ernization project.

❯ Kevin Hoffman is President & CEO, AerospaceConcepts. More from www.aerospaceconcepts.comEmail: [email protected]

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hile the underlying catalystvaries from operation to opera-tion, there’s no doubting that acontributor to BusinessAviation's growth comes from

existing operators: single-aircraft operatorsthat need more lift than one airplane canprovide. This occurs when needs dictate theaddition of a second aircraft.

As companies grow many find them-selves shortchanged by operating only oneairplane. They need access to more destina-tions and more missions, serving more peo-ple needing more transportation. So howdoes a company set about upsizing its FlightDepartment?

Savvy operators tend to turn to outsidesources initially to fulfill the initial extrademand. Longer term, however, these com-panies often decide that charter or lease failsto meet their needs – whether operationally,financially, in terms of reliability, or becauseof security and confidentiality issues. Thelogic varies from one operation to another,

but existing aircraft owners generally under-stand that ownership yields the biggestbenefits.

When the lines cross between financialand flying needs, companies find their bestlong-term solution is a second aircraft. Thequestion of exactly which aircraft offers aninfinite variety of answers, each involvinganswers to myriad questions about the vari-ations in a company's needs.

So while the scope of this article can'tspeak to model specifics, it can offerprospects a glimpse of the factors to consid-er when weighing the value of a second air-craft (or more) for the operation. We alsostop short of listing the factors that drive thedecision to expand the fleet. Those differ asinfinitely as any other part of the process.Note, also, that we address only Part 91operations. The regulatory considerationsapplicable to charter operations – even whenoperated by the company that owns theaircraft – move these issues up severalsignificant levels.

FINANCESAcquiring a second aircraft won't necessarilysimply double whatever fiscal issues the cur-rent aircraft brings: Some will be the same,others will differ; although matching aircrafttypes and models may bring someeconomies of scale where training and main-taining come into play. If you’re buying pre-owned, the amount of depreciation availablebears weight on the transaction - whilefinance charges remain deductible, availabledepreciation can vary depending on how theprior owner treated the aircraft on its taxes.

All the financial issues should fit into thecompany's available resources - purchase,operation, maintenance and crew costs – soadding an airplane that strains the companybooks may indicate a questionable aircraftchoice, or questionable decision to addanother aircraft in the first place.

Fortunately, the Business Aviation com-munity offers numerous practitioners in thearts and sciences of predicting the specificflight-hour costs of an aircraft's use. The tax

GROWING YOUR FLIGHT OPERATIONS

Upsizing The Flight

Department

W


When one plane no

longer suffices, what then?

by Dave Higdon

GrowingyourFlight Department Nov14_Gil WolinNov06 20/10/2014 15:30 Page 1

accountants can identify any available bene-fits. And, as one aviation-focused accountantshared, tax benefits may come from buying apre-owned aircraft and investing inupgrades to improve the cockpit, cabinand/or performance. Those improvementsare all game for depreciation claims.

STAFF IMPACTAgain addressing only Part 91 Operations,depending on the structure of the flightdepartment and the planned use of theadded lift, adding an aircraft will at the leastrequire depth to be added to the company'squalified flight crew. Even if existing staffqualify to operate the aircraft (a distinct pos-sibility in this community), increased flighthours of operating more than one airplanewill grow significantly.

Appropriate training and ratings mustapply, of course. And that may be anexpense worth factoring – particularly if thecrew being trained must travel to receivetheir training and ratings or endorsements.

Flying plans influence staff planning: For

the majority of business aircraft, domesticoperations dominate within the UnitedStates; for a growing population, however,international ops are an increasing factor.Again, appropriate training and documenta-tion must apply; a passport and a check toassure the boss that any newly-hired crewwon't get stopped by CBP because theirname adorns a no-fly list somewhere. Thisisn't generally an issue domestically, sinceAmerican citizens enjoy the freedom tomove in interstate travel free of state borderchecks. The moment you plan to fly beyondthose borders, however, that house must bein order…

And while we're thinking internationally,one of Business Aviation's more surprisinggrowth areas involves the BusinessLiner seg-ment. Purveyors of these airliner-come-cor-porate-jets confess they're thrilled at theexpanding popularity of their wares. Thatpopularity also does good things for theemployment prospects of Business Aviationpilots and cabin crew.

Those long-legged aircraft along with the

ultra-long-range and large cabin purpose-built business jets need more crew thandomestic, even transcontinental operations.When a jet can spend 13, 14, even 15 hoursaloft, clearly, a single crew set would beworking an inordinately long flight andduty day. This is where crew issues becomemore significant for expansion at the upperend of the fleet; where supplementing bothflight and cabin crew numbers is the onlyanswer.

Conversely, adding an aircraft with atype-rating common to the existing aircraftcan significantly simplify crew issues, whichbrings us to the final personnel issue: cabincrew. While Part 91 gives operators a degreeof latitude and flexibility that neither Part121/Part 135 flying enjoy, Part 91 still speaksto the needs for cabin crew when passengernumbers move up to levels comparable tocommercial operations.

One operator reminisced of the time hiscompany considered taking on a formertwin-turboprop airliner with excellent speedcapability. “We talked about refurbishing ❯



The inability to hangar a second aircraft at the

existing home field may be a temporary issue solved by time;

at some airports, however, it may be a long-term issue...

❯

and refitting the interior to seat 22-23 from30 and then operate it as a corporate shut-tle,” he explained. “Our pilots came fromour employee ranks; no public carriage –Part 135 capacity wrapped in Part 91simplicity.

“Then we came across Part 91.533. Forthe boss, that was us running aground whiletrying to put people on a beach. It killed theidea there and then.”

A look at Part 91.533 Flight AttendantRequirements will show the root of the boss'problem:(a) No person may operate an airplane

unless at least the following number offlight attendants are on board theairplane:1. For airplanes having more than 19

but less than 51 passengers onboard, one flight attendant.

2. For airplanes having more than 50but less than 101 passengers onboard, two flight attendants.

3. For airplanes having more than100 passengers on board, twoflight attendants plus one addi-tional flight attendant for each unit(or part of a unit) of 50 passengersabove 100.

(b) No person may serve as a flight atten-dant on an airplane when required byparagraph (a) of this section unless thatperson has demonstrated to the pilot incommand familiarity with the necessaryfunctions to be performed in anemergency or a situation requiring emer-

gency evacuation and is capable of usingthe emergency equipment installed onthat airplane.

Source: http://www.ecfr.gov/cgi-bin/text-idx?node=14:2.0.1.3.10#se14.2.91_1533

So you can now tell your colleagues thatthose Business Aviation cabin crew comingout of those large-cabin BusinessLiners serveseveral purposes – and aren't just anotherperk or luxury…

ROOM IN THE INN?Of course, business airplanes – even thoseflying at the upper limits of average hours –still spend less time flying than on theground. The chances are that the bulk ofthose hours (8,760 hours of any non-LeapYear) are spent at the aircraft's home base.Without turning this into an article on therelative aircraft health, safety and securitybenefits of hangaring, we'll leave it as agiven that companies seldom prefer themoney savings of ramp parking over therent and ground-handling costs of a nice dryhangar.

The inability to hangar a second aircraftat the existing home field may be a tempo-rary issue solved by time; at some airports,however, it may be a long-term issue wait-ing on someone else to move out, or for theairport to invest in more hangar space.

Then there's the issue of airport access tothat new airplane; making sure itsperformance allows routine use of the homefield should be an early part of the analysis.




Heli UK November_Layout 1 22/10/2014 12:45 Page 1

Second-aircraft prospects may find theirbest solution lays in relocation to another,hopefully still-convenient, facility with spacefor both airplanes on the one field – or touse a runway better suited for the new air-plane. Of course, the perceived inconven-ience of basing two aircraft at two differentfields may not pose a problem at all,depending on their proximity and how thecompany fills the aircraft seats. But hangar-ing also has a parallel issue when it comes toconvenience and accessibility.

THE WRENCHING EXPERIENCEMaintenance… Part 91 aircraft, particularlyhighly sophisticated business-turbine hard-ware, require some attention on a regularbasis. For one, merely keeping the softwarein avionics systems up-to-date may entail avisit to a shop. Then there are engine checks,the prospect of maintenance bulletins or air-worthiness directives (ADs), and theunavoidable annual inspections required tokeep the aircraft safe and legal.

If the home field offers expertise in thespecific aircraft's systems – engines, avionics,airframe – the expanding operator is prettymuch home free. But most airports don'tboast a specialized service center, avionicstech shop or engine-overhaul facility.

Here's where enrollment in an hourlymaintenance program begins to hold itsstrongest appeal; the provider can help theexpanding operator identify the best shops

for the aircraft's needs – and point the opera-tor in their direction, if not already linkingup shop and owner.

Maintenance considerations may alsoinfluence buying decisions. And, again, anoperator already flying a specific brand mayfind adding a second airplane from the sameOEM provides critical mass to reduce main-tenance costs and training.

GETTING IT RIGHTThe one thing we avoided here is advice onmaking the model choice. As noted, thevariations offer infinite combinations toweigh. One element remains unchanged,regardless of the model: whether you’readding a second, third or thirteenth aircraft,match the machine to the missionsenvisioned.

The best answer may be a second type ofwhat the company already flies – a costsaver. But the best answer may be some-thing smaller or larger...or with extra range,or better runway performance for increasedairport access options. The answer to thekey questions always comes down to find-ing the best match to the mission needs andcompany resources - at least, until missionneeds or resources change again, and athird (or different) aircraft is needed tomaintain the match. Then the companyexecutives can repeat the process, weighthe factors and find a new best match tohelp keep the company growing.



...whether you’re adding a second,

third or thirteenth aircraft, match the

machine to the missions envisioned.


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ircraft transactions are neverconsidered easy or withoutcomplication or deviation fromthe desired plan. They arefilled with Letters of Intent

(LOIs), Purchase Agreements, timelines, pre-purchase inspections, more milestones andof course emotions.

We learn every day from the experienceswe go through to bring a deal to fruition forour clients. From each deal we find newways to manage everyone’s expectationswhen the road to the finish line reveals abend.

I recently represented the seller of an olderaircraft that sold for less than one milliondollars. The buyer flew away after conduct-ing a very limited pre-purchase inspection.That was not the difficult part. Working withthe buyer and our client to schedule thisinspection, waiting patiently for the funds tobe received in escrow, and managing ourclient’s expectations was the difficult part.Like most other aircraft sales professionals,we have a process for the steps that typicallyoccur as you work your way to the closing.This process is never foolproof, but we knowwhat is common and customary and we candiscuss it with our client and prepare themfor the process.

The buyer in the above example was a lit-tle different than the typical US corporatebuyer or high-net-worth-individual. He wasa buyer representing another buyer in a for-eign country. The traditional Internationaltransactions issues caused funds to arriveslower while negotiations for what wouldand wouldn’t be part of an inspection weresomewhat ‘grey’ and hard to pin down. Thedifficulties were mostly based on time-zonedifferences and a language barrier.

So how did this affect our client, the sell-er? When plans change and milestones aremissed, frustration can set in. Sometimes,however, more flexibility is required fromboth sides when a buyer has been identifiedwho is reputable and willing to come to con-tractual terms that are acceptable to the sell-er. Things may get off-track at some pointsand it may not be a traditional transaction,but with patience and the right expectations

it can still be a successful transaction foreveryone.

This particular transaction was more diffi-cult for our side due to the fact that this par-ticular aircraft was not ‘flying off the shelf’and there was a smaller pool of potentialbuyers than other aircraft might have. Ourclient wanted to get the most money theycould for the aircraft, while we had a buyerwho allowed for a less invasive pre-buybefore flying it away.

Some tension was created by the buyerwho, based on tax considerations that wereonly addressed late in the process, changedtheir mind about where to conduct a visualinspection. One day the buyer wanted theaircraft flown to him, and then the next dayhe was going to perform his inspection atour client’s hangar, before suggesting goingto a third-party facility.

The challenge for me was taking thesechanges back to our client and balancingtheir absolute desire to sell with their frus-tration over the changes. Because of the con-tractual terms that were agreed to by bothbuyer and seller, I knew that this transactionwas going to be the best way to maximizeour client’s bottom line, so I had to hold ontightly every day until the deal closed.(There are occasions, though, that you haveto let go and see who else is holding on –and if it all goes away it wasn’t meant to be.)

Ultimately the deal closed with the buyerperforming as promised and the seller beingsatisfied with the end result. With deals likethis the seller has to clearly understand theasset they have to sell and what type ofbuyer they will be dealing with.

Another deal that occurred recentlyinvolved an aircraft of significantly highervalue, but a buying group who provedsomewhat unpredictable in what they wereasking for and different interpretations of acontract than are common and customary.As we were representing the seller of the air-craft we had to keep our client focused onthe end-result, and the fact that we had areal buyer who we believed was going toultimately perform - and to therefore notworry about the minutia and annoyancesthat arose towards the end of the transaction.

The majorhang-up provedto be that thebuyer did notrecognize whenthe aircraft’sTechnicalAcceptance wasdue. In this pur-chase agree-ment the termsstated thatwhen theinspecting facil-ity sends out a report and says that theyhave completed the inspection work thatthey were hired to do by the buyer, prior toany corrective action by the seller, a tickingclock began for the buyer to respond to theseller with their acceptance.

The buyer was not convinced that theinspection had been completed because therecould be discrepancies all the way until theday of closing. They did not want to providean acceptance until every discrepancy hadbeen identified. The buyer was confusing theobligation for the seller to meet the deliveryconditions all the way up to closing. Thatconfusion caused frustration, and we had tocarefully manage the tension with our clientand work to provide information that wouldsatisfy the buyer for what should have beena common and customary transaction.

As I said, it is not always a straight line tothe finish of an aircraft transaction, but as anaircraft sales professional we have to gainfrom the experience of every transaction andwork to keep our client-focused on the endresult while also preparing them for the pos-sible stumbling blocks they could meet alongthe way. It is our job to keep the processorderly, amiable and successful. Keep themanufactured tension far away!

❯ Adam Mesinger is the Director of BusinessDevelopment for Mesinger Jet Sales. He is involvedin sales, acquisitions and the lead in market researchfor the company. You can follow more of his writingas well as updates from Mesinger Jet Sales at theircorporate blog Jetsales.com/blog, on Twitter@jmesinger and LinkedIn.

To The Finish!(It is not always a straight line)

THE AVIATION LEADERSHIP ROUNDTABLE

A


JMesinger Nov14_JMesingerNov06 20/10/2014 14:23 Page 1

MEBA November_Layout 1 22/10/2014 17:04 Page 1

Market Indicators

September flight activity followed the usualtrend and posted a decrease from August tofinish the period down -2.3% overall month-over-month, according to ARGUS’ TRAQ-Pak. Reviewing the operational categories,Part 91 flight activity managed to generate a0.6% increase month-over-month. Part 135and Fractional flight activity posted declinesof -3.5% and -10.6% respectively.Looking at the aircraft categories; Large Cabinflight activity posted the only month-over-month increase, up 1.8% from August. SmallCabin and Mid-Size jets posted declinesof -2.2% and -1.7% for the month. The largestmonth-over-month increase occurred in thePart 91 Large Cabin market which finished themonth up 5.0%.

Reviewing year-over-year flight activity(September 2014 vs. September 2013), the dataindicates that September 2014 posted a flight ac-tivity increase for the 10th month in a row, up3.9%. This makes September 2014 the busiestSeptember since 2008.

The results by operational category werepositive across the board with Part 91 leadingthe way, up 4.0%. The Part 135 and Fractionalmarkets were up 3.8% and 3.1% respectively.

Flight activity by aircraft category finishedpositive for all aircraft, including Turbopropswhich posted a 0.7% rise year-over-year, mark-ing the first year-over-year rise in turbopropflight activity since a 0.4% rise in June 2014.Large Cabin flight activity led the way for themonth, up 7.4% from September 2013. Small

and Mid-Size cabin aircraft posted year-over-year increases of 6.0% and 4.1% in that order.The Small Cabin fractional market continues topost the largest growth for an individual seg-ment with a year-over-year increase of 20.7%.

MI www.argus.aero

BizAv Activity - US & Canada

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September 2014 vs August 2014 PPart 91 PPart 135 FFractional AAll TTurboprop -1.9% -6.1% -28.7% -4.5% SSmall Cabin Jet 0.4% -3.8% -9.0% -2.2% MMid-Size Jet 2.1% -1.4% -8.0% -1.7% LLarge Cabin Jet 5.0% 1.1% -11.4% 1.8% AAll Combined 0.6% -3.5% -10.6% -2.3% SSeptember 2014 vs September 2013 PPart 91 PPart 135 FFractional AAll TTurboprop -0.3% 3.2% -8.5% 0.7% SSmall Cabin Jet 6.7% 1.0% 20.7% 6.0% MMid-Size Jet 6.2% 5.0% -0.5% 4.1% LLarge Cabin Jet 7.3% 9.9% 2.4% 7.4% AAll Combined 4.0% 3.8% 3.1% 3.9%

Although much focus in Business Aviation is on thestrength of Large Jets and the relative softness ofLight Jets, the Medium Jet segment has faced someof the strongest headwinds in the post-recession in-dustry, notes Rolland Vincent...Buffeted by spikes in unsold inventory and sharply re-duced utilization, prices and values, Medium Jets rep-resent almost a third of the world business jet fleet,and are operated by a broad spectrum of customers.Could relief finally be in sight for long beleaguered air-craft OEMs, sales professionals, owners/operators, in-vestors and key stakeholders that focus on the middleof the market? The answer: A qualified “Yes”, but first,some definitions…

Vincent classifies the Medium Jet segment as allaircraft from the Super Light Jet (Citation XLS+, Lear-jet 75) up to and including the Super Midsize Jet cate-gories (Citation X+, Challenger 350, Gulfstream G280,Legacy 500). These aircraft have 2014 list pricesspanning $13-26m, MTOW from 20,000-40,000 lbs.,four passenger NBAA IFR non-stop ranges from1,700-3,600nm, and standard seating lay-outs ac-commodating 7-8 passengers. [He excludes the $26-28m Legacy 600 and Falcon 2000S.]

The Medium Jet fleet included 6,440 aircraft as of

mid-September 2014, according to JETNET. The salesenvironment for Super Midsize Jets is expected to bethe most robust of the Medium Jet segment, based onhigh-probability purchase intentions measured byquarterly JETNET iQ Surveys of fixed-wing turbinebusiness aircraft owners and operators over the past12 months.

Prospective buyers who currently operate MediumJets indicate that their most important purchase crite-ria are cabin size and non-stop range performance, re-spectively, and they are clearly attracted to the newand recently certified offerings in the Super MidsizeJet segment. Purchase interest is highest amongstNorth American buyers, where 72% of the Super Mid-size Jet fleet is based. Each of these aircraft offers astand-up 72”+ cabin and 3,100nm+ NBAA IFR rangewith 4 passengers - enough to meet virtually alltranscontinental US missions.

Although new purchase intentions do not alwayslead to actual purchase behavior, customer interest inthe new Super Midsize Jet offerings from Bombardier,Embraer and Gulfstream is consistent, suggestingthese OEMs are poised to capture a wave of new or-ders. Vincent expects that these orders will positionthis middle market segment for its first YOY growth in

new deliveries since the onset of the recession, re-flecting a market recovery but also the ROI from prod-uct strategies that have been years in the making.

In the pre-owned market, asking prices for 5-year-old Challenger 300s with typical levels of annual uti-lization are hovering in the 65%+ range relative to2009 new list prices. Just 6% of the fleet is currentlyavailable for sale, with average days on market hover-ing around 200, according to JETNET. These reflect anactive, healthy marketplace with a balance betweenbuyers and sellers.

Customer interest in larger cabins is no doubtdriven by a desire for more comfort. Tight cabins andlow ceilings are understandably commonplace in thelight jet segment. Nevertheless, times – and passen-gers – are changing. Passengers are simply biggerthese days, and missions are growing in length/dura-tion, so seats and interiors are necessarily evolving tomeet these realities.

The Super Midsize Jet segment appears to be aliveand well, especially in the relatively vibrant US market.That’s a welcome sign for all who have been anxiouslyawaiting good news of better days ahead.

MI www.rollandvincent.com


Mid-Size Jets: The Next Sales Frontier?

MarketIndicators Nov14_Layout 1 20/10/2014 16:39 Page 1

Elite London November_Layout 1 21/10/2014 16:54 Page 1

Most of us today live in a market economy,reasons Richard Aboulafia. Markets are justa dialog between people who have some-thing, and people who want something. Thisdialog determines the price of that some-thing. There are upward and downwardpressures on price, based on supply and de-mand. So why the panic over pilot shortages?Skywest cited a “pilot shortage” as a majorcause of its 2Q $14.7m loss. Skywest new-hiresearn $22,000-25,000. A recent Government Ac-countability Office put it well: “Data indicatesthat a large pool of qualified pilot exists rela-tive to the projected demand, but whethersuch pilots are willing or available to work atwages being offered is unknown.”

In February 2010 Boeing’s Rick Stephensnoted that the STEM (Science, Technology, En-gineering, Math) “skills shortage is a globalconcern across the board in all high-tech sec-tors...” This ‘shortage’ might just be related tothe frequent engineer-firing binges at Boeingand other aerospace companies. Even in agreat year like this one, Boeing informed 2,000engineers that half of them would be firedsoon...

Most of the executives who utter suchphrases aren’t idiots, however. Sure, by whin-ing about a “shortage,” they’re being incredi-bly passive about their business, but most arejust looking for a hand-out. Even though moreexperienced pilots, engineers and machinistsare more capable, it’s more profitable to em-ploy lower-paid new starts - yet working con-ditions and wages often aren’t good enough toget these. That’s where government comes in.Training subsidies are a popular way for state

and local politicians to support industry.If we were to banish the word “shortage,”

we’d also weaken its idiot cousin, “crisis”.People ask forecasters “could the STEM crisis(or the ‘Fuel shortage’) de-rail industrygrowth?” Think in terms of inflationary (anddeflationary) cost pressures rather than short-ages and crises, and then look at the total im-pact of those pressures on the cost structuresof companies that build and fly airplanes. It’smerely a question of paying a bit more forsomething.

Not only can companies pay their workersmore, there’s a strong reason that they should.American capitalism, as pioneered by HenryFord, is based on the great idea that companiescan learn to build things cheaper while payingworkers enough to become consumers. Bybuilding Model Ts cheaper and paying line-workers enough to save, they could one daybuy a Model T.

By treating workers as a cheap commodity(and crying “shortage” when they can’t getthem cheap) companies are reducing aggregatedemand for their goods and services. Reducingwages for engineers, machinists, pilots andeveryone else means less demand for air travel.Stagnant wages certainly help explain stagnanttravel demand in the US over the past decadeor two. Yet very few individual airlines or air-craft companies care enough about the greatergood to start stimulating demand with betterwages… Let’s do our part by abolishing theword “shortage”. The industry will be betterfor it!

MI www.tealgroup.com

2 Market Indicators

A Thought on ‘Shortages’


BizAv Activity - EuropeWINGX reported a total of 63,068 European Busi-ness Aviation flight departures in September(1,237 more than in August) equal to a Year onYear (YOY) increase of 35 flights (+0.1%). The Eu-ropean market remains about 1% off 2013 YTD.The month's good news is that Europe's Top Sixcountry markets all expanded YOY with the UKshowing exceptionally strong growth at +10%.France, Europe's #1 market, increased activity by6%. The overall picture has a negative distortionhowever due to the collapse in demand for Busi-ness Aviation in Russia, Ukraine, Turkey, and - to acertain extent - the whole CEE region.

Clearly this relates to geopolitical crises in 2014.Flights between the CIS region and Europe fell -34%, as flights from and to Russia continued todecelerate, -19% YOY, mostly in heavy jet activity.

Business jets continued to lose activity overall,with owners’ jet activity down 4% YOY. The marketwas bolstered by strong turboprop activity, up 3%in total, and 5% just in charter activity. Turbopropactivity was strongest in the UK, up 17% YOY.

As well as turboprops, small-cabin aircraft flewmore this month, with the light jet segment up forthe first month this year, and VLJs taking the lime-light with a 14% YOY increase in operations. VLJflights are now 8.4% up YTD.

Jet flights increased 10% in Spain. Piston de-partures grew 16% in Germany. Declines were no-table for jets in Ukraine, -55%, turboprops inAustria, -7%, and pistons in Belgium, -6%.

Richard Koe, Managing Director of WINGX Ad-vance, summarized, “…the good news is thatWestern Europe bounced back in September, mostnotably in France, Europe's largest market. Whilst itis difficult to see an economic correlation there, it isclear that the sustained growth of Business Aviationin the UK this year is linked to that country’s solideconomic recovery.”MI www.wingx-advance.com


Market Indicators 3

Colibri Aircraft’s Oliver Stone notes thatclients often ask ‘what is the most popularaircraft?’ While there are many ways to tryto quantify this, it may be useful to gothrough the recent sales of all types of air-craft and see which models had recordedthe most transactions thus far in 2014, heoffers.Records of all retail sales from January 1 2014–July 31 2014 from Amstat reveal some interest-ing trends. Most surprising is that of the ‘top20 sellers’ only three are currently in produc-tion (Citation Mustang, Sovereign and Cita-tion CJ3). Additionally, of the top 11 aircraft,five are turboprops, three are light jets, twomid-size aircraft and one a large cabin jet. Thetop three aircraft are actually turboprops, withthe King Air B200 and Pilatus PC12 (50 trans-actions each), and Piper Meridian (49 transac-tions) taking the top spots. The 20+ year oldCitation II is the top selling jet (43 transac-tions). The first entry for a large cabin, longrange jet is the Challenger 604 in ninth place(32 transactions).

The slump in the pre-owned market hasbrought pricing down to historically low lev-els, and some amazingly capable and versatileaircraft can be purchased for levels that wereunimaginable six years ago. The value propo-sition of pre-owned is now enormous, andStone believes Amstat’s figures show themarket realizes this. For example, the two top-selling mid-size jets, the Hawker 800XP andLear 60, have long been out of production(their newest models are 8–10 years old), butprices are in the $2-4m range. They provide afabulous business tool with similar functional-ity to a new jet, but at a fraction of the price.

‘FINANCE VS CASH’Since the recession the typical rule of thumbfor financial institutions offering financing isthat the aircraft must be no older than 10years and with a value over $5m. Of the top35 aircraft, only six meet these criteria, infer-ring, 1) cash is still the dominant financingsource as banks are reluctant to finance themost commonly traded aircraft, and 2) there isan enormous market for financiers that is un-derserved at the moment. It’s highly likely asthe market demand continues to improvebanks will begin to serve this market financ-ing these older aircraft, meaning there’s a vastamount of room for growth in the older,lower-value segment if and when they be-come popular options for lenders again.

‘GEOGRAPHY’By geographic location, the US accounts foran overwhelming majority of buyers for thetop 37 models. Of 966 transactions, 763 were

to buyers whose entities aredomiciled in the US - a 78.9%market share of pre-owned trans-actions. This obviously variesfrom model to model, with someaircraft having a much greater in-ternational appeal - but overall,the pre-owned market is beingdriven by US demand. [Remem-ber: this is the top 37 aircraft, notthe market as a whole.]

The US has a long history withcorporate aircraft and thereforecomfort with the older productsmakes sense. As emerging mar-kets gradually accustom to oper-ating older aircraft, expect thisnumber to start shifting. How-ever, until then, as an owner of anon-US registered aircraft, if youplan to resell the aircraft considerit likely that your transaction willinvolve export/import.

Caveat: as with all things sta-tistical, it’s important to look atthe full picture. These numbersdo not take into account the fleetsize of each aircraft type, insteadreflecting the number of transac-tions. Given that the King Air B200 andPilatus PC-12 are two of the most producedcorporate aircraft in history, it stands to reasonthat they should have the highest number oftransactions. This is a big reason why theultra-long range aircraft (G550, Global Ex-press, Falcon 7X) are not included in the top40. Those markets are quite active, with afairly high percentage of turn-over each year;owners should not despair that the absolute

number of transactions is quite low.If you’re the owner of an older model, out-

of-production aircraft, take comfort in the factthat these markets still have surprisingamounts of demand and activity. Older air-craft present tremendous value for buyers,and there’s great demand for them – at theright price, of course.

MI www.colibriaircraft.com

What’s the Most Popular Aircraft? PPRE-OWNED SALES FOR JANUARY-JULY 2014

((TOP 200) MMAKE/MODEL SSOLD Beechcraft King Air B200 50 Pilatus PC-12 50 Piper Meridian 49 Cessna Citation II 43 Cessna Caravan 208B Grand 42 Cessna 421C 39 Cessna Citation Mustang 35 Beechcraft Hawker 800XP 33 Bombardier Challenger 604 32 Cessna Citation Jet (500) 31 Beechcraft King Air 200 29 Bombardier Learjet 60 29 Cessna Citation Sovereign 28 Cessna Citation Bravo 27 Beechcraft King Air C90 26 Cessna Citation Excel 26 Cessna Citation Jet (525) 25 Bombardier Learjet 35A 24 Cessna Citation V Ultra 23 Beechcraft Beechjet 400A 22 Source: Amstat

2

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PHOTO © BRADLEY BORMUTH


4 Market Indicators


Table A Table B

Table C Table D

An Asset Insight Index analysis of 76fixed-wing models and 1,528 aircraft listed‘For Sale’ researched on August 29, 2014,revealed the following Overall Marketasset quality Ratings compared to lastmonth’s figures (see Table A)…

Maintenance Rating (ATC Score): averageAsset Technical Condition Score (an air-craft’s rating relative to its Optimal Mainte-nance Condition – achieved the day it cameoff the production line) improved 7.8 AI2

basis points, to 5.420 from July’s 5.342, aRating comfortably above the Mid-Time/Mid-Life 5.000 level – on the ATCScore scale of -5 to 10.Financial Rating (ATFC Score): averageAsset Technical Financial Condition Score(rating scheduled maintenance event costassociated with the aircraft ATC Score) onceagain remained relatively flat, and stayedbelow the Mid-Time/Mid-Life 5.000 level –on the zero to 10 ATFC Score scale – by reg-istering 4.978 versus the previous month’s4.965.Asset Exposure (ATFE Value): the averageAsset Technical Financial Exposure Value(an aircraft’s accumulated maintenance fi-nancial exposure) worsened by another$12k, raising the average aircraft’s accrued

maintenance expense to $1.435 Million and,once again, recording the worst figure forthe past twelve months.

The group figures allowed Large Jets toretain first place relative to asset qualitythis month. Medium Jet asset quality regis-tered a virtual tie with Small Jets, whileTurboprops suffered an asset quality down-turn and remained in fourth place.

Exposure to Price Ratio (ETP Ratio)Spread in the ratio of Asset Exposure to air-craft Ask Price (ETP Ratio) for the aircrafttracked narrowed substantially this month,while the Overall Market average increasedyet again to 47.2%, from 45.2% (Table B).Asset Insight considers anything over 40%to represent excessive Asset Exposure in re-lation to aircraft Ask Price, and the ETPRatio has risen virtually unimpeded for thepast twelve months.

The greatest ETP Ratio influencer thismonth was accrued maintenance – alongwith trades of higher quality assets that ef-fectively penalizes the average figures(Table C).

Market OutlookAverage Ask Price for the 76 aircraft modelstracked by Asset Insight registered a 2.0%

increase to $5.85m, a figure that virtuallyequalled the average value for the pasttwelve months (Table D). Large Jet pricesincreased by approximately $90k thismonth to $16.3m, falling just short of thegroup’s 12-month average ($16.4m), whileMedium Jet pricing increased 6.0% to$3.73m from last month’s $3.52m, register-ing above the group’s 12-month average. Insharp contrast, Small Jets registered arecord low figure this month of $1.77m,while Turboprop pricing receded to arecord low $1.64m from July’s $1.70m.

Prospective Small Jet buyers probablyhave their pick of decent quality aircraft atvery reasonable prices – a market viewhopeful sellers might not want to read. Inrecent market overviews Asset Insight hasadvised Turboprop buyers to focus on assetquality rather than aircraft price, notingthat aircraft achieving a high Asset InsightIndex are unlikely to remain on the marketfor long. Below average Turboprop Indexfigures and record low average Ask Pricesthis month resulted from higher quality as-sets trading, leaving mostly lower qualityassets and commensurate ratings.

MI www.assetinsightinc.com

In-Service Aircraft Technical Condition and Price

■


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NBAA October_Layout 1 23/09/2014 09:43 Page 1

BizAv Aircraft Review

Gulfstream has introduced an all-new family ofbusiness jets: the Gulfstream G500 andG600. The two new aircraft optimize speed,wide-cabin comfort and efficiency to offer cus-tomers exceptional performance with advancedsafety features.

The clean-sheet aircraft were announcedjust prior to last month’s NBAA meeting inOrlando at an event that saw the first G500taxied up under its own power and a nearly-70-foot mock-up of the G600 revealed.

“Today’s announcement demonstrates thepower of General Dynamics’ consistent anddisciplined investment in both Gulfstream’s re-search and development and manufacturing fa-cilities,” said General Dynamics chairman andCEO Phebe Novakovic. “The effect of that in-vestment is manifest in these two airplanes.”

The G500 is designed to fly 5,000nm atMach 0.85 or 3,800nm at Mach 0.90, while theG600 will travel 6,200nm at Mach 0.85 or4,800nm at Mach 0.90. The maximum operat-ing speed for both aircraft is Mach 0.925 –equal to that of the G650/G650ER.

Larry Flynn, president, Gulfstream an-nounced, “The G500 and G600 build upon thetechnology present in our G650 and…G650ER. Once again, our customers played amajor role in the development and creation ofthese aircraft. The G500 and G600 continuethe long Gulfstream tradition of being the firstOEM to ensure an optimal combination ofspeed, range, wide-cabin comfort and fuelburn.”

WIDE-CABINThe finished cabin of each aircraft, which meas-ure 91 inches wide and 74 in tall, provide wide-cabin comfort with considerable head roomand shoulder room for passengers. Carrying upto 19 passengers each, the G500 has three

living areas, and the G600 has up to four, aswell as an optional crew rest. Both have for-ward and aft lavatories and include a full-sizegalley that can be located in either the forwardor aft cabin portion. Ample storage space isalso prevalent. Both aircraft feature an industry-leading cabin altitude of 4,850ft at FL510while large oval windows, the same size asthose on the G650, allow natural light to pourinto the cabins.

Gulfstream’s revolutionary new SymmetryFlight Deck will be utilized in the cockpit, incor-porating cutting-edge active control side-sticks,integrated touchscreen controllers, a next-gen-eration enhanced vision system and HoneywellPrimus Epic avionics. “The active control side-sticks enable both pilots to be consistently onthe same page, enhancing safety,” noted DanNale, senior vice president, Programs,Engineering and Test, Gulfstream. “No otherbusiness aircraft on the market has this feature.”

The G500 and G600 incorporate a third-generation Gulfstream EVS, the SyntheticVision-Primary Flight Display system and Head-Up Display II. Similar to the G650/G650ER,the G500 and G600 offer a full three-axis digi-tal fly-by-wire system with benefits that includeflight-envelope protection, stability augmenta-tion, increased redundancy and reduced main-tenance.

The G500 and G600 are powered by ver-sions of the new Pratt & Whitney CanadaPW800 series engine, delivering excellent fuelefficiency (along with a Gulfstream-designedwing), fewer emissions and engine noise, andhave a 10,000-hour time between overhaulwith no midlife inspection for lower operatingcost.

The first flight of the G500 is scheduled for2015. Gulfstream projects it will receive typecertification from the FAA and EASA in 2017and begin deliveries in 2018. The G600 flight-test program is expected to begin approxi-mately 12 to 18 months after the G500’s, andentry-into-service is projected for 2019.

OTHER GULFSTREAM NEWSIn other Gulfstream news, the flagship Gulf-stream G650ER has been certified by the FAA.The certification verifies the airworthiness ofthe aircraft’s design and clears the way forG650ER deliveries to begin before year-end.

The new G650ER can travel 7,500 nauticalmiles at Mach 0.85 and 6,400nm at Mach0.90, representing an increase of up to 500nmover the range of the G650. Like the G650,the G650ER has a maximum speed of Mach0.925. The G650ER shares the same cabin,avionics and systems as the G650. CurrentG650 owners and order-holders can upgradetheir original G650 to a G650ER.

Thomas Anderson, meanwhile, has beennamed director of Product Support for Gulf-stream’s Long Beach Service Center where hewill oversee operations, reporting to BeckyJohnson.

More from www.gulfstream.com

Gulfstream’s New Aircraft Family

❯


BusAviationNewsNov_Layout 1 21/10/2014 09:24 Page 1


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P125_Layout 1 22/10/2014 13:39 Page 1

BizAv News In Brief2


❯

Both Aerion and Airbus will collaborate ontechnologies associated with the future ofhigh-performance flight. To further their mu-tual objectives, both will exchange knowl-edge and capabilities in design,manufacturing and certification. For Aerion,this means collaboration to advance the de-velopment and commercialization of the

Aerion AS2 supersonic business jet.Airbus will provide technical and certifica-

tion support, including the assignment ofsenior engineering staff to Aerion’s expand-ing development organization. Aerion andAirbus Defence and Space professionals willwork together at Aerion’s new and larger en-gineering offices in Reno, Nevada.

Aerion/Airbus www.aerionsupersonic.com

A recent ceremony held at AgustaWest-land’s Vergiate plant in Italy, saw twoAW139 intermediate twin helicoptershanded over to Samsung Techwin Republicof Korea. These aircraft will be placed inservice to perform corporate transportationmissions.

The delivery includes the 700th AW139,

setting a major production milestone thatcomes approximately ten years after themodel’s introduction into service. During thepast decade, according to AgustaWestland,the AW139 has set the new standard in itscategory and has become the bestselling air-craft in the intermediate twin helicoptercategory.

AgustaWestland www.agustawestland.com

Recently, Bombardier celebrated the deliveryof the first EASA-registered Learjet 75 air-craft to the Roullier Group - a companybased in France. The Learjet 75, along withthe Learjet 70, received full type certificationfrom the European Aviation Safety Agency(EASA) on September 12.

With a maximum range greater than

2,000nm and cruise speeds up to Mach0.81, the Learjet 75 is able to fly four pas-sengers and two crew non-stop from Paristo Cairo and Madrid to Moscow. Additionally,its powerful engines and new wingletdesign allow it to carry eight passengers withfull fuel.

Bombardier www.businessaircraft.bombardier.com

Early last month, Cessna announced that theCitation Latitude flight test program hasyielded improvements in expected aircraftrange and runway performance, promisingeven greater value for operators than origi-nally envisioned (certification of the Latitudeis expected in the second quarter of 2015).

An increase in range to 2,700nm at long-

range cruise (an extra 200nm), along withimproved runway performance with takeoffdistance now standing at an impressive3,668 feet (rather than 4,030 feet in priorprojections) have been announced.

The first fully-configured Citation Latitudemade its public debut at last month’s NBAAmeeting.

Cessna www.cessna.com

Embraer recently delivered its first newLegacy 500 mid-size executive jet. Thelaunch customer was a Brazilian company.Embraer is positioning its Legacy 500 as‘the first of a new generation of businessjets’ that ‘redefines the midsize category’.

With sophisticated technologies, this

aircraft also brings innovation to the manu-facturing system, with extensive use of au-tomation, robotics and paperless assemblyprocesses. The Legacy 500 has a six-footflat-floor cabin, which is comparable to thoseof some aircraft in the super-midsizecategory.

Embraer www.embraerexecutivejets.com


BizAv News In Brief 3

Associated Air Center (AAC) inducted itsfirst Boeing 787-8 aircraft to be completedfor a Head of State customer at its DallasLove Field facility. The composite structureand advanced systems on the 787 will re-quire special engineering, tooling andtechnical capabilities.

The AAC team is reportedly very excitedto have the aircraft in its shop where the realwork can begin. The VIP-configured 787-8offers 2,404 square feet of cabin space anda range of 9,590nm. AAC plans the redeliv-ery of the completed aircraft by the end of2015.

Associated Air Center www.associated.aero

Enlargement of its completions and refur-bishment portfolio means that Flying Colourscan now offer bespoke special mission proj-ects for the Bombardier Global family ofbusiness jets - a move driven by “customerdemand”. Flying Colours now has the capac-ity to take on new projects with the comple-tion of the first part of a three-phase

expansion programme at its Peterborough,Ontario base.

The Canadian company made an en-trance into the special missions market in2013 with a contract from Bombardier forseven CRJ700s for an unnamed Chineseclient.

Flying Colours Corp www.flyingcolourscorp.com

A newly certified EPIC Performance Pack-age was unveiled by Raisbeck Engineeringfor the in-service King Air C90GTx fleet ofnearly 150 airplanes. The measurably im-proved performance comes from Raisbeck’sSwept Blade Turbofan Propellers, combinedwith Dual Aft Body Strakes, and takes advan-tage of the low-speed contribution of the

factory installed winglets on that specificmodel.

The new EPIC Performance Package isdubbed the C90GTRx EPIC, and will beavailable for purchase and installation at allRaisbeck independent and Hawker-Beechcraft Service Centers worldwide.

Raisbeck Engineering www.raisbeck.com

The 1,500th business aircraft signed up forRockwell Collins’ Corporate Aircraft ServiceProgram (CASP) recently. The agreementwas coordinated by Germany-based Rhein-land Air Service, a Rockwell Collins-authorized dealer.

CASP offers corporate aircraft operatorsmaintenance for avionics and cabin enter-

tainment equipment. Rentals, exchanges,component repairs, comprehensive reliabilityupgrades, equipment removal and refit cov-erage are included. Consolidated annualbilling, which is based on a forecast of an-nual operating hours received at the start ofthe annual program, covers each aircraft foran entire year.

Rockwell Collins www.rockwellcollins.com

MD Helicopters partnered with UniversalAvionics to bring the most advanced technol-ogy into the flight deck of the MD Explorerlight-twin helicopter. Universal is currentlyworking on finalizing specifications for En-gine and CAS development as well as de-sign and construction on the systemsintegration test rig that will be used for both

integrated testing and for demonstration/Human Factors evaluations.

At the MDHI Mesa facility, final vendor se-lections for all peripheral avionics systemshave been completed and documentation forinstallation and approval, as well as prelimi-nary systems safety assessments is in work.

Universal Avionics www.uasc.com/md



1441 Aviation Park NE, 2nd Floor, Box 560, Calgary, Alberta, T2E 8M7

Tel: (403) 291 9027Fax: (403) 637 2153

[email protected]

follow us on twitter@HopkinsonAssoc

Cessna CitationUltras

AVIONICSHoneywell Primus 1000 3 - Tube EFISHoneywell Primus GNS-XL FMSSystem

Honeywell MKVII EGPWSHoneywell TCAS II w/Change 7L3 Cockpit Voice RecorderGlobal-Wulfsberg AFIS

INTERIORSeven Passenger Interior & Belted Lav Seat Aft Tailcone Baggage w/Ski Tube. Zephyr Air Conditioning. Recently refreshed Interior

EXTERIORRecently completed Permaguardsealed Exterior

MAINTENANCEFresh Phase 1 - 5 completed byLandmark, ScottsdaleZero Engine Option

19 Sold 6 Remaining that Must Be Sold!

J Hopkinson 2 June 21/05/2014 10:39 Page 1

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Serial Number: 207Registration: M-ILTDAirframe TT: 1159:42Landings: 534

*** TRANSFERABLE JET MANAGEMENT,CREW, HANGAR SPACE IN NICE,FRANCE ***Aircraft is enrolled on Plane Parts Program

EnginesPratt & Whitney Canada PW306A. Left Engine1159,7 hours TSN, 534 CSN, Right Engine1135,4 hours TSN, 526 CSNAPUHoneywell GTCP36-150, 894 TSN hours. APUenrolled on MSP ProgramAvionics

Collins Pro-Line 4 Avionics Suite• Collins 5-tube EFIS & EICAS Displays• Dual Collins FCC-4005 Autopilot (Cat II)• Dual Collins ADC-850 Air Data Computers• Dual Collins RTU-4220 Radio Tuning Units• Dual Collins AHS-3000 Attitude Heading System• Collins Radio Altimeter ALT-4000• Dual Collins VHF-4000 Communication System

(8.33 kHz spacing)• Dual Collins NAV-4000 Navigation System

(VOR/ILS/ADF)• Dual Collins DME-4000 DMEs• Dual Collins FMS-6100 Flight Management• Dual Collins TDR-94D Mode S Transponders

System

Equipment & Options• Jump Seat• Mode S Flight ID w/ Enhanced Surveillance

Modification• Maintenance Diagnostic Computer• ICG ICS-200 Iridium SATCOM (w/ Fax, Data

Ports, & AFIS interface)• Airshow 410 Passenger Flight Information

System• Dual Multi-Region DVD playerInteriorHallmark 10 passenger interior configurationhaving forward 4-place club seating, 4-placeconference group opposite a 3-place divan(certified for 2 passengers) in the aft cabin. Seatsare done in Barcelona Beige leather; divan inPaisley print fabric; woodwork is Redwood Burlwoodwork with brushed gold satin metal finish.The club seats feature executive writing tables. Apocket door isolates the forward right side galleyfeaturing hot/cold meal and beverage service,convection oven and coffee maker.ExteriorBase exterior Matterhorn White with Green andRed Striping.Passenger AmenitiesCabin entertainment sources include a Dualmulti-region DVD player and the Airshow 410Passenger flight information system. Video is dis-played on a 15” panel display mounted on thecabin forward bulkhead.

AVIATRAXContact: Hermann Reynisson

Tel: +352 621375700Email: [email protected]



aviatrax October_Empyrean 21/10/2014 12:38 Page 1

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Serial Number: 5234Registration: N674RWAirframe TT: 3311 Landings: 1047

CAAP is pleased to offer Gulfstream G550 to the market.This meticulously maintained aircraft represents a trueturn-key airplane for a discerning buyer. Engines areenrolled in Rolls Royce Corporate Care, APU onHoneywell MSP and avionics are on Honeywell HAPPAirframeIn-service Date (Gulfstream New Aircraft Warranty StartDate): August 6, 2009EnginesRolls Royce BR 700-710-C4-11Engines enrolled in Rolls Royce Corporate CareEngine #1: S/N 15573, TSN 3311, CSN 1047Engine #2: S/N 15574, TSN 3311, CSN 1047

Avionics & CommunicationsHoneywell Primus Epic PlaneView Cockpit withCertification Foxtrot Enhanced

Enhanced Navigation and XM WeatherWAAS/LPV & RNP/AR .3Synthetic Vision version 1.0Honeywell heads-up display/ Visual Guidance SystemGulfstream Enhanced Vision SystemTriple VHF Navs / Triple VHF CommsDual 24-channel Global Positioning SystemAirborne Flight Information System (AFIS) with satcomlink and cockpit printer

88-parameter Flight Data RecorderTCAS 2000 collision avoidance systemEnhanced GPWS with windshear detectionTriple frequency emergency locator transmitter (ELT)Honeywell HD710 combined with Swift Broadbandinterfaced with CNX-200 router

ExteriorOverall Matterhorn White with red, black and gray stripesInteriorForward Galley with Forward LH Crew Rest16-passenger “Hallmark” interior• Forward Cabin 4-place club group• Mid Cabin 4-place conference/dining group with electricconference table• Aft Cabin dual 4-place divansForward (auxiliary) and aft (full-size) lavatories withvacuum toilet system

JumpseatForward galley with microwave, convection oven, coffeepot and cappuccino machine

30 gallon potable water tank, UV water sterilizationsystem

Three LCD flat screen monitors: 20” monitor on fwdbulkhead; 17” on aft bulkhead and mid-cabin credenza

2009 Gulfstream G550 Asking Price: Make Offer

Corporate Aviation Analysis &Planning Inc

97 Village Lane, Suite 100,Colleyville, TX 76034, USA

2007 Gulfstream G200 Asking Price: $7,900,000

Tel: +1 817 428 9200Fax: +1 817 428 9201

Serial Number: 160Registration: N670RWAirframe TT: 2922 Landings: 1504EnginesPratt & Whitney PW306A. Engines enrolled in ESP GoldEngine #1: S/N PCE-CC-0329, TSN 2922, CSN 1504Engine #2: S/N PCE-CC-0331, TSN 2922, CSN 1504APUHoneywell GTCP36-150APU enrolled in Honeywell MSPAPU S/N P-269, TSN 1196, CSN 1519AvionicsCollins Pro Line 4 avionics suite5-tube EFISFMS: Dual Collins FMS-6100 with GPS 4000AP: Dual Collins FCC-4005 IFCS

NAV: Dual Collins NAV-4000ADF: Dual Collins ADF-462COMM: Dual Collins VHF-4000ERTU: Dual Collins RTU-4000DME: Dual Collins DME-4000AHRS: Dual Collins AHS-3000HF: Dual King KHF-950XPDR: Dual Collins TDR-94D Mode S with Flight IDEGPWS: Honeywell Mark VFDR: Honeywell 29-parameter DFDRCVR: Universal CVR-120TCAS: Collins TCAS-4000 with Change 7RADAR: Collins TWR-850VHF AFIS & SAT AFISICS Iridium 2-channel Satcom. Auto ThrottlesAdditional EquipmentThree Winslow life rafts with 406MHZ ELTs

DefibrillatorSingle point refueling with external fuel control panelInterior8-passenger executive interior with forward and aft4-place club groups

Four pull-out tables. JumpseatForward galley with microwave ovenPocket door between galley and cabin10-gallon water tankExternally serviced aft lavatoryTwo LCD monitors in cabinAirshow 4000. Forward and aft closetsCordless phone in aft closetExtra 110V power outletsAircell Gogo Biz High-speed InternetExteriorOverall Matterhorn White with red, black and gray stripes


CAAP G200, G550 November 21/10/2014 15:02 Page 1

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Corporate Aviation Analysis &Planning Inc

97 Village Lane, Suite 100,Colleyville, TX 76034, USA

2004 Gulfstream G400 Asking Price: $10,900,000

Tel: +1 817 428 9200Fax: +1 817 428 9201

Serial Number: 1507Registration: N826RPAirframe TT: 3912 Landings: 1966

AirframeMSG-3 Maintenance. No Known Damage HistoryEnginesRolls Royce TAY MK 611-8Engine #1: s/n 18150, TSN 3912, CSN 1966, TSMLI 452Engine #2: s/n 18152, TSN 3912, CSN 1966, TSMLI 452Mid-Life Inspections Complied With March 4, 2013Auxiliary Power UnitGTCP36-150G, s/n P-795-C, TSN 2,682 hrsAvionics• 6-tube Honeywell EFIS• Honeywell SPZ-8400 Autopilot • Honeywell 2000 w/CH 7 TCAS II

• Honeywell Primus 880 color weather radar • Dual Honeywell NZ-2000 FMS• Dual Honeywell GPS sensors HG2021 • Dual Honeywell IRUs HG1075AE04• Honeywell EGPWS with RAAS• Honeywell MCS-7000 SATCOM W/ MagnastarC-2000 Airphone Interface for voice communication

• 2 Collins VHF-422C COMM • 2 Collins VIR-432 NAV• 2 Collins ADF-462 ADF • 2 Collins DME-442 DME • 2 Collins TDR-94D TDR• 2 Collins HF W/SELCAL HF• Artex C406-2 ELT• L3 Comm FA2100 CVR • L3 Comm FA2100 FDRAvionics Enrolled on Honeywell HAPP

ExteriorOverall white with dark blue stripesRepainted 2014 by Jet Aviation, Cahokia, IllinoisInterior14-place interior with Forward 4-place club group;Mid-cabin LH 4-place divan opposite 2-place club; andAft 4-place conference/dining group opposite credenza

Seats upholstered in tan leather; divan in dark blue leatherDivan recovered and leather reconditioned by GulfstreamAppleton, 2012

Forward jumpseatForward 17" monitor; Aft 15” monitor at credenzaAirshow Genesys, DVD/CDAft galley w/ microwave oven, high-temperature oven, TIAcoffeemaker, dual hot liquid carafes & Coriancountertops

Aft full-size lavatory; Fwd crew lavatory

2003 Gulfstream G300 For Lease Only

Serial Number: 1529Registration: N477SAAirframe TT: 5625 Landings: 2546EnginesRolls Royce TAY MK 611-8Engine #1: s/n 18207, TSN 5622, CSN 2544, TSMLI 1680Engine #2: s/n 18194, TSN 5625, CSN 2546, TSMLI 1680Mid-Life Inspections Complied With October 25, 2011APUGTCP36-150G (Installed 2009), s/n P-975-C, TSN 1423Avionics6-tube Honeywell SPZ-8400 EFIS Honeywell SPZ-8400 Autopilot Honeywell 2000 w/CH 7 TCAS II 1 Honeywell Primus 880 Radar 3 Honeywell FMZ-2000 FMS

Honeywell MK V ENH /RAAS GPWS 2 Honeywell 12-channel GPS 3 Honeywell LASEREF II Honeywell VHF/SAT AFIS Honeywell MCS-7000 SATCOM W/ Magnastar C-2000Airphone Interface for voice communication Honeywell

2020 W/EVS Heads-Up Display 3 Collins VHF-422B COMM 2 Collins VIR-432 NAV 2 Collins ADF-462 ADF 2 Collins DME-442 DME 2 Collins TDR-94D TDR 2 Collins HF-9000 W/SELCAL HF Artex C406-2 ELT Fairchild F2100 FDR L3 FA2100 CVRAvionics on Honeywell HAPP

Interior14-place interior with 7 fully berthable seats on eitherside of aisle

Pull-out table at each seatFour matching interchangeable ottoman/storage unitsSeats upholstered in taupe leather; beige sidewalls andheadliner; medium brown carpet

Side panels and carpet refurbished by Duncan Aviation,Battle Creek, 2011

Cabinetry finished in high gloss birdseye maple veneerwith satin nickel fixtures

Forward & aft 17" LCD monitors; 6 seat monitors;DVD/VHS/CD. Airshow Genesys. Aft lavatoryAft galley with oven, microwave, and dual coffee makersExteriorOverall Matterhorn White with blue, gray and silver stripes.Painted 2011 by Duncan Aviation, Battle Creek


CAAP G300, G400 November 21/10/2014 15:03 Page 1

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Serial Number: 5139Registration: OE-IRGAirframe TT: 2359Landings: 720

The cabin of this aircraft combinesproductivity with exceptional comfort. Largeand cosy, this aircraft will welcome up to 16passengers. With its ultra-long range andperformance, this G550 will become one ofyour strongest allies for all your triprequirements around the world.

• Aircraft delivered in January 2007• Certified for 16 passengers during taxi,take-off and landing

• Airframe structure warranty valid untilJanuary 2017

• JSSI coverage for airframe, engines andAPU

AirframeAirframe covered by JSSI

EnginesBR710C4-11Serial Number: 15378 / 15379JSSI Platinum coverage

APURE220GV, Serial Number: P-461, Hours sincenew: 2344, JSSI coverage

InteriorPassengers 16, Crew 2 pilots - 2 flightattendants, Bed capacity 5 single OR 2 double +2 single, CD-DVD, Wifi, Satphone, GalleyMicrowave, oven, coffee machine

Price: $36,500,000


Global Jet MonacoFlorian Van Der Cruyssen, Aircraft Sales Director,L'Albatros, 9, bd Albert 1er, MC - 98000 Monaco

Tel: +377 97 77 01 04 E-mail: florian.vandercruyssen@

globaljetmonaco.comwww.globaljetconcept.com


Global Jet 2007 Gulfstream G550 November 21/10/2014 15:10 Page 1

Serial Number: 172Registration: N1216KAirframe TT: 338Landings: 111

With a light and modern BMW interior design,this stunning Dassault Falcon 7X additionallyfeatures:

• VERY LOW TIME HOURS!• Entry into service in December 2012• 14 seats certified for take-off and landing• Engine Program Coverage Pratt & WhitneyESP

• Honeywell MSP Gold for APU• Certified FAR 91• Airframe is covered by FALCONCARE

EnginesPratt & Whitney Canada PW307A, Left engineRight engine Centre Engine, PCECH0228PCE-CH0229 PCE-CH0230, HSI Due/OverhaulDue On Condition APU: Honeywell GTCP36-150(FN), Serial Number P-184, HSI Due/OverhaulDue On Condition, Honeywell MSP Gold

Additional EquipmentFlight Deck printer Miltope TP-4840, ELTHoneywell, Lightning Sensor System HoneywellLSS-860, Power Inverter KGS ElectronicsSS2000(x) (2000VA) Static Inverter, CabinManagement System Rockwell Collins FalconCabin Management System, Display/TVMonitor(s) 1-22” HD LED Forward Bulkhead

Monitor1-24” HD LED AFT Bulkhead Monitor,Individual Monitors 4-10.6” Plug-in Monitorswith 7 Plug-in Monitor Receptacles, VideoEntertainment Software Collins 3D InteractiveMap and Flight Deck Controller, Video Player(s)Dual Blu-ray Player, Audio Players(s) Single iPodDocking Cradle, Other Entertainment EquipmentiPod Touch Remote Control, iPad Remote Control,11 Collins TouchScreen TC-6000 Cabin Controls,12 Bose QC-15 Noise Cancelling Headphones,SatCom inmarsat Aero H+ swift broadband

Price: $41,500,000

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2012 Dassault Falcon 7X

Global Jet MonacoFlorian Van Der Cruyssen, Aircraft Sales Director,L'Albatros, 9, bd Albert 1er, MC - 98000 Monaco

Tel: +377 97 77 01 04 E-mail: florian.vandercruyssen@

globaljetmonaco.comwww.globaljetconcept.com


Global Jet Falcon 7X November 21/10/2014 15:15 Page 1

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Airframe TT: 2,131Landings: 827

• On Gulfstream CMP

EnginesPratt and Whitney PW-306A’s with 6,040 lbs ofthrust each. On Pratt and Whitney’s ESP Gold.Engine 1 s/n PCE-CC-0328 2,131 SNEW 857 CSNEngine 2 s/n PCE-CC-0330 2,131 SNEW 857 CSN

APUHoneywell GTCP36-150 Times: 1,469 Cycles: 1535

InspectionTo be delivered with Fresh ARCS by Gulfstream,Dallas, TX. 3A/2C/4C c/w Aug. 2013 byGulfstream, Westfield, MA, 1A/1C c/w June2012, 2A c/w Oct. 2012

Avionics5 Tube Collins Proline-4 Flight DeckDual Collins FMC-6100Dual Collins GPS-4000 GPS ReceiversDual Collins RTU-4220 Tuning HeadsDual Collins VHF-4000 CommsDual Collins NAV-4500 Nav’s

Additional EquipmentSafeflite Auto-ThrottlesICS-200 SATCOMRosen Monorail SunvisorsHoneywell VHF/SAT AFIS

InteriorTen passenger interior arranged in a forward club,aft four place conference group opposite a threeplace divan belted for two during takeoff andlanding. The forward right-hand Galley featuresample workspace with microwave, draining icedrawer, stemware storage, dry goods storage andcoffee maker. The Galley and Cabin are dividedby a forward pocket door. Seats are finished inbeige leather with complimentary carpet, UltraLeather headliner and Mahogany woodwork.Cabin entertainment is provided by CollinsAirshow 4000 with Tail Camera, dual DVD

ExteriorOverall White with Blue and Gold Stripes


Don and Sam Starling Tel: +1 (254) 848 9192Mob: +1 (254) 716 2981E-mail: [email protected]


JetPro Texas G200 September_Heeren Cit Ultra sep 21/10/2014 15:30 Page 1

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Serial Number: 5101Registration: N213GSAirframe TT: 8,786Landings: 5449

EnginesModel: GE CF34-3A2 8,650 Pounds of ThrustEach Enrolled on GE’s OnPoint EngineMaintenance Program

S/N Total Time Total CyclesLeft Engine: 350452 8,663 6,207Right Engine: 350454 8,786 6,207APUHoneywell GTCP36-150CL – Upgraded APUwith better reliability, more airflow for cooling andimproved engine startingS/N P387C Total Time: 7,437 Time SinceUpgrade: 667AvionicsHoneywell EDZ-815 (5-Tube) EFISHoneywell SPZ-8000 AutopilotDual DFZ-800 Flight Director Guidance ComputerDual Honeywell AZ-810 AIR Data ComputersDual Honeywell NZ-2000 FMS w/ 6.1 Software(WAAS/LPV)Triple Honeywell LASERREF II IRU w/ LaserTrak CDUPrimus 880 Color RadarHoneywell RT-300 Radio AltimeterDual Collins HF-9030 HFw/SELCAL 2 Channel Motorola NA137-714BDual Collins VHF-22C COMMs (8.33 mhz)Dual Collins VIR-32 NAV’s (w/ FM Immunity)Dual Collins DME-42 DME’s w/ IND-42C

IndicatorsDual Collins ADF-462 ADF’s

Additional Equipment2nd Internal Refuel/Defuel PanelPower Fuel CrossfeedTow Bar Installed in Aft Equipment BayExtended Range TankGross Weight IncreaseUpgraded Glass WindscreensDL-950 Data LoaderInterior10 Passenger wide body Fireblocked interior.Forward galley and aft lav. Cabin features a4-Place Forward club, 4-Place aft divan and twosingle seats opposite divan. Interior completed ingray tones with dark rich high gloss wood veneer.Cabin Amenities include Airshow Genesys w/ 13inch forward and 17 inch aft cabin monitors, CD,DVD and VHS Players. Galley Amenities includeMicrowave, Convection Oven, MAPCO Hot LiquidContainer, Hot Cub, Dual Coffee Maker, LargeSelf Draining Ice Drawer, Catering Storage, ChinaStorage and Wine Storage. All new in October2006 by GDAS-DALExteriorOverall white w/ red and black stripes. New inOctober 2006 by GDAS-DALMaintenanceFresh Prepurchase Inspection October 2014 byBombardier Dallas, TX12 Month c/w 8/2014 next due 8/201524 Month c/w 8/2013 next due 8/201560 Month c/w 8/2011 next due 8/2016120 Month c/w 8/2011 next due 8/2021240 Month c/w 8/2011 next due 8/2031Landing Gear Overhaul c/w 8/2011 next due8/2021

1991 Challenger 601-3A/ER

Don and Sam Starling Tel: +1 (254) 848 9192Mob: +1 (254) 716 2981E-mail: [email protected]


JetPro Texas Challenger 601-3AER November_Heeren Cit Ultra sep 21/10/2014 15:32 Page 1

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Serial Number: 276Registration: N276BGAirframe TT: 2,205Landings: 1,238

EnginesP&WC305ALeft Engine Hrs: 2,205 - ESP GOLD Cycles: 1,238Right Engine Hrs: 2,205 - ESP GOLD Cycles: 1,238

APUHamilton Sundstrand Gemini T-20G-10C3A 889TSN/1854 CSN

AvionicsCOLLINS PROLINE 4 AVIONICS SYSTEMTraffic Alert Collision Avoidance System:

Collins TTR-4000 (TCAS II w/change 7)Autopilot: Collins Pro-line 4HF Radio: Dual Honeywell KHF-950 w/SelcalEGPWS: Honeywell Mark V EGPWS (TAWS-A)FMS: Universal UNS 1EAutomatic Direction Finder: Dual Collins ADF-462Cockpit Voice Recorder: Universal CVR-120

Cockpit Voice RecorderCommunications: Dual Collins VHF 422C (8.33

Spacing)Distance Measuring Equipment: Dual Collins

DME-442Radio Altimeter: Collins ALT-4000Navigation: Dual Collins VIR-432 Nav Units (FM

Immunity)

Transponder: Dual Collins TDR-94D w/ Enh.Mode S

Radar: Collins TWR-850ELT: Artex C406-2 MHz ELT w/Nav Interface

Features3 Rotor Brake ModRVSM CompliantFore and aft 15.1" color displaysL3 FA2100 FDROn CAMPCabin Entertainment system - DVD system

InteriorEight Passenger configuration, with centerfour-place club grouping and forward two-placeSide-facing divan across from a forward-facingseat. Seats covered with black leather. Aft beltedlavatory, with wash basin. Forward galley

ExteriorOverall Black with 2 tone grey/silver accent

MaintenanceFresh A & B inspection c/w 9/14. Phase D c/w5/12

Jet Sense Aviation, LLCContact: Brett Forrester

Tel: +1 (847) 550 4660Email: [email protected]

2004 Lear 60SE


Jet Sense Aviation, LLC Lear 60SE November_Empyrean 21/10/2014 17:00 Page 1

Serial Number: 334Registration: N334BGAirframe TT: 4,800Landings: 3,300

EnginesP&WC305ALeft Engine Hrs: 4563 - ESP GOLD Cycles: 3183Right Engine Hrs: 4543 - ESP GOLD Cycles: 3183

APUSundstrand T-20G-10C3A APU. Hours - 1682

AvionicsCOLLINS PROLINE 21 AVIONICS SYSTEMTraffic Alert Collision Avoidance System:

TCAS-94D TCAS II with change 7HF Radio: Honeywell KHF-950 HF w/SELCALEGPWS: Honeywell Mark V EGPWS with

Windshear AlertEFIS: Four Tube Collins AFD-3010 with 7" X 8"

DisplaysAir Data Computer: Dual Collins ADC-850D Air

Data ComputersFMS: Dual Collins FMS 5000 Flight Management

SystemsAutomatic Direction Finder: Dual Collins ADF-462Cockpit Voice Recorder: Universal CVR-120

Cockpit Voice RecorderCommunications: Dual Collins VHF 422CDistance Measuring Equipment: Dual Collins

DME-442

Navigation: Dual Collins VIR-432 Nav UnitsTransponder: Dual Collins TDR-94DRadar: Collins WXR-840 Color Weather Radar

SystemELT: Artex C406-2 MHz ELT w/Nav Interface

FeaturesEnrolled on SMART PARTSICG ICS-100 Iridium SATCOMAirshow 410Emergency Lighting SystemEnrolled in CAMPR.V.S.M. CapableFwd and Aft Monitors (L.C.D.)SONY cabin Entertainment system - DVD system

InteriorFireblocked, XR Executive Floor plan A (Eightpassengers) 7 passenger seats and 1 beltedlavatory seat. The cabin features four-placeexecutive club chairs with two executive fold-outtables and a forward three-place divan. Forwardgalley and the standard lavatory is located aft ofthe main cabin. External baggage compartment

ExteriorNew 2014

MaintenanceFresh A & B inspection c/w. All maintenance duewithin 120 days and 150 hours c/w

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Jet Sense Aviation, LLCContact: Brett Forrester

Tel: +1 (847) 550 4660Email: [email protected]

2008 Lear 60XR


Jet Sense Aviation, LLC Lear 60XR November_Empyrean 21/10/2014 17:03 Page 1

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Mente Group, LLC15301 North Dallas Parkway,

Suite 1010 Addison, TX 75001

1998 Falcon 900B Brian ProctorCell: +1 (817) 307-7720E-mail: [email protected]

Tel: +1 214 351 9595www.mentegroup.com

Serial Number: 4108Registration: N227RHAirframe TT: 3,145 Landings: 1,672

• JSSI airframe and avionics coverage• Rolls Royce Corporate Care engine coverage• FANS 1A/CPDLC compliant• ADS-B out• ASC 910 (Cert G)• Enhanced Nav Package• Synthetic Vision 2.0

EnginesRolls Royce Tay MK 611-8CEngines on Rolls-Royce Corporate Care#1 S/N 85223 3,145 Hours 1,672 Cycles#2 S/N 85218 3,145 Hours 1,672 Cycles

APUHoneywell GTCP36-150. Enrolled on MSPS/N P222. 1,796 Hours. 2,879 CyclesAvionicsHoneywell Primus EpicHoneywell GP-500 Flight Guidance PanelKollsman Enhanced Vision System (EVS)Honeywell Head Up Display / Visual Guidance SystemDual EGPWS with Windshear DetectionTriple Honeywell AZ-200 Air Data ModulesTriple Honeywell AV-900 Audio PanelsTriple MC-850 Multifunction Control Display UnitsTriple VHF Navigation SystemsTriple VHF Communications SystemsDual Honeywell RT-300 Radio AltimeterAdditional Installed Equipment• Multi Region Direct TV

• Gulfstream Broad Band Multi Link – BBML with VOIP• Enhanced Soundproofing• SecuraPlane External Camera System w/ 3 Cameras• SecuraPlane 500 Security System• Wireless LAN Local Area NetworkInteriorUniversal Fourteen (14) passenger executive interior. Theforward cabin features a forward four (4) place club withpull out tables. The mid cabin area offers a two (2) placeclub with fold out table across from a four (4) place divan.The aft cabin features a four (4) place conference groupopposite a credenza which incorporates the cabinentertainment system, printer and miscellaneous storage,and an aft passenger vacuum lavatoryExteriorAirframe overall Matterhorn White with Gold and BlueAccent striping

2008 Gulfstream G450 Brian ProctorCell: +1 (817) 307-7720E-mail: [email protected]

Airframe TT: 3606.5 Landings: 1909

EnginesAlliedSignal TFE731-5BR-1C. On MSP GoldEngine #1: 3606.5 HRS TSN, 1940 CyclesEngine #2: 3606.5 HRS TSN, 1940 CyclesEngine #3: 3575.9 HRS TSN, 1922 CyclesAPUGarrett GTCP36-150F. On MSP 2649 HRS TSNAvionicsDual Honeywell EDZ-820EFIS. Honeywell DFZ-800Dual Honeywell NZ-2000 w/DL-950 Data LoaderDual Honeywell GNSSU (12 Channel)Dual Collins VHF-22A. Dual Collins VIR-32Dual Collins ADF-60B

Dual Collins Dual Collins DME-42Dual Collins TDR-94D Mode S/Enhanced SurveillanceHoneywell Primus 880 w/2 RCU’sCollins TCAS-94 (change 7)Honeywell AA-300Dual King KHF-950 w/Selcal (2 channel)Honeywell MCS-3000 (3 channel)Teledyne Controls/Magnastart C-750 Dual Honeywell III LIRS EGPWS Allied Signal Mark V with Windshear Allied Signal Cockpit Voice RecorderAllied Signal Flight Data Recorder ELT 97A-406MaintenanceAVTRAK, OCIP “A” Program, RVSM, 8.33 kHz, FMimmunity, RNP-5/-10

Inspections“B” and “2B” Insp C/W February 2010 (2,869 Hours)“C” and “2C” Insp C/W May 2010 (2,903 Hours)Wing Dry Bay Modification C/W May 2010 (2,903 Hours)Landing Gear Overhaul C/W May 2010 (2,903 Hours)InteriorRefurbished November 20078 beige leather seats (forward and mid-cabin)2 beige leather seats (aft cabin)3-seat divan in beige leather (aft cabin)Custom beige carpet. Forward closet. Forward galleyFireblocked for Part 135 OperationsExteriorWhite upper and Royal Blue lower fuselage with Gold andBurgundy accent stripesOptionsAirshow 400 Fwd LCD Monitor 18” and Rear Monitor 15”


1 Mente November 21/10/2014 16:38 Page 1

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Mente Group, LLC15301 North Dallas Parkway,

Suite 1010 Addison, TX 75001

2002 Legacy 600 Mark PayneCell: +1 (972) 897-3246E-mail: [email protected]

Tel: +1 214 351 9595www.mentegroup.com

Serial Number: 32Registration: N794SEAirframe TT: 8,889.7 Landings: 5,321

EnginesTFE-731-60-1C MSP Engine ProgramEngine #1 S/N: P112204 8,888.7 hours, 5320 cyclesEngine #2 S/N: P112205 8,889.7 hours, 5321 cyclesEngine #3 S/N: P112200 8,888.9 hours, 5320 cyclesAPUAllied Signal GTCP 36-150FSerial Number: P-322 4113.5 hours since newAvionicsAllied Signal GTCP 36-150FCollins Radio Package Proline 4• New DU-875 Primus Elite Upgraded Cockpit• With Dual Cursor Control Units

• LCD Technology• Two Primary Flight Displays-Primus 2000 IFCS• CD-820 FMS Upgrade• Triple Honeywell Laseref III (IRS)• XM Graphical Weather• Honeywell WC-880 Weather Radar withDual-Radar Control Panels

• Electronic Charts w Dual HoneywellElectronic Chart Servers

• Selcal Coltech CSD-714 Decoder• One EICAS Multi-Function Display• Dual Baker B1045 Audio Control Panels• Dual Bendix-King KHF-950 w SELCALInterior12-passenger configuration• New Carpet & Soft Goods 2010• Refurbished Passenger Seats & Sofa• Rebuilt Cockpit Seating

Forward 4-place club seating• Mid cabin double club conference & dining groupPrivate Aft cabin• w/ individual VIP seatForward jumpseat. Aft lavatoryExteriorNew Paint in 2010• Overall in Matterhorn White w/ Taxiway Yellow& Black accent stripes

Slant Style engine mounted registration markingsAdditional FeaturesPrimus Elite Cockpit Upgrade$800,000.00 Installed ValueXM Graphical Weather. CD-820 FMS – Upgrade$120,000.00 Installed ValueFlight Dynamics Cat III Heads UP Display (HUD)Collins Airshow GenesysMagnaStar UHF/Satcom Phone w/fax

1998 Falcon 900EX Brian ProctorCell: +1 (817) 307-7720E-mail: [email protected]

Airframe TT: 4041.3 Landings: 2466

EnginesRolls Royce AE3007A1P on RRCCLeft: 4041.3 Hours 2466 CyclesRight: 4041.3 Hours 2466 CyclesAPU: 9955 Hours 14121 CyclesAirframe program: EECCAMPAvionicsHoneywell Autopilot Controller PC-400Honeywell Guidance Controller GC-550Honeywell Radio Management Unit (RMU) RM-855Honeywell Integrated COMM/VHFI Unit RCZ-833EHoneywell Integrated VHF (VHF Only) RCZ-851CHoneywell Tuning Backup Head (CDH) CD-850

Honeywell Integrated NAV/ADF/DME RNZ-851Honeywell Weather Radar Controller WC-650Honeywell Weather Radar Transceiver WU-650Honeywell TCAS II Receiver/Transmitter RT-910Honeywell FMS Navigation Computer NZ-2000Honeywell FMS Data Loader DL-900Honeywell FMS Control Display Unit CD-810Honeywell GPS Sensor Unit GNSSUHoneywell Display Unit DU-870Honeywell Data Acquisition Unit DA-800Additional EquipmentHoneywell Integrated Computer with AP IC-600Honeywell Integrated Computer IC-600Honeywell Air Data Computer AZ-850Honeywell Attitude and Heading Computer AH-800Honeywell Display Controller DC-550Honeywell Radio Altimeter Transceiver RT-300

Honeywell Digital Audio Panel AV-805AAvtech Passenger Address AmplifierMaintenance SummaryL12 (72-month) inspection c/w in July 2014(Constant Aviation)

Fresh landing gear c/w in October 2014(Constant Aviation)

Inspections L1, L4, and L8 c/w in March 2014Interior13 passenger seatsRefurbished in April 2013 by Elite Aircraft InteriorsFwd Galley. Aft Lav. Aircell Access WiFiAirshow. DVD/CDExteriorMatterhorn White with Aristo Blue and Las Vegas GoldMetallic striping

Repainted in April 2013 by Atlantic Jet Refinishing


2 Mente November 21/10/2014 16:40 Page 1

SHOWCASE

Serial Number: 550-1073Registration: N899BAirframe TT: 5924Landings: 4895

EnginesLeft Engine 423 SOHRight Engine 1920 SOH

Avionics• Honeywell Primus 1000 IntegratedFlight Director & Autopilot System3-tube 8x7” EFIS• Dual 196B Comm Radios with 8.33Capabilities• Dual Nav• Dual RMI• Dual Mode S Transponders• Dual DME• Universal UNS1 L FMS• Honeywell TCAS II• Honeywell Mark VII EGPWS• Honeywell Primus Radar 660• ARTEX 406 Emergency LocatorTransmitter• Cockpit Voice Recorder• N1 Computer Indicator• Radio Altimeter

ExteriorOverall Snow White with SilverPlatinum Metallic and Black Stripes

InteriorFire-blocked eight passenger executive interior ina center club configuration with an aft belted seatfor a ninth passenger. Left and Right executivetables with Sienna leather inlays in the centerclub. Seating is finished in Sienna leather withHenna lower sidewalls and finished Cocoa Maplewood gloss laminate

Optional Equipment• Freon Air Conditioner• Ski Tube• AOA w/Indexer• Iridium Satellite Flight Phone• Cabin/Cockpit Fire Extinguishers• Interior 110V AC• Lead Acid Battery• Tail Cone Flood Lights• RVSM Capable

2003 Citation Bravo

Northern Jet ManagementGerald R. Ford International Airport

5500 - 44th Street, SE • Grand Rapids, MI 49512

Tel: 800 462 7709 Tel: +1 616 336 4737Cell: +1 616 648 2656Fax: +1 616 336 [email protected]


Northern Jet Citation Bravo September 21/10/2014 12:45 Page 1

SHOWCASE

• Extended Range Fuel

Serial Number: 40-2100Registration: N959RPAirframe TT: 3,365Landings: 2,735

• Smart Parts

AirframeFactory Warranty Smart Parts

EnginesLeft Engine 3,378 / Right Engine 3,370MSP Gold

Avionics• Honeywell Primus 1000 IntegratedFlight

• Director & Autopilot System• 4-tube 8x7” EFIS• Dual Universal UNS1 L FMS• Dual Comm radios with 8.33Capabilities

• Honeywell HF 1050 Comm• Dual Nav and RMI• Dual Mode S Transponders• Dual DME• Single ADF• Honeywell TCAS II• Honeywell Mark VII EGPWS• Honeywell Primus Radar 660• ARTEX 406 Emergency LocatorTransmitter

• Cockpit Voice Recorder• Radio Altimeter• XM Satellite Weather

ExteriorOverall Matterhorn White with Blue and YellowStripes

InteriorFire-blocked Six passenger executive interior in acenter club configuration with an aft belted seatfor a seventh passenger. Two Left and one Rightexecutive tables with Imbuia gloss inlays in thecenter club. Seating is finished in Almond Crunchleather with Surfside lower sidewalls and finishedImbuia wood gloss laminate

Optional Equipment• Freon Air Conditioner• AOA w/Indexer• Iridium Satellite Flight Phone• Cabin/Cockpit Fire Extinguishers• Interior 110V AC• Lead Acid Battery• Tail Cone Flood Lights• RVSM Capable• Airshow Cabin Audio/Video System• XM Satellite Radio• Extended Range Fuel

Aircraft management Services Available

2008 Learjet 40XR

Northern Jet ManagementGerald R. Ford International Airport

5500 - 44th Street, SE • Grand Rapids, MI 49512

Tel: 800 462 7709 Tel: +1 616 336 4737Cell: +1 616 648 2656Fax: +1 616 336 [email protected]


Northern Jet Lear 40XR September 21/10/2014 12:47 Page 1

SHOWCASE

Serial Number: 560-5244Registration: N898PPAirframe TT: 7233Landings: 7024

Airframe & EnginesPRATT & WHITNEY 545ALEFT: TSN 7062 TSMOH 2176RIGHT: TSN 6702 TSMOH 1440 (159 SHOT)

APUHONEYWELL RE-100XL 1,479 TT

AvionicsFLT DIR: HONEYWELL PRIMUS 1000 IFCS

W/8.33EFIS: HONEYWELL PRIMUS 1000 3 TUBERADAR: HONEYWELL PRIMUS 880 COLORCOMMS: DUAL HONEYWELL RCZ-851NAVS: DUAL HONEYWELL RNZ-850ADF: DUAL HONEYWELL DF-850ELT: ARTEX 110-406EGPWS: HONEYWELL MARK V

w/WINDSHEARFMS: UNIVERSAL UNS-1CSPHF: HONEYWELL KHF-950 PROVISIONSCVR: L3 FA-2100 TCAS: HONEYWELL CAS-67A TCAS IIRMU: DUAL HONEYWELL RM-855

AdditionalHAPPREMOTE CABIN TEMP CONTROLSEAT TRACKSEXTERNAL LAV SERVICECABIN 110V OUTLETSDOUBLE WIDE PEDESTALRVSMCESCOM MAINTENANCE TRACKING

Interior2013- SOFT GOODS REPLACED-INTERIORREVITALIZED. NEW CARPET, NEW SIDEPANELS, NEW SHEEPSKINS IN COCKPIT,WOODWORK CLEANED AND ALL SEATS CLEANED AND DYED. FORWARD TWO PLACERH DIVAN, OPPOSITE REFRESHMENTCENTER. MID CAB IN FOUR PLACE CLUBAND TWO FORWARD FACING AFT SEATS

ExteriorOVERALL SNOW WHITE, WITH BEIGE, RED,AND BLUE STRIPING

AeroSmith Penny II LLC8031 Airport Blvd., Suite 224, Houston,

TX 77061

Tel: +1 (713) 649-6100Fax: +1 (713) 649-8417Email: [email protected]

2002 Citation Excel


Aerosmith Penny Citation Excel October 21/10/2014 14:21 Page 1

SHOWCASE

2012 Falcon 2000LX

Advertising Enquiries see Page 9 www.AvBuyer.com WORLD AIRCRAFT SALES MAGAZINE – November 2014 143

Mark Verdesco: Director, Pre-owned Aircraft SalesUSA Tel: + (1) (201) 541-4556

Tel: + (1) (201)-541-4620E-mail: [email protected]

www.falconjet.com/preowned

Serial Number: 242Registration: N242FJAirframe Total Time: 543Landings: 191EnginesPratt & Whitney Canada PW308C (on ESP)APUHoneywell GTCP36-150(F2M) (on MSP)MaintenanceCAMP. 1A, 2A, 1A+, 2A+ complied with July21, 2014.

Inspections due: Z February 2016; 1B at 1600hours, 1C May 2018

ExteriorOverall white fuselage with Green and Greyaccent stripes (repainted by DAS-ILG August2014)

InteriorBeige leather seats, Tan lower sidewall, Creamcolor headliner, Tan pattern carpet, Red Gumveneer, Pewter High Gloss metal surface(Original)

Seating10 Passengers; 4 club seats forward, 4-placedining group with 2 seats opposite. Side-facing third crewmember seat, aft lavatory

AvionicsHoneywell Primus EPIC System (EASy II –baseline with ADS-B Out and LPV)

Flight Director Honeywell EASyFlight Management System (FMS)Dual Honeywell EASy

Global Positioning System (GPS) DualHoneywell GPS

Communication (VHF) Transceivers TripleHoneywell TR-866B

Navigation (VHF) Receivers DualHoneywell NV-875B

Distance Measuring Equipment (DME) DualHoneywell DM-855

Automatic Direction Finder (ADF) DualHoneywell DF-855

Transponder, Air Traffic Controller DualHoneywell XS-858B

TCAS II ACSS TCAS 3000Color Weather Radar Honeywell Primus 880Communication Management Function (CMF)Honeywell EASy

HF Communication System Dual CollinsHF-9000

Iridium telephone system Aircell Axxess II(additional 2 channel transceiver)

Radar Altimeter Honeywell RT-300Micro Inertial Reference Unit (MIRU) DualHoneywell Laseref V

Enhanced GPWS Honeywell EASyCockpit Voice Recorder (CVR) HoneywellSSCVR (120 minutes)

Flight Data Recorder (FDR) Honeywell SSFDR(88 parameters) and QAR CTS

Electronic Flight Bag (EFB) Dual CMC CMA-1100 “Pilot View”

Emergency Locator Transmitter (ELT) ELTAADT-406 with Navigation System Interface

Additional EquipmentHoneywell: Electronic Jeppesen Charts, three(3) Honeywell AV-900 Flight Deck Audio,Selcal, Uplink Weather capability. Meggitt MK2

Secondary Flight Display, Miltope Flight Deckprinter, 115 VAC 60HZ power, TeleflexRecognition Lights. High-Definition FalconCabin Management System

Dassault Falcon 2000LX November 21/10/2014 15:18 Page 1

SHOWCASE

Serial Number: 5033Airframe TT: 1775Landings: 892

• One owner since new• One of a kind designer interior in like newcondition

• Enhanced Navigation Upgrade & TCAS 7.1• RVSM/RNP-1, 4, 5 & 10. MNPS. CPDLC.ADS-C

• Securaplane 450 Security System• Airshow 4000 System• Four 5.6” Monitors, one 12” and one 20.0”Monitor

• Single 5-Disc Audio CD Player / Controller• Two Multi-Region DVD Players• Miltope Cockpit Printer & Cabin LaserPrinter

• SATCOM and Ethernet:- Wireless LAN- One (1) Honeywell MCS-7000+ SatcomSystem

- One (1) Honeywell AIRSAT 1 SatcomSystem

- One (1) MagnaStar C2000 Radiotelephone(Functions also as a PBX connecting allhandsets to each other and to theHoneywell MCS-7000 INMARSAT System.

• JSSI “Platinum” (pro-rated)

EnginesRR BR-710 Engines: 1775 hrs (as of January 23,2014) Enrolled in JSSI Platinum HoneywellRE220 (G550) APU: 2154 Hours

AvionicsCertification “Foxtrot” basic completed August2011, Navigation upgrade “Enhanced” c/w June2013 (ASC 84B & ASC 96), Runway AwarenessAdvisory System (RAAS), Four (4) HoneywellDU-1310 Flat Panel Display Units, Two (2)Honeywell DC-884 Display Controllers, One (1)Honeywell DP-884 Display Brightness Panel,One (1) Honeywell/Kollsman Visual GuidanceSystem (VGS), Three (3) Honeywell MAU-913Modular Avionics Units, One (1) HoneywellGP-500 Flight Guidance Panel, Three (3)Honeywell MC-850 Multifunction Control DisplayUnits, Three (3) Honeywell AZ-200 Air DataModules, One (1) Honeywell WU-880 WeatherRadar Receiver/Transmitter Antenna, Two (2)Honeywell WC-884 Weather Radar Controllers,Three (3) Honeywell IR-500 LASEREF V MicroInertial Reference Units, Two (2) HoneywellMRC-855A Modular Radio Cabinets, Three (3)Honeywell AV-900 Audio Panels, One (1)Honeywell MT-860 Third Navigation/Communication Cabinet Two, (2) HoneywellRT-300 Radio Altimeters, One (1) L3 CockpitVoice Recorder (CVR), One (1) Cockpit VoiceRecorder (CVR) Control Panel, One (1) L3 Flight

Data Recorder (FDR), Two (2) Davtron DigitalClocks, One (1) Goodrich EBDI-4000 RadioMagnetic Indicator (RMI), One (1) GoodrichMagnetometer, One (1) Goodrich GH-3100Standby Attitude/Airspeed/Altitude Indicator,One (1) Honeywell RT-951 (TCAS 2000) 7.1(ASC 103), Two (2) Mason Cursor ControlDevices, One (1) Thales Satcom antenna, One (1)Honeywell LP-860 processor, One (1) HoneywellLU-860 controller, One (1) Honeywell AT-855brick antenna, One (1) Honeywell LSZ-860Lightning Sensor System (LSS)

Interior18 Passenger custom designer interior w/ fwdgalley including convection oven & microwave.Flight attendant seat. Fwd & aft vacuumlavatories. Fwd cabin: Six individual seats of whichtwo are berthable. Mid-cabin: Four-place clubarrangement. Aft-cabin: Two four-place divans.Interior is in excellent like new condition

Asking Price: Call!

Aviation Advisors International Inc8191 N. Tamiami Trail, Sarasota, Florida,

34243-2032

Tel: +1 (941) 351-5400Tel: +1 (210) 490 1883 - San Antonio officeEmail: [email protected]



Aviation Advisors November 21/10/2014 14:25 Page 1

SHOWCASE

Serial Number: 20138Registration: N238FJAirframe TT: 3850Landings: 1568

EnginesL/H ENGINE SERIAL # P118393MODEL NUMBER: AS907-1-1AON MSP. TOTAL TIME: 3757. CYCLES: 1534R/H ENGINE SERIAL# P118396MODEL NUMBER : AS907-1-1AON MSP. TOTAL TIME: 3850. CYCLES: 1568APUAPU S/N: P-246. ON MSP HOURS: 2689. MODEL: GTCP36-150BDAvionicsPRO-LINE 21VHF COMROCKWELL COLLINS / VHF 4000 3NAV ROCKWELL COLLINS / NAV 4000 2XPNDR ROCKWELL COLLINS / TDR-94D 2ADF ROCKWELL COLLINS /NAV 4000 2DME ROCKWELL COLLINS / DME 40002FMS ROCKWELL COLLINS / FMC 5000 2GPS ROCKWELL COLLINS/ GPS 4000A2SATCOMICS-200 1HF COM ROCKWELL COLLINS /HF-9031A 2SELCAL RIU-4000 2RADAR XMWR-1000 1RAD ALTALT-4000 1TCAS II Chg7 TTR-4000 1EGWPS MK VIII 1FDR FA-2100 1

CVR A129 (120M) 1ELT ARTEX ELT C406-N 1InteriorScheduled for refurbishment October 1, 2014Paint: Scheduled for October 1, 2014GoGo Wi-Fi with Text & Talk installationScheduled for October 1, 2014. Fire blocked Cabin certified for 9 passengers for takeoff andlandingForward & Aft Four Place Club Seats16 G Belted Lav with Contact PadRecliner Leg Rests on Cabin Seat #’s 4 & 5Dado Storage Boxes18” Monitor Forward CabinDVD/CD Player. Dual Satellite RadioDeluxe Galley with SinkAdditional Equipment & FeaturesAirshow 4000 Wing Tip Strobe Lighting SystemPulse Landing LightsPortable Ladder InstallationOver Water Flight Kit. Cockpit Writing TablesDual (2) 110V Electrical Outlets in the CockpitService Panel Lighting SystemInner Gear Door Base PaintDeluxe Baggage.Lower TCAS Directional AntennaMaintenance24, 48, 96 month inspections and Landing Gearoverhaul scheduled for October 1, 2014400hr/800hr/12mth and Level III Pre-PurchaseInspections just Completed

WORLD AIRCRAFT SALES MAGAZINE – November 2014 145Advertising Enquiries see Page 9 www.AvBuyer.com

Florida Jet1516 Perimeter Road, Suite 201Palm Beach International Airport

West Palm Beach, FL 33406

Tel: +1 (561) 615-8231Fax: +1 (561) 615-8232Email: [email protected]

2006 Challenger 300

Florida Jet Challenger 300 November 22/10/2014 12:32 Page 1

SHOWCASE

International Jet Management GmbHFelix Feller, CEO

Concorde Business Park 2/F14A-2320 Schwechat, Austria

Tel: +43 (0) 1 707 8250 0Mob: +41 (0) 79 400 62 68Email: [email protected]

2007 Challenger 850


Serial Number: 8056Airframe TT: 1872Landings: 1089

• MTOW: 24.040 kg / 53.000 lbs• Engine Type & Model: General Electric

CF34-3B1• Configuration of Aircraft: 15 Passengers• Registration: Europe / EASA• EU-OPS Compliance: Yes

Engines/APUAirframe/Engines enrolled under SmartParts PlusAPU enrolled under MSP GoldAvionicsRockwell Collins Pro-Line 4 Suite containing:• Dual Collins FMS-4200 Flight Management

Computers• Dual Collins VHF-422C COMM System

(8.33kHz Spacing)• Dual Collins FCC 4000 Digital Flight Control

Computers• Dual Collins ADF-462 System• Dual Collins ADC 850A• Dual Collins GPS 4000A• Dual Radio Altimeter• Directional TCAS Antenna• Collins TTR 921 TCAS II w/Change 7.0• Dual Collins VIR-432 NAV System (FM Immunity)• Dual Collins TDR-94D Mode-S Transponder System• Dual Collins DME-442 Distance Measuring

Equipment• Dual Collins HF-9031A HF Communications System

• Honeywell Mark V Enhanced GPWS• Flight Data Recorder• SELCAL System (VHF and HF)• Cockpit Voice Recorder• Integrated Stby Instrument• Thrane & Thrane Aero H+ Inmarsat Integrated

System• ICG ICS-200 Iridium Satellite Communication

System• Weather Radar RTA-854InteriorForward Cabin: 3 paired single-club seats and athree-place berthable divanAft Cabin: 1 paired single-club seat grouping andtwo double-club seatsA galley with Corian countertop is installed on theforward right side of the aircraft. The externalsurfaces of the galley are finished with veneer andhardwood and it incorporates a high-temperatureoven, one coffee maker, one plated sink withhot/cold water faucet, a 10.4” Galley Control Paneland one dual electrical power outlet. Interior Age:Original condition (since delivery)Additional Equipment & Features• Auxiliary Fuel System (PATS)• Long Range Version• Second Dual DVD/CD Player• 230VAC / 50Hz Cabin Outlets• 1 additional 115VAC / 400Hz Utility Outlet in Galley• Main Wheel and Towbar Head Storage• Maintenance Ladder• Underfloor Stowage Unit Asking Price: $12,900,000

International Jet Management November_Empyrean 23/10/2014 09:41 Page 1

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Serial Number: RB-283Airframe TT: 497

EnginesWilliams/RR FJ44-2A (3,600 Hour TBO)#1: 497 SNEW #2: 497 SNEWAvionics/RadiosStandard equipped Premier IA with RockwallCollins Pro Line 21 Integrated Avionics System: Collins Integrated AFD-3010E Electronic FlightInstrumentation System

Collins FGC-3000 Automatic Flight GuidanceSystem

Dual Collins ADC-3000 Air Data ComputersDual Collins AHC-3000 Altitude HeadingReference System (AHRS)

Collins FMS-3000 Flight Management Systemwith Database

Collins TCAS 4000 Traffic Alert and CollisionAvoidance System (TCAS II)

Honeywell Mark V Enhanced Ground ProximityWarning System

Artex ELT-C406-2 Emergency Locator TransmitterDual Collins VHF-4000 Digital VHF CommunicationCollins NAV-4000 Digital Navigation ReceiverCollins NAV-4500 Digital Navigation ReceiverCollins DME-4000 Digital Distance MeasuringEquipment (DME)

Collins ALT-4000 Radio AltimeterGPS 4000A Global Positioning System (GPS)Collins WXR-800 Weather RadarAvionics OptionsCollins TWR-850 Turbulence Weather Radar

InteriorSix (6) passenger executive interior (not includingthe two (2) pilot seats.)Interior Colors:Cabin Headliner: Beechwood Shimmer FabricSidewall Armrest: Figured Satinwood LaminateUpper Sidewall: Bamboo LeatherLower Sidewall: Cameo Allure FabricUpper Partition/Mirror: Bronze Jetmirror Floor Covering; Aisle Carpet: Toffee Frieze CarpetTable Work Surface: Bamboo LeatherChairs: Bamboo LeatherSeatbelt/Harness: FawnMetal Plating: Medium Aged Antique BrassLaminate: Figured SatinwoodExteriorBeechcraft Demo Paint SchemeDark Bottom Paint Nevada TanCustom Exterior Paint Stripe: Regal Red MicaCustom Exterior Paint Stripe: Bermuda Tan MicaPainted Tail, 3rd Stripe Color (AdditionalMask/Spray), Painted Logo4th Window Painted: Post Delivery ModificationFeaturesSingle FMS. Overwing FuelingRVSM CertifiedInspection StatusMaintained since new by Hawker Beechcraft Services

2011 Beechcraft Premier 1A

J.P. HanleyCorporate AirSearch Int'l Inc.

Palm Beach, South Florida

Palm Beach Tel: (561) 433-3510Fax: (561) 433-3842Cellular: (561) 289-3355Email: [email protected]: www.caijets.com


CAI 2011 Beechcraft Premier 1A November 21/10/2014 14:27 Page 1

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Serial Number: 604Registration: G-TAGFAirframe TT: 2931Landings: 1339

EnginesEngine Type & Model Honeywell TFE 731-60-1CNo 1 Engine Serial Number P112622No 1 Engine Hours Since New 2711No 1 Engine Cycles Since New 1254No 1 Engine Hours Since Restoration 378No 1 Engine Cycles to First Limiter 5746

No 2 Engine Serial Number P112598No 2 Engine Hours Since New 2897No 2 Engine Cycles Since New 1317No 2 Engine Hours Since Restoration 382No 2 Engine Cycles to First Limiter 5693

No 3 Engine Serial Number P112621No 3 Engine Hours Since New 2865No 3 Engine Cycles Since New 1312No 3 Engine Hours Since Restoration 416No 3 Engine Cycles to First Limiter 5688

APU Type & Model Honeywell GTCP 36-150FAPU Serial Number P-494APU Hours Since New 3492APU Overhaul Interval 4500 HrsAPU Hours Since Overhaul 2107Landing GearNose Landing Gear Cycles Since Overhaul N/ANose Landing Gear Cycles Remaining 466/July 2018LH Landing Gear Cycles Since Overhaul N/ALH Landing Gear Cycles Remaining 4661/July 2018

RH Landing Gear Cycles Since Overhaul N/ARH Landing Gear Cycles Remaining 4661/July 2018Interior Configuration and OptionalEquipmentPegasus Designed Interior Seating 14 PassengersForward Double Club SeatingDining GroupDual 3 Seat DivansSeating Convertible to 4 Beds, Suitable For

Sleeping Up To 6Forward and Aft Safety Equipment StowageCabin Attendant SeatForward and Rear WCsHoneywell MH Entertainment & Cabin

Management SystemMultiple LCD MonitorsMulti-region DVD PlayerDT Systems Premium SpeakersSony Stereo headsetsMaintenance Status1A & 1A+ Inspections Completed April 2013C Check Completed 2012Honeywell Avionics Protection PlanEngines and APU on MSP GoldAvionicsEASy Cockpit with EASy II UpgradeEASy Modular AvionicsDual Honeywell AZ-200 Air Data ComputersEASy Data Acquisition and Central Maintenance

ComputerEASy Jeppesen Electronic Charts EASy IFCSTCAS – Honeywell TCAS-2000 with 7.1 Upgrade

Radio - Triple Honeywell TR866BCVR – Honeywell SSCVRDME – Dual Honeywell DM-855FMS – Triple Honeywell EASy with Dual GPS-90XHF Radio – Dual Collins HF-9000Satcom – Thrane Aero H+ TT-5000 HSD+ with

ICG handsetTransponder Dual Honeywell XS-855AWeather Radar – Honeywell Primus 880Honeywell EGPWS

International Bureau of AviationContact: Ken Sewell

Tel: +44 (0) 1372 22 44 88Email: [email protected]

2005 Dassault Falcon 900 DX


IBA Falcon 900DX November_Empyrean 22/10/2014 12:34 Page 1

PRAGUE • Kbely Military Airfield

Czech Republic • 11-13 June 2015

EHS November_Layout 1 22/10/2014 12:51 Page 1

Marketplace


Bright International Company LtdPrice: $15,000,000 USD

Year: 2014

S/N:

Reg:

TTAF: New

Location: Canada

Brand new Q4 2014 Global 6000 immediately available.Configured for 13 PAX w/ double, fully berthing 3 placedivans in the aft cabin, forward galley and crew rest areaenable ultra-long travel in supreme comfort. CompleteBombardier Vision flight deck with Rockwell Collins pro linefusion avionics suite, including HUD, EVS and syntheticvision that enhance situation awareness and pilotperformance. Enhancements also include increasedMTOW, steep approach certified and impressive short fieldperformance

Bombardier Global 6000 Tel: +1 (902) 890 87600 E-mail: [email protected]

Comlux the Aviation Group

Price:

Year: 2008

S/N:

Reg:

TTAF: 3150

Location: Switzerland

IMMEDIATELY AVAILABLEOnly one owner and one operator since delivery, Cabinrefurbished in 2013, Excellent range and high-speedperformance, Cabin features: 13 certified TT&L seats,4 place conference area, 3 place divan, Fwd and aftlavatories, Certification: Commercial EASA, RVSM, RNAV(GNSS ), NAT-MNPS, RNP 1, RNP 4, RNP 10,CAT II, CAMP tracking program

Bombardier Global 5000 Tel: +41 (0) 44 205 50 [email protected]

www.comluxaviation.com


Price: Make offer

Year: 2006

S/N: TBD

Reg: TBD

TTAF: 4474


This Challenger 850 suitable for 14 passengers features anextremely comfortable cabin with two club-2 at the front,followed by a Club-4 and a divan. The private compartmentat the rear is composed of a club 2 and a sofa and givesaccess to a beautiful VIP lavatory.

Contact: Severine Cosma

Bombardier Challenger 850 Tel: +41 (0) 44 205 50 [email protected]


Price: Please Call

Year: 2016

S/N: TBD

Reg: TBD

TTAF: New


With its four distinct living spaces, the Global 7000 businessjet provides unparalleled spaciousness, luxury, andcomfort, in a homelike environment that can be asproductive or as leisure-friendly as any moment demands.Seats position you perfectly to take in the view from thelargest cabin windows in its category. Enjoy exquisite diningexperiences at a table for six, journeying non-stop betweenkey cities such as London and Singapore. Engines:General Electric’s Passport™ Engine.

Bombardier Global 7000 Tel: +41 (0) 44 205 50 [email protected]



Eiger Air, LLCPrice: $1,925,0000 USD

Year: 1994

S/N: 037

Reg: N101HW

TTAF: 8450

Location: USA (FL)

Excellent two-owner Lear 60. Painted 2013 by DuncanAviation. Seven (7) place interior with enclosed lavatoryand forward galley. Current Part 135. Engines ESP Gold,7200hr TBO (1730/990 TSO). Collins Proline 4, Dual UNS-1B+, TCAS II Change 7, King KGP860 TAWS, RVSM,406Mhz ELT

Learjet 60 Tel: +1 (561) 948-8202 E-mail: [email protected]

P150-152 22/10/2014 12:48 Page 1

Marketplace

Leonard Hudson DrillingPrice: US $1,695,000

Year: 1977

S/N: 36A-030

Reg: N160GC

TTAF: 15,600

Location: USA

Learjet 36A, Long range capability, as configured 2,400nautical miles. Can be upgraded to 2,600 mile range.Recent paint and interior, RVSM. Competitively priced at $1,695,000 USD, may trade onhelicopter

Learjet 36A Tel: +1 (806) 662 5823Email: [email protected]

Leonard Hudson DrillingPrice: Please Call

Year: 2002

S/N: 52265

Reg: N339MG

TTAF: 1700

Location: USA

We are offfering our 2002 Bell 206 L4. Pictures do notdo justice to the helicopter, and the colors are veryvibrant, it is ready for immediate work. It has hadboth a Bell/Edwards completion and maintenancewith immaculate records, of course no damage ofincidents. 1700 TTSN, Two corporate owners.

BELL 206L4 Tel: +1 (806) 662 5823Email: [email protected]

Leonard Hudson DrillingPrice: US $3,875,000

Year: 1981

S/N: 33017

Reg: N554AL

TTAF: 15265

Location: USA

Full EMS Medical 4 patient and 4 attendant interior.Recent ‘no expense spared’ airframe refurbishment atAcro Helipro within the last 100 hours.Both engines are fresh Pratt and Whitney overhauled.Immediate delivery, Meticulous records.Current with medical interior and 13 passenger utility interior are included, aircraft is ‘turn-key’ will provideFresh annual /Export C of A

BELL 412EMS Tel: +1 (806) 662 5823Email: [email protected]

Leonard Hudson DrillingPrice: Please Call

Year: 1991-1996

S/N: Call for details

Reg: Call for details

TTAF: Call for details

Location: USA

Five, Late Model, Bell 212s In 'Off Shore’.

Available for immediate use.

Asking $3.1M to $3.6M USD.

Serial numbers: 35034, 35048, 35060, 35088 and35096

BELL 212 (Five Available) Tel: +1 (806) 662 5823Email: [email protected]


International Jet Markets, Inc.Price: Make Offer

Year: 1992

S/N: 259010

Reg: N52SM

TTAF: 5400

Location: USA

MSN 259010, ESP Gold, Honeywell Avionics, Excellent 9Pax Interior, Well maintained, 2 Corporate Owners,Replaced & excess to needs

$2,450,000.00 but Make Offer

Contact: Bill PilkerMobile 1-770-330-2691

Hawker 1000A Tel: 1 (850) 213 3218 E-mail: [email protected]

P150-152 22/10/2014 12:49 Page 2

Marketplace


Capital Jet GroupPrice: $1,550,000

Year: 1993

S/N: 258241

Reg: XA-CHA

TTAF: 5975

Location: USA

MSP GOLD for engines. API winglets for added range andperformance. 2011 paint. 2013 48 month inspection.Global AFIS. Aircell Iridium satphone. Dual GPS. DigitalFDR. HF. TCAS 2000 8 passenger interior withDVD/CD/Airshow system with dual monitors.Landings: 5154

Hawker 800SP Tel: +1 (703)-917-9000 E-mail: [email protected]

Ac-Terra International LtdPrice: Make Offer

Year: 2013

S/N: 560-6140

Reg: UR-UQA

TTAF: 451

Location: Ukraine

One owner since new, $250Ks prepaid subscription forPowerAdvantage+, and AuxAdvantage, more than $100Ksstock of GSE, tools and consumables goes as a bonus.APU: 353 TT / 465 Cycles, Additional equipment: EU-OPS1Certification, NAV-4000 ADF Collins, Second FMS-3000,FA2100 Flight Data Recorder, Collins ProLine 21 suite,Seating for 8 passengers. Interior material board featuresQtr. Figured Australian Walnut Wood, Exterior: Overall SnowWhite with Black Metallic, Shadow Gray and Gold Metallicstripes

Cessna Citation XLS+ Tel: +380 675 685 688 E-mail: [email protected]

Milenium Air Servicios Aereos Integrados SA de CV

Price: Please call

Year: 1984

S/N: 518

Reg: XA-CMT

TTAF: 7691:07

Location: Mexico

Total airframe cycles since new: 5526, A,B,C & D Checkscomplied on July 2014. All SB´s & AD´s up-to-date, Maxoperating speed: 265 knots (up to 24 300 feet) Range: 1938NMI (2231 MI, 3591 KM) With six occupants, at 26 000 feet,Rate of climb: 2650 ft/min, Passenger capacity:8 passenger + 2 crew members, 9 passengers + 1 crewmember, Perfect Condition, No damage history since new,All maintenance accomplished by authorized servicecenters

Fairchild F300 Tel: +52 1 554 880 2924 E-mail: [email protected]

Milenium Air Servicios Aereos Integrados SA de CV

Price: Please call

Year: 1988

S/N: 1059

Reg: N271PS

TTAF: 8843:45

Location: Mexico

Airframe:8843:45 Total airframe time.3523 Total airframelandings. Engines:Model: Rolls Royce TAY MK 611-8Left: Serial number 16621 8650:21 Total time.3418 Totalcycles. Right:Serial number 16238.8617:15:00 Totaltime.3401 Total cycles. PLAN: JSSI. APU. Model:HoneywellGTCP 36-100G.Serial number: P399.6150 Total time.Interior Fourteen passenger fire blocked interior wasupdated in 2003. A mid‐cabin double club arrangement iscomplimented by a forward right hand curved 3-place divanopposite

Gulfstream IV Tel: +52 1 554 880 2924 E-mail: [email protected]

Wilga Aviation

Price: $1,290,000

Year: 1988

S/N: 760342

Reg: N76XX

TTAF: 4902

Location:

Avionics/Radios/Other: 2 Garmin 796 GPS mounted tocockpit panel/ Universal FMS (UNS-1FW) / Alternate StaticSource / Tail Rotor Servo Shut off valve / Dual Static Inverters/ Retractable Boarding StepsExterior: White with blue, red, and gold striping. Repainted2008, Interior: Neutral tone interior with Royal blue carpeting;Refurbished: 2008, Inspection Status:The following inspections were completed on September,2014: 25 hr.; 50 hr.; 100 hr.; 300 hr.; 12 month airframe.

Sikorsky S76-B Tel: +1 [email protected]

P150-152 22/10/2014 16:29 Page 3

Advertiser’s Index

1st Source Bank ........................................................1521st Century Jet Corporation ...............................154AeroSmith/Penny.....................................................142Aircraft Cost Calculator ............................................81AIC Title Services .................................35, 37, 39, 41Amjet .............................................................................55Amstat ........................................................................115Aradian Aviation..........................................................89Aviation Advisors .....................................................144Aviatrade ................................................................91-93Aviatrax.......................................................................129Avjet Corporation ............................................1, 16-17Avpro ......................................................................10-14Bell Aviation ..........................................................60-61Bombardier..................................................................43Boutsen Aviation......................................................101CAAP.................................................................130-131Central Business Jets .............................................155Charlie Bravo...............................................................67Conklin & de Decker ...............................................153Corporate AirSearch Int’l .......................................147

Corporate Concepts............................................76-77Dassault Falcon Jet Europe..........................2-3, 143Donath Aircraft Services...........................................85Duncan Aviation..........................................................47Eagle Aviation..............................................................97Elliott Jets .....................................................................53Elite London..............................................................119European Heli Show...............................................149Florida Jet Sales.......................................................145Freestream Aircraft USA....................................25-27 General Aviation Services ........................................57GKG Law...................................................................125Global Jet..........................................................132-133Gulfstream Pre-Owned ......................................30-31Heli UK Expo ............................................................113IBA..............................................................................148Intellijet International .................................................6-7International Jet Management...............................146Jet Black .......................................................................87Jet Support Services (JSSI) .......................................5JetBrokers..............................................................64-65Jetcraft Corporation ..................................50-51, 156

Jeteffect ........................................................................83JETNET ........................................................................90JetPro Texas .....................................................134-135Jetsense ............................................................136-137John Hopkinson & Associates ....................103, 128Leading Edge..............................................................71Lektro..........................................................................125MEBA.........................................................................117Mente Group ...................................................138-139NBAA Corporate .....................................................123Mesinger Jet Sales ..............................................20-23Northern Jet Management ............................140-141OGARAJETS........................................................44-45Par Avion ...................................................................109Rolls Royce .................................................................69Sojourn Aviation....................................................78-79Southern Cross Aviation ........................................105Tempus Jets.................................................................29The Jet Business ........................................................49VREF ..........................................................................125Wright Brothers Aircraft Title ................................107

AvBuyer (USPS 014-911), November 2014, Vol 18, Issue No 11 is published monthly by AvBuyer Ltd, 1210 West 11th Street, Wichita, KS 67203-3517 and has a targeted circulation to decision makers within businessand corporate aviation throughout the world. It is also available on Annual Subscription @ UK £40 and USA $65. POSTMASTER: Send address changes to: AvBuyer Magazine 1210 West 11th Street,Wichita, KS 67203-3517. Postage is paid at Wichita, KS and additional mailing offices © Copyright of AvBuyer Ltd. Every effort is made to ensure the accuracy of material published in AvBuyer Magazine.However, the publishers cannot accept responsibility for claims made by manufacturers, advertisers or contributors. The views expressed are not necessarily those of the Editor or the publishers. Althoughall reasonable care is taken of all material, photographs, CD & DVDs submitted, the publishers cannot accept any responsibility for damage or loss. All rights reserved. No part of AvBuyer Magazine -Advertising, Design or Editorial - may be reproduced, stored in a retrieval system, or transmitted in any other form, or by any other means, electronic, mechanical, photographic, recording or otherwise,without prior written permission of the publishers.

Spare Par ts•BUY •SELL •TRADECESSNA LEARJET HAWKER

WESTWIND FALCON GULFSTREAM

www.alberthaviation.com

Alberth Air Parts

Fax: +1 832 934 0011

+1 832 934 0055 Par Avion Ltd

FALCONS • HAWKERS • LEARS

www.paravionltd.com

SALES • ACQUISITIONS • CONSULTING

Copy date for the December issueWednesday 12th November 2014


Arrigoni AviationPrice: $4,795,000 EU VAT Paid

Year: 2006

S/N: 96

Reg: 3A-MRG

TTAF: 1214

Location: Monaco

LOW HOURS, 1 owner. 6 pax configuration. Enrolled onTAP Elite, Pro Parts and CESCOM. Belted Lavatory. Sliding,hard lavatory door. EU VAT PAID. Equipped with ProLine 21,Collins 3000 with IFIS and DataLink. TCAS II, EGPWS,RAAS, ST-3100 Iridium, Electronic Charts on MFD, WX-1000E Lightning Device, Pulselite System with Interface toTCAS II, PBS-250 Passenger Briefer, Ground Dispatcher.Yoke iPad holders

Cessna Citation CJ3 Tel: +33 (0) 650 875 383E-mail: [email protected]

P153 23/10/2014 10:15 Page 1

Tri-Jets have earned a stellar reputation among owners and operators and usually command higher resale values thanthe competition.

With efficient space management the Falcon 900 aircraft have a larger passenger seating area than the Gulfstream IV.These Tri-Jets weigh 15 tons less and are 22 feet shorter, providing a more beneficial ramp presence.

The 900EX can speed across the Atlantic with all seats full at 0.84 IMN; and has 300 NM greater range than theGulfstream IV-SP. Furthermore, the 900EX can fly from London to Kansas City, Buenos Aires to New Orleans andAnchorage to Seoul at 0.75 IMN with eight passengers and NBAA IFR reserves.

Revolutionary and the world's first purpose built fly-by-wire (FBW) business jet, the Falcon 7X capitalizes on Mach 2 technology.

TEL: 1.775.833.3223 INTERNET: WWW.TRI-JETS.COM E-MAIL: [email protected]

DISTINCTIVE BUSINESS JET SALES & ACQUISITIONS. INCORPORATED IN 1989

If you are considering the sale or acquisition of your business jet, call21st Century Jet Corporation today for details before making a decision.

AVAILABLE: FALCON 900B

21st Century October 21/10/2014 14:54 Page 1

General OfficesMinneapolis / St. Paul

TEL: (952) 894-8559

FAX: (952) 894-8569

EMAIL: [email protected]

ALSO AVAILABLE: Falcon 900EXy SN238 (Lease Only)

FALCON 900B SN 67Spectacular Honeywell EPIC Cockpit Upgrade, MSP

Gold Engines, Upgraded Interior, Owners New GlobalExpress Arriving Shortly

FALCON 900B SN 155Always US Owned, 6400 TT, MSP Gold, Forward

& Aft Lavs, Dual Aft Couches

FALCON 20F SN 470 - FALCON 900CENGINES & APU MOD

7827 TT / 5009 Landings, MSP Gold, Collins Proline IIEFIS Cockpit, Dual Collins Radio Tuning Units,

Dual Universal 1L’s w/WAAS, ETC

GULFSTREAM G200 SN 1991960 TT / 1040 Landings, ESP Gold, Meets all EASA /

JAR OPS Requirements, Impressive List of Optionsincluding Aerial View Camera

www.cbjets.com

FALCON 50 SN 177Just over 5000 Hours TT, Upgraded 3D MSP Gold

Engines, Recent New Interior from Window Ledgesdown including Seats, Cabin Switching, Carpet,

Airshow 4000, External View Cameras, etc.

CITATION X SN 37Single Midwestern Owner, Chairman Flown, CitationFactory Services, Rolls Royce Corporate Care, Aircell

AGT-5000 with WIFI, New Replacement AircraftHas Arrived

Celebrating 30 Years!

GULFSTREAM V SN 594Of fered by Original Fortune 100 Corporation, Over40+ Year History as a Fleet Operator of GulfstreamAircraft, Honeywell Satcom with Wifi, Immaculate

Maintenance, RRCC Engine Program

GULFSTREAM V SN 546Single Owner, Forward Galley, Owners New G650Has Arrived, Only 4100 Hours TT, Impeccable List

of Options

Mexico officeTEL: 52.55.5211.1505

CELL: 52.55.3901.1055

E-MAIL: Enrique CBJets.com

FALCON 50-40 SN 25Last Falcon 50 Ever to be Multi-million Dollar Converted,

Proline 21 cockpit, TFE-40 Engines on MSP Gold, 50EXInterior New 2010

CITATION SOVEREIGN SN 1563,837 TT / 1,904 Landings, 9 Place Interior, Aft Lav, CAMP

Maintenance Tracking, MSG-3 Maintenance Program

CBJ November_CBJ November06 21/10/2014 14:56 Page 1

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www.jetcraft.com I [email protected] I Headquarters +1 919-941-8400

Buying and selling aircraft can be a bumpy business. But for over 50 years, we’ve earned a reputation for delivering the smoothest ride, as well as the best deal. We did it by building our business entirely around our customers’ needs. With transaction specialists who really know aircraft and markets, and an unmatched global network of partners. The result? Faster, easier transactions and lots of repeat clients. So call us and relax. You’ve got the best navigator around.

As anyone in aviation knows,

is an art.

AVOIDINGTURBULENCE

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2010 Agusta A109 Power2002 Airbus A320VIP2007 Challenger 3002010 Challenger 6052007 Challenger 8502005 Eurocopter AS 365 N32003 Falcon 2000EX2006 Falcon 900EX EASy2005 Global 5000

2012 Global 60002014 Global 60002002 Global Express2010 Global XRS2006 Gulfstream 450 2007 Lear 45XR2004 Lear 60SEQ4 2015 Legacy 5002007 Legacy 600

2010 LINEAGE 1000 - SN 19000243 Airframe Enrolled on Embraer Executive Care (EEC)High Capacity 19 Passenger Interior

2012 GLoBAL 6000 - SN 9441Swift Broadband, Limited Edition LE Package14 Passenger with Executive Work Station

2011 LEGACy 650 - SN 14501132Very low TTAF 286 Hours; 94 CyclesPreferable 13 Pax Interior with 2” Dropped Floor

2015 GLOBAL 6000 - SN 96202015 Delivery - Trades EncouragedA Natural Transition from your Global 5000

2004 CHALLENGER 604 - SN 5581Engine & APU on Full “Pay by the Hour” ProgramsHigh Speed Internet – Aircell ATG-4000

Download the Jetcraft AppScan this QR code to

download to your Apple or Android device.

- Search aircraft listings- Sort listings by manufacturer- Download aircraft brochures

FEATURED INVENToRY

- Read recent Jetcraft news- View Jetcraft’s upcoming event schedule- Receive notifications about new listings

2010 EmBRAER LINEAGE 1000 - SN 19000243 Airframe Enrolled on Embraer Executive Care (EEC)High Capacity 19 Passenger Interior

2004 CHALLENGER 604 - SN 5581Engine & APU on Full “Pay by the Hour” ProgramsHigh Speed Internet – Aircell ATG-4000 File Photo

11-2014_WAS_Back Cover_Turbulence.indd 1 10/3/14 12:08 PM

avbuyer magazine november 2014

Documents

total time

passengers easy

new easa euops1 compliant

msp easy

dual efbs dual satcom

vhf iridium satcom

falcon owner

new falcon