An aviation seat at the leadership table.
Aviation is rarely the core competency of a family office or a board, and never small enough to leave unmanaged. We sit on your side of it and report in terms the principal and the CFO can both act on.
Three situations we see most.
Losing days to travel
Two days on the road for a two-hour meeting. Airports, connections, hotels, and the guilt of building a business to live a great life and never being home to live it.
More productive time, fewer nights away, growth without sacrificing the family.
Curious, but overwhelmed
Commercial no longer makes sense, but private aviation feels expensive, complicated and unfamiliar. Charter, jet card, fractional, ownership? How do I know I’m not being sold something I don’t need, and how do I justify it to the CFO?
One trusted person who gets them to the right answer quickly.
Own an aircraft, unsure it’s earning its place
Are we spending too much? Using it enough? Is it still the right aircraft? Why do unexpected costs keep showing up, and who is really overseeing this?
Confidence the aircraft is saving executive time and operating efficiently rather than quietly bleeding money.
Don’t start with the plane.
Start with company or family strategy
Growth objectives, expansion, new locations, and short-, mid- and long-term priorities.
Determine the mobility needed
Where people must travel, how often, who travels, and the cost of not being there.
Design the program around the need
Whole aircraft, charter, fractional, jet card or hybrid, chosen for the most value for the cost.
Eight areas, reviewed together.
Notice we have not mentioned what kind of plane. That is intentional. You do not start with the aircraft and build a program around it. Aircraft selection is the result of the analysis, not the starting point.
Frequently asked.
What are the biggest signs that a company's travel or aviation strategy is no longer serving the business?
Executives losing days to travel that should take hours. An aircraft that flies less than planned, costs that keep surprising the CFO, and nobody who is overseeing the program. When the company has changed its priorities and the aviation program has not changed with it, the program is no longer following the strategy.
What gaps cause companies to overspend or outgrow their aviation strategy without realizing it?
Most overspending starts with not knowing the true cost per trip, including executive time and opportunity cost. Undefined use policies let low-priority trips crowd out the ones that matter. Keeping the wrong aircraft too long, or upgrading too soon, compounds both. These gaps rarely sit in one area, which is why the Aviation Value Framework reviews all eight together.
Before choosing an aircraft, what are the three steps a company should take?
First, start with company or family strategy: growth objectives, expansion and short-, mid- and long-term priorities. Second, determine the mobility needed to support that growth: where people must travel, how often, who travels, and the cost of not being there. Third, design the aviation program around that need, whether whole aircraft, charter, fractional, jet card or hybrid. Aircraft selection is the result of that analysis, not the starting point.
Is this a transaction project or a consulting retainer?
A transaction project is a structured review across the eight areas of the Aviation Value Framework, ending in plain findings and a prioritized plan to buy or sell a physical asset. A consulting retainer keeps us on your side, advising as the company and the market change. Consulting centers on solving a specific operational problem and brings clarity to our clients.