Aviation History Themes: From the Documentary "To Fly" to Charles Lindbergh

THE SMITHSONIAN DOCUMENTARY “TO FLY:”

Perhaps the quest for speed and distance and the conquest of air had not initially been intended to change our self-perspective. But it ultimately achieved this.

When the first balloon had risen from the ground in 1783 in France, it not only signaled the dawn of aerial flight, it also provided the foundation of man’s first external perspective of himself-as if he had removed himself from the ground’s gravitational lock and looked back at himself for the first time. Conversely, this act was not without repercussion. The balloon’s gentle brush with the church steeple not only demonstrated the need for greater lateral control, it also became the first time an actual “intruder” from above had descended upon what consensus had hitherto considered firm, solid, inescapable “earth”-and, perhaps, the only populated one. Because this may have been the first real “small step for man,” it signaled aviation’s infantile beginning.

In its childhood as a machine of pleasure and speed, the 1920s barnstorming designs of piston engines, dual wings, fabric-covered airfoils, and wire bracing struts soon demonstrated their capabilities of conveyance and protection during their rapid World War I and II development by transcending distance, political boundary, country, and continent-and, ultimately, planet.

No other development in the history of human achievement had proceeded at such a rapid pace-in the process changing one’s conception of space and time. The first orbital, atmosphere- and gravity-escaping rocket launch, paralleling the first balloon flight, again provided entirely new, previously inexperienced vistas and perspectives-only now from a vastly increased height attained with exponential velocity. For all its development, the orbiting capsule was, in a paradoxical way, just as “fragile” in the atmosphereless void of space as the balloon had been. It was certainly just as developmentally infantile.

The space mission clearly demonstrated that air-space conquest had striven toward increasing speed and distance. But that mission, like the balloon’s, had only been the first baby-step toward the next stage of development and discovery. Who can predict what that will reveal?

Although the Smithsonian film, To Fly, traces the evolution of human transportation, its successive speed- and altitude-yielding technological advancements have permitted ever-greater distances to be negotiated. With these distances have come ever-changing self-perspectives. As the line “we live only in the narrowest of margins… snowflakes condensed momentarily in the snowstorms and firestorms of matter in space” inherently expresses, this further-reaching travel has demonstrated just how insignificant our position in time and space really is… and perhaps, on a comparative scale, just how fragile we really are. The greater the distance, it seems, the more modified the perspective. Although human-and particularly air and space-transportation has resulted in numerous benefits, it has also yielded a secondary evolution: of human perspective. Einstein’s theory of relativity entails a time/speed ratio. Could there not similarly be a distance/perspective ratio?

THE DEVELOPMENT OF AIR TRANSPORTATION:

The development of air transportation entailed a triple-phase evolution: that of lighter-than-air craft, heavier-than-air designs, and, ultimately, spaceflight.

Faced with hitherto unknown flight realms, the earliest pioneers first had to attain lift with their kites and balloons before subsequent designers could control it. As usually occurs when faced with the unknown, people met it with skepticism, fear, and superstition-explaining consensus thought about Da Vinci’s aerial creations as “works of the devil.” Undaunted, the early pioneers continued to conquer and tame the elements with increased stability, rigidity, speed, and strength. Skepticism slowly rolled into acceptance with demonstrable and further-reaching proof of design integrity with such crossings as those of the English Channel by Bleriot and the Atlantic by Lindbergh. The fact that both were water- as well as distance-coverages represented a simultaneous dual-element conquest: air and sea.

With resultant speed, distance, and reliability advancements, aerial flight increasingly facilitated war, trade, business, communications, and common passenger transport and therefore became increasingly integral to our lives. The emotional responses of fear and skepticism had thus come full cycle-to those of full-scale trust and dependence.

THE NORTH AMERICAN B-25 MITCHELL:

Designed in 1938 to fulfill an Air Corps requirement for a medium-range bomber, the B-25, then designated the NA-40, first flew in January of the following year with two 1,100-hp Pratt and Whitney Wasp engines, but it was subsequently destroyed.

Still impressed with the overall design, the Air Corps ordered a modified version, with tail gun installation, designated NA-62. It initiated test flying on August 19, 1940.

Perhaps its most famously symbolic mission had been the launching of 16 B-25s from the aircraft carrier Hornet on April 18, 1942 to commence the first aerial attack against Japan. Although all aircraft were lost, the mission nevertheless fulfilled its purpose.

Several successive versions were manufactured, including the 75-millimeter cannon derivative designated the B-25G and the 14.50 caliber gun-equipped B-25H-the latter of which qualified as WWII’s most extensively armed aircraft.

The B-25 Mitchell inspected at Farmingdale’s Republic Airport in September of 1995, tail number N3161G in olive green markings, revealed itself as a mid-wing monoplane with dual, 1,700-hp Wright Cyclone, three-bladed engines whose installation points provided the division between the wing root-to-engine wing dihedral and the engine-to-wing tip anhedral. The wing itself, devoid of leading edge devices, featured trailing edge dual-section plain flaps, again divided by the powerplants. Characteristics of the design were the dual vertical stabilizers mounted on either side of the horizontal tail. Forward and aft glazed gunner stations were provided, although both were devoid of seating or armament on this particular aircraft. Visibility was provided by a two-pane wrap-around windshield and two rectangular side windows on either side of the cockpit, which itself was above the forward gunner’s station. The aircraft sat on a single-wheeled, aft-retracting tricycle undercarriage.

Of the almost 11,000 B-25s produced-the most numerically popular of which had been the cannon-removed, 12 machine gun-equipped B-25J-the last had not been retired from service until January of 1959, two decades after its NA-40 prototype had first taken to the sky.

THE GREAT AIR RACE OF 1924:

Concurrent with every life cycle, there is a necessary period of disconnection from the safe, playful proximity of the womb in order to commence the maturing, autonomy-fostering sequence so that one may eventually be able to provide a bonafide function and purpose in the world. One thus becomes a “link” in the survival chain. The barnstormers and stunt pilots, generating interest through their acrobatics and speed, had hitherto demonstrated their aerial designs as playful apparatuses devoid of specific benefit or function. But, like their adolescent human counterparts, airplanes necessarily had to prove their reliability and worth by demonstrating their abilities to traverse distance and geographical boundary. Mitchell, believing that aircraft were the keys to future power, strength, and great utility, endorsed the global circumnavigation of four dual-crewed, Liberty engine-powered biplanes to fulfill such a purpose.

Perhaps to accomplish such a feat, man first had to sublimate his own survival to that of the greater survival of mankind-to risk, to dare, to prove, and to ultimately triumph. This, in part, mirrored the child-to-manhood phase. And risked they did: they contended mechanical failure, accident, diversion, snowstorm, sandstorm, squall line, fatigue, temperature polarity, and death. But mankind would ultimately reap the benefits from the seeds they sowed.

That the first aerial Pacific crossing had culminated in the attainment of their desired trajectory by but a single mile deviation certainly indicated that this aircraft “child” would lead a very fruitful, productive life.

Machines sometimes take on the personalities of those who design (and navigate) them. The fact that the airplane, in its quest to mature and prove its worth, emulated the human’s developmental cycle, almost imbued it with religious overtones: the airplane was designed “in his image”-and was therefore created to serve him.

The successful coverage of the earth’s 26,000 miles in 176 days provided the eternal foundation of aviation and, indirectly, of man himself. For what else could have been reflected in the aerial machine other than the human who had breathed life into it so that it could facilitate him, becoming, like the matured adult, the newest link in the survival chain?

And of the post-adult and -human cycle: is it not symbolic that the 1924 air race entailed a complete earthly circumference? Perhaps like life itself, the race made a complete circle to return to its place of origin. Do all things not begin anew… ?

THE MOVIE “THE SPIRIT OF ST. LOUIS:”

Poised on the threshold of any bold endeavor, one invariably faces the moment when his abilities, skills, and beliefs become directly pitted against the event. Despite all prior preparation and conviction, doubts invariably filter through, shackling confidence and reason, and they must be counteracted with a retracing of the steps which led to the present decision. During the apprehensive, restless night prior to his solo transatlantic crossing, Lindbergh experienced just such a phenomenon.

Rehearsing his past to rebuild temporarily lost confidence, he reasoned his way through the events which had prepared him for his undertaking. Having braved a blinding, stinging snowstorm enroute to Chicago during his mail-carrying days in an open-cockpit biplane and suffering engine loss, he had parachuted to an icy field as the aircraft patterned into a spin and crashed. Ultimately covering the remaining distance by train, he determined that a transatlantic crossing would dispel such a reputation of unreliability and demonstrate commercial aviation’s full potential. With its technological infancy now having been outgrown, it had entered its adolescent, maturity-seeking phase-if the world could only be made aware of this fact.

Although Lindbergh’s investors saw his solo pilotage in a single-propeller design devoid of navigator and sextant as dangerous and dependent upon 40 hours of vigilance and control, his ultimate intent was to sublimate the inherent weight reduction to increased range.

Ryan Airlines, Inc., of San Diego, produced the specified design with a 4,000-mile range during a 63-day period utilizing round-the-clock manufacturing schedules in order to beat Europe-emanating competition. The fact that the aircraft was a streamlined, high-wing monoplane indicated that Lindbergh’s ideals were already being realized. The actual flight would certainly seal the fate of this fact.

Following its almost symbolic rollout into the fog-shrouded dawn prior to departure on May 20, 1927, the silver Ryan monoplane was plunged into the darkness, doubt, and obscurity of consensus belief concerning the attempt, yet the tiny orange glow piercing the sky on the horizon somehow reflected promise and hope-a target for which to aim. From the present standpoint, however, France was just as infinitesimal in size.

The precarious, mud- and water-impeding take off, which barely cleared the tree line at the perimeter of Long Island’s Roosevelt Field, led to a course paved with lack of visibility, black of night, icing conditions, insecurity, sleep deprivation, self-doubt, and much soul-searching.

But Lindbergh ultimately triumphed-with God and perhaps his former student priest pilot’s prayer carrying him the last hundred yards to the ground. Charles Lindbergh, through his 3,610-mile struggle, in the process parented commercial aviation into maturity.

THE BOEING B-17 FLYING FORTRESS:

A sense of awe is invariably evoked in a person when he stands face-to-face with an historically significant aircraft, such as I did on a crystal blue, summer-temperature day in mid-October at Farmingdale’s Republic Airport. The olive-green B-17, resting on its conventional undercarriage and bearing the registration 124485 and the name Memphis Bell on either side of its nose, dwarfed the line of light Beech, Cessna, and Piper recreational aircraft. In many ways, the B-17 dwarfed all other designs during WWII, regardless of their size.

Designed to meet the Army Air Corps requirement for a multi-engine anti-shipping bomber, Boeing broke from the standard twin-engine design by doubling the number of powerplants to significantly increase payload, range, and service ceiling. The resultant Model 299, powered by four 750-hp Pratt and Whitney Hornet, three-bladed pistons, first flew on July 28, 1935-and was crewed by eight and could carry a payload of eight 600-lb bombs.

So inherently flexible had the basic low-wing, dorsal-finned aircraft been, however, that it was progressively adapted for varying roles with turbocharged Wright Cyclone engines for higher-altitude performance, increased area rudder and flaps for greater effectiveness on the B-17B, and self-sealing tanks, flush guns, and a ventral bathtub on the B-17C-20 of which had been operated by the RAF. The B-17D weathered most of the flak in the Pacific theatre. The succeeding B-17E incorporated a larger fin for high-altitude bombing accuracy, a powered dorsal, increased armor protection, and ventral and tail turrets.

So instrumental had the design been to the war, in fact, that Boeing, Lockheed, and Douglas all simultaneously churned out copies in staggering numbers. The 3,405 B-17Fs produced featured the newly introduced long Plexiglas nose, paddle-wing propellers, and underwing rack provision. The ultimate and most numerically popular version, the B-17G introduced in 1942, featured a chin turret and flush staggered waist guns and accounted for an additional 8,680-unit production.

Through 12,731 aircraft, battle over Europe and in the Pacific, and indispensability in mission after mission victory, aircraft 124485 proudly stood before me in triumphantly gleaming morning sun to tell me her story.

US AIRLINE INDUSTRY EMPLOYMENT:

According to Robert Crandall, chairman and CEO of American Airlines, “deregulation is anti-labor and transfers wealth from the employees’ pockets to the passengers’.” The dwindling spiral of deregulative force-driven airfares has resulted in higher-density seating, eroding service, increased daily aircraft utilization, and reduced profitability. Although these lower fares have produced explosive US passenger traffic growth-which, of late, has become an increasingly global trend-their inherent reduction leaves fewer monetary resources for aircraft purchases, training, salaries, and employee benefits, and has indirectly resulted in part-time, benefit-devoid, ground-service company employment.

Emphasizing this harsh reality were the common themes expressed by the two guest speakers: present conditions and acute competition have necessitated the ultimate-tuning of the preparation and application process, inclusive of applicable education, resume composition, and self-presentation during subsequent interview formalities. Based upon my own airline industry experience, networking and proper contacts have additionally never been more vital in securing adequately yielding positions.

Airline deregulation is current, still-evolving history. I have lived it! Deregulative forces–and not choice–have been the culprit and responsibility for my hitherto five-carrier, 15-year aerospace career. My personal prognosis regarding ground positions with US airlines is regrettably not optimistic: passengers will never forego the accessibility of air travel attained by means of low fares and airlines have thus far only been able-and some very unsuccessfully-to counteract this spiral with rampant service, salary, and benefit reductions. Equally regrettable is the fact that foreign flag carriers have increasingly emulated, rather than rejected, this pattern. Deregulation, whether in the originating US form or the maturing global guise has wrenched the foundation upon which airlines have traditionally rested: protectionism and adequately-sustaining fares.

LINDBERGH: THE MAN BEHIND THE MYTH:

Human behavior is like language. A very clear message could well be in the process of being delivered vis-à-vis a person’s actions, but unless one has the ability to translate the statement, it becomes lost communication. The fact that a person’s stigmatized image of achievement and victory further clouds the message’s reception renders the task a double translation. These statements certainly apply to Charles Lindbergh… but only if focus is placed on the man behind the myth.

In order to understand the forces at work, one must first reduce some psychological concepts to simplified terms. I could not give you $5.00, for instance, unless I had $5.00-and unless someone had given it to me. Similarly, Lindbergh could not give love and emotions unless he had been given these feelings, particularly during childhood. People who attempt to navigate life with a hole of this size and significance in their souls characteristically exhibit personality traits of physical- and emotional-disconnection, reclusivity, antisocial tendencies, rigidity, “self-periphery living,” prejudice, and the perceived inability to err. Many powerful, well-known historical figures have sadly portrayed these traits.

That Lindbergh’s father had once left him in a lake in order for him to learn how to swim may have fostered an independence and self-reliance, but it also could have been the early origins of his mistrust. His mother, in shaking his hand each evening before he went to bed, certainly supported this perception of coldness, lack of love, and unconcern. Love is the nourishment of the self; without it, the self fails to develop and one retreats, withdraws, and numbs out-so much as that one can actually disconnect from physical and emotional pain in extreme cases. Lindbergh’s father, in proof, once braved an operation without anesthetic. And what little parental foundation Lindbergh himself had had crumbled at age five when his parents ultimately separated. Thus negotiating life with an undeveloped, unnourished self, he contended with self-estrangement and peripheral living. Unconnected to his inner “core,” he may never have known his true “self.”

Although he loved to fly, the act most likely provided an escape by severing all conscious connection with his painful past. Airborne, he was first able to attain “new heights,” superiority, triumph, and control. It could well have been the only “inner control” he had ever been able to feel. Flight provided a sense of validation: his acts of danger and daredevilism may have been a form of self-test and, when successful, or proof of self-worth, albeit fleeting: nevertheless, it was positive reinforcement and worth certainly never received during childhood. This degree of danger forced him to live “on the edge”-a condition which seemed to mirror his internal state. Self-estranged, childhood-emanating insecurity causes a person to live on the edge most of his life.

That he viewed himself as infallible with cement-like convictions is superficial proof of nothing and conversely indicates a mighty defense against deep-rooted, overwhelming insecurity-a feeling he most likely had never been able to tap into. This chronic need for “cover-up” and compensation usually results in absoluteness, singular-perspective thinking. In its extreme, it is unhealthy.

Although Lindbergh had been greatly lauded with awards, telegrams, gifts, packages, titles, and employment offers after his transatlantic crossing, could the crowds not have been unconsciously celebrating his disjointed toxic foundation which had driven him to the event? The world may have viewed him differently after the flight, but the man behind the triumph remained unchanged: he continued to be just as private, reclusive, and disconnected. A person cannot connect with others until he first connects with his own “self.”

His son’s kidnapping and death may have only strengthened his misbeliefs concerning the primary figures associated with his past and most likely served as a reflection of the world’s cruelty, causing him to tighten his grip on his numbed, unfeeling defenses. Only able to examine the tragedy analytically, he expressed no feeling, grief, or emotion. In its almost historical reenactment, the event, now directed at this son, most likely reinforced his childhood misconceptions and caused him to react the only way he was able to-to escape-an act he may have internally rehearsed every day of his life. Disconnection from the self is escape.

Unable to feel, Lindbergh could not “feel” for others: he was unable to make a distinction between Nazi concentration camp killings and those randomly occasioned by war. Could his endorsement of death not have been an agreeing expression of what he so desperately needed to act out during childhood against those who had failed to foster his needed caring and love and who, resultantly, instilled the initial mistrust in him? Infants who fail to establish a connection with a primary care-giver during the precious first few moments of life are unable to connect with their own “selves” and trust others to meet their needs.

Lindbergh’s solo transatlantic flight had not been a myth. That only a superior, flawless ultra-human could have made the feat perhaps had been. The fact that we are taught to seek role models and awe heroes instills a subconscious, unchallenged misbelief that superlative acts can only be performed by above-human, superlative people. Perhaps, in the end, we need to examine our own child-taught misconceptions before we can view Lindbergh in a less clouded light.

Components to Scrutinize When Engaging Global Aviation Asset Management Companies

Aviation Infrastructure plays a critical role in the U.S. and international transportation system. Through airports and other connecting transportation modes such as ground transportation, railroads and seaports, aviation infrastructure is an economic cornerstone for multiple airport stakeholders: airport sponsors (airports); direct users (passengers); commercial carriers; corporate and general aviation, service providing tenants such as FBOs, MROs and ACMs; other service providers and even non-travelers such as airport authorities, employees and visitors.

If your organization is considering professional management for Global Aviation Asset Management, there are many key points to consider.

Professional firms have principals with a breadth and depth of decades of experience who lead Airport Facility Management Services for airports of varying sizes and complexity ranging from a small municipal general aviation airport to an international commercial hub. Here are the components that should be reviewed in detail.

Begin with Breadth and Depth of Experience:

First, you should diligence the number and variety of airports on which the management team has a track record of proven experience. The more, and the more varied, the better. There are many different types of airports with different operating models and value chains. Differentiators such as commercial vs. general aviation, business vs. recreational market, domestic vs. international-all areas impact the requirements an Aviation Infrastructure Development Services management company will need to consider for a customized solution.

Diligence Their Track Record:

Experience is critical in aviation, and you should search for a specialist who has the unique abilities you are seeking for your specific market situation. Many firms are known for specialties-core infrastructure, aviation services or terminal management. Firms are also known for their geographic experience as there are fewer private companies involved in airport management in the U.S. Search for Aviation Infrastructure Management organizations that have many years of operational involvement across various economic cycles and regulatory climates.

Look for Tailored Solutions:

The management organization you select ought to have the capacity to create a bespoke solution based upon your specific market and its competitive climate. If you require management of service providing organizations such as FBOs, MROs or Aircraft Charter and Management providers you need a professional management company with deep experience in these areas in addition to proven financial management.

Consulting with an Experienced Airport Management Firm can help you understand the options available for management, from turn key solutions to specialized functions. Numerous organizations have international as well as domestic on-airport management experience, and this level of worldwide experience might be needed to assist you in maximizing the value of your aviation holdings.

Critical Airport Lease Areas for Aviation Service Providers

It may sound simple, but understanding (and managing to) the specifics of your airport lease is critical for the airport service provider. Whether you are a Fixed Base Operator (FBO), Maintenance, Repair and Overhaul (MRO) company or an Aircraft Charter and Management (ACM) company, if you provide direct on-airport service your lease is your not only your life blood and access to your customer base, but it is also a big component of your company’s value.

Aviation service providers generally work under lease directly from the airport itself. Most leases are long term in order to afford the tenant (the aviation FBO, MRO or ACM company) the ability to achieve a return on the investment they must make to establish their business. Leases usually also confer the operating rights and restrictions under which the service provider must operate. Because they have long lives, however, and are not referred to often in the day-to-day provision of airport services, the opportunity for confusion arises and mistakes can compound for months or years until discovered and corrected. There are numerous examples of rent disputes that arose from a misunderstanding of the rent calculation only to compound for years until finally reconciled, many times with the service provider taking a material charge to their profit and loss statement.

1. Rent Calculations. Obviously, most airport tenants are deeply aware of the amount of rent they pay to the airport on a monthly basis, either for ground rent or facilities. Unlike a typical office or other facility lease, however, an airport lease may require additional variable rent payments based upon activities. There are many types and structures but common types of variable rent are fuel flowage fees, a variable rent as a percentage of gross sales, additional rent in the form of recoupment from tenants of fees and taxes an airport incurs, etc. Since these are variable they are typically paid monthly by the tenant but only reconciled annually. Because FBOs typically have the most different lines of businesses, they are especially inclined to have additional variable rent structures. Diligent management and clear communication with the airport (as well as mutually agreed upon reporting tools) are best practices for preventing an unintended consequence from building up on either side of the ledger.

2. Operating Rights & Restrictions. Airport leases typically clearly state which activities a tenant may conduct (or is required to conduct) and activities from which they are prohibited. These categories vary however, from very narrow to quite broad depending upon the intent of the airport; e.g. is the airport trying to tightly manage scarce resources or is it attempting to broadly stimulate growth and employment on the airport. In the modern hurried environment it is easy to contemplate adding a new service or product line without first determining whether that service or product is specifically allowed or prohibited under your current lease. You should always clearly understand your contractual rights and restrictions before making a commitment to a material outlay of resources, especially in the areas of time, personnel and capital.

3. Maintenance & Repair. The maintenance and repair responsibility for your facilities will largely depend on who constructed them and who now holds title to them. In some cases the facilities will be let “where is, as is” and the tenant will be responsible for all maintenance and repair. Other times there are specific levels of maintenance the airport landlord may provide (e.g. “structural”) and the tenant will be responsible for others that do not rise to this level. Open communication with the airport is again the best tool for understanding who is going to pay for the next large repair issue.

4. Lease Premises. Similar to rent, above, this appears straightforward and usually is. An older lease which has been subject to multiple amendments and assignments through multiple owners, however, may be tricky. If you purchased the lease as part of a larger aviation services business and bought title insurance at that time you should have assurance as to the exact location, size and characteristics of the leasehold. If you acquired the lease through other means such as a Request For Proposals process, you should examine the description of the premises in the lease and ensure it is consistent with your understanding and current aviation operations and activity. If there is doubt or ambiguity as to what and where the actual leasehold is, you should seek help understanding exactly what your rights are respective to the leasehold.

5. Transfer and Change of Control. This is another area which can materially affect the value of an aviation service provider’s business. Most leases require a landlord’s (airport’s) consent to transfer a lease (as an asset) via an assignment (although it is common to have exceptions for transfers to entities that are subsidiaries or controlled by the current tenant). A change of control, which occurs when a tenant conveys more than 50% of the underlying interests of the business to another individual or entity, usually also requires a similar consent. This language varies from lease to lease of course and is less common in older leases. You should review this language in your lease and determine the consequences before you begin planning to sell your business as it may have a material impact on your sale process, especially if you are selling only a part of an airport based service business. There are different strategies to use in dealing with these types of provisions, however, and the best practice is to structure your business or sale process taking these provisions into account and aligning the structure of the process to meet your end goals.

Airport leases for Fixed Base Operators (FBOs), Maintenance, Repair and Overhaul (MRO) companies and Aircraft Charter and Management (ACM) Companies have evolved and become more complex, especially at larger airports, and the aviation infrastructure required to perform these services continues to become more expensive. To maximize your return as an operator, you have to have a complete understanding of one of your most important governing documents, your airport lease.

Understanding Aviation Maintenance Repair and Overhaul (MRO) Management Better

The aviation industry is growing at a substantial rate, which certainly is good news for stakeholders, from passengers and airport sponsors to institutional investors and aviation service providers. Of course, the industry runs on services in many different segments, and one of the major services provided is MRO, or Maintenance, Repair, and Overhaul.

In this post, we will describe the kind of work that these service providers offer with regards to aviation maintenance, repair and overhaul management, and why this sector matters for operational success.

The need for MRO services

Regardless of the location, facilities and other services offered at an airport, the aviation industry depends on one major aspect – operational aircraft. Aviation maintenance, repair and overhaul management is all about aircraft servicing and management. Commercial airlines and private operators prefer to delegate maintenance tasks to specialized companies offering aviation maintenance. These companies have the necessary operational expertise and experience and also have a great depth of capabilities through their training, tooling and authorizations. These services are critical as projecting and managing maintenance schedules will determine whether aircraft will be operational and available to meet their mission requirements. With today’s increasing demand, MRO service providers are pertinent, necessary, and extremely relevant to keep aircraft and their passengers moving on schedule.

What do MRO management services offer?

As MRO service providers grow, the need for professional management increases as well. In most cases, maintenance and repair work is dependent upon a number of different requirements and regulations, and the nature of contracts with end users varies considerably. Owners and operators are focused on cost control, quality, and minimizing the downtime of their assets. They also seek to source more services from single source providers, e.g. MRO companies with a breadth of capabilities and authorizations which allows for more services to be provided during a single maintenance event.

Demand for aviation MRO services is driven by mandatory maintenance, which occur on fixed flight hour, time-based or activity based intervals. The combination of an aging fleet coupled with increasing utilization underpins the increasing demand forecast for the next 5-10 years. The need for aviation maintenance, repair and overhaul management will continue to increase, and as aircraft utilization continues to grow the need for such services will become more prominent in years to come. Consequently, it is important to choose a company that has the necessary experience and expertise for your particular maintenance requirements to meet your mission profile and keep your aircraft and passengers moving.

Exceptional Fixed Base Operator Service in Aviation

Fixed Base Operators, or FBOs as they are often known, refer to the commercial businesses and companies that operate on airport grounds to offer a broad range of services to private aircraft operators. FBOs serve a number of parties, including corporate flight departments, individuals, Aircraft Charter & Management (ACM) companies, and airlines. The services of FBOs are important for a number of reasons, primarily to ensure the smooth working operations of private aircraft at major airports. Over the years, the demand for fixed base operators has increased immensely around the world, and there is a broad range of services that these companies can provide. Here are some of the aspects worth knowing.

1. When it comes to FBOs, the services can be diverse, as mentioned. They deal with some of the everyday requirements of aviation, such as fueling, aircraft handling, hangers, tie-down services, Aircraft Charter & Management (ACM), aircraft Maintenance, Repair & Overhaul (MRO), and aircraft sales. FBOs also provide facilities for private terminal operations, pilot lounges, flight planning facilities and more.

2. Many parties, especially ACM operators, corporate flight departments, and private aircraft owners, choose an FBO to provide a seamless customer experience. They take care of all the required services and ensure that passengers and crew members have no issues impacting their flight operations. As there are few limitations on what an FBO company can do, these services may often include assisting airlines in their commercial operations. Also, they help immensely in concierge services and related assistance for flight crews and pilots.

3. Many FBO management companies also deal in aircraft management and advisory service, depending on the services they are required to perform. If you are an investor and are looking for an FBO management company, it is critical to diligence the capabilities and experience of the companies you are evaluating. When it comes to management and related services in the field of aviation, on-airport experience is the key to excellent service. Some companies are capable of providing turnkey aviation management services in a wide range of sectors, including FBO, MRO and ACM.

Hiring an FBO for management services can help in bringing professionalism to the entire work procedure. If you haven't experienced an FBO's services yet, it makes sense to talk to a few fixed base operators to understand the capabilities and value they bring to the table. FBOs can help in streamlining the entire workflow of private aircraft operations, and they have expertise in increasing the efficiency of operations. Before you make the final contract, talk to the preferred company about the full range of services they offer, so that you can make an informed decision which meets your needs .. It is wise to develop a specific scope of work with detailed pricing. Also, you should ask for several references, both financial and aviation industry related.