-
2GREAT COMPANIES
2 WORK FORFind out what sets
them apartExecutive ProfilesThree aviation executives share
their story
Hook em Up!David Whetstone talks about his
charity, Species Specific
What do these four Airlines have in common?Lion Air, Norwegian
Air Shuttle, IndiGo, and Spirit
July 2015
-
Its simple enough: Trust matters. But when it comes to the
maintenance of your fleet, nothing matters more. Thats why you can
count on the team at Delta TechOps. Our certified, experienced
technicians, as well as our account managers, are dedicated to
keeping your planes in the air, time and time again. And with our
Complete Fleet capabilities including Airbus and Boeing airframes,
12 engine types, as well as component and line maintenance services
your aircraft always receives unparalleled service, for
unparalleled reliability. And thats a commitment were willing to
make absolutely.
YOU HANDLE THE ABSOLUTE ALTITUDE. WELL HANDLE THE ABSOLUTE
COMMITMENT.
Visit www.deltatechops.com/145mag or call +1-404-773-5192 to
contact us.
LEARN MORE 4
-
Editors Letter
Hello Readers!
If you live in the U.S. I hope you enjoyed your 4th of July this
year! I know we did! First we ate some crazy-good pizza at The
Slab. If youre ever in Provo, Utah, be sure to check it out, they
have the most amaz-ing thin crust pizza and pretty much any style
you can think of! After our pizza binge, we headed over to the
Stadium of Fire, also a Provo classic. The Stadium of Fire happens
every 4th of July, includes a performance by a band (this year they
had the band, Journey) a few other fun dances, tributes to the men
serving our counrty, more performances by local bands and the
biggest firework show in the country! To say we had fun is an
understatement. So, if youre looking for a better 4th of July next
year, come on out to Utah! Next holiday, Labor Day, Id love to hear
what everyone does over the Labor Day weekend. I know quite a few
people who go camping, others spend time at the lake or beach. Let
us know what relaxing things you did this summer for our Wrapping
up Summer article in September! With summer slowly coming to an
end, youve got a month to fit something fun into your schedule, and
we want to hear about it! Dont forget your camera, we all know that
pictures are the best part! In case youve forgotten, youre about to
read great things in this issue of 145 Magazine. If you dont have
time to read everything in this issue, be sure to at least check
out the knarly fish pictures from the angling charity, Species
Specific. Theyre incredible!
Enjoy!
145 Magazine
Ashley FoxEditor in Chief
3
-
Email: [email protected]: +1.888.820.8551 Ext. 704Fax:
+1.801.772.1947
145 Magazine
CONTENTS
C o n t a c t U s
July/August Volume 2 Issue 4
4
2GREAT COMPANIES
2 WORK FORFind out what sets
them apartExecutive ProfilesThree aviation executives share
their story
Hook em Up!David Whetstone talks about his
charity, Species Specific
What do these four Airlines have in common?Lion Air, Norwegian
Air Shuttle, IndiGo, and Spirit
July 2015
7 2 Amazing Companies to work for
15 Executive Profiles
22 Aviation Trivia
25 Top Shop in Review
29 Species Specific
34 Long Haul: VAS
37 Fastest Growing Airlines
-
WERE BAE SYSTEMS THE PEOPLE AND PRODUCTS THAT KEEP YOU
FLYING.From smart engine controls to state-of-the-art flight
controls and flight deck systems, to a leaner and more connected
cabin system, you can count on our service and support to keep you
flying.
Learn more at: www.baesystems.com/commercialsupport
-
2Amazing Companies
to work for
eet two companies with employees that are engaged, ener-gized
and empowered. Besides having great perks and so-cial calendars
(theres plenty of that) these companies have found ways to foster a
corporate culture that emphasizes teamwork and gives employees a
real sense of purpose.Find out what makes these two companies so
great to work for.
All Work and No PlayNOT!
M
145 Magazine 7
-
145 Magazine
2 Amazing Companies to work for
StandardAero isnt your run-of-the-mill Best Companies to work
for. With a long history spanning more than 100 years in business,
the Ohio based business has built a corporate culture where
employees feel more like a family and less like workers just doing
a 9-5 job for a paycheck. Corporate Culture Defined For decades, we
knew we had a very special corporate culture, say Clinton Kent,
Vice President, Sales and Customer Service, But could never quite
put it into words. So in 2012, we commissioned a project to
interview several of our em-ployees and executives to help capture
it succinctly. The results of those inter-views concluded with four
themes that helped define StandardAeros culture and its employees
shared values:
1. To be the best to work for. We are blessed with an
outstanding group of colleagues, says Kent, In fact some of our
employees have previously left the company & returned after
they realized what they had left.2. To be the most trusted service
partner. Kent continues, We have long standing relationships with
many of our customers. Because of these deep rela-tionships, our
customers place a tremendous amount of trust in us, and vice
versa.3. Custom solutions come Standard. The com-pany frequently
adjusts and modifies their service offerings to match exactly what
the customer needs, versus taking a one size fits all approach.
4. To inspire the best and constantly raise the Standard. Even
when an area is performing amazingly well, we tend to never be
satisfied with good enough says Kent, Instead, we always look for
ways to improve even further. As an example, just one of our
business units is currently at over 14,000 continuous improvement
ideas that have been imple-mented so far.
8
-
Snap Shot The company specializes in engine main-tenance, repair
and overhaul (MRO), as well as nose-to-tail services that include
airframe, interior refurbishments and paint for business and
general aviation, air trans-port, and military aircraft. Their
Compo-nent Service division Services specializes in component
repair for leading engine platforms including CFMI, GE Aviation, GE
Land & Marine, IAE, Pratt & Whitney and Rolls-Royce.
Quick Facts Founded in 1911 Repair facilities totaling more than
two million square feet Worldwide employment of 3,700 Annual sales
of approximately $1.7 billion with customers in over 70 different
countries Global services network of 12 pri mary facilities in the
U.S., Canada, Europe, Singapore and Australia, with 14 additional
regionally located service and support locations 95% on-time
delivery with 18-day average turn-around times 16,000 unique
OEM-aligned repairs across over 5,000 different part numbers
Recipient of the 2015 OneAero MRO Top Shop award for Best Engine
Component Repair.145 Magazine 9
-
StandardAero has a very active social calendar, with over 25
events scheduled throughout the year! Heres a sampling of some of
their events:
1. Tough Mudder. Tough Mudder is a physical endurance event in
which participants attempt 1012-mile long (1619 km) military-style
obstacle courses. The main objective of the event is to stress the
importance, and value, of teamwork. Participants are subjected to
obstacles which play on common human fears, such as fire, water,
electricity and heights. Multiple Tough Mudder events are now held
in countries throughout the world. Click here to learn more:
www.toughmudder.com/ 2. Annual Golf Tournament. StandardAeros long
standing annual golf tournament isnt your typical golf event. Its
more of a Hackers Fest with only 5 of the 100 plus attendees
playing golf more than once a year.3. Family Day at Strickers Grove
Amusement Park. Once a year the company rents out the amusement
park for all their employees and their families. This year over 600
people attended the event.4. Reds Party Deck. Twice a year the
company holds a lottery for tickets to the Cinncinatti Reds
baseball games. They rent out a space called the Party Deck which
can accommodate up to 150 people. Watching the game is fun, but the
main attraction is mingling with employees, friends, and
significant others.
Play Time
145 Magazine10
-
2 Amazing Companies to work for
If youve ever attended one of Aviation Weeks MRO Americas
tradeshows you probably couldnt help but notice the spec-tacular
30x50 GA Telesis booth fitted with a caf, lounge area and two
confer-ence rooms. Just by looking at the booth, and its staff, you
get the impression the company must be doing something right. But
what you may not know is what goes on behind the scenes that helps
make GA Telesis a great company to work for. We contacted GA
Telesis recently to learn more about their corporate cul-ture, the
principles the company lives by, and how those principles have
helped them create a cohesive corporate culture.
PRINCIPLE #1: Reinforce Teamwork Want your company to act like a
team? Then dress like one. Every Wednesday, all GA Te-lesis team
members around the world wear our One Company Worldwide blue shirt
as a show of solidarity and camaraderie. Were proud of the fact
that we function as a con-solidated whole, despite having so many
op-erations in so many places around the globe.
6 Principles to Building a Cohesive Corporate Culture:
PRINCIPLE #2: Build an Intelligent Culture A few years ago we
came up with a term to help define our companys culture and what it
means to be a GA Telesis team member. We call it Intelligent
Culture. As a company, and as individuals, we strive to provide a
work envi-ronment thats fun, supportive and that fosters success on
both a professional and personal level. The way we do that is
through training
145 Magazine 11
-
programs designed to increase our employees knowledge base, and
instill the importance of unwavering commitment to our customers.
Our company is committed to ensuring that all of our employees have
equal opportunities for advancement and strive to develop a
workforce that is as diverse as the customers we serve. PRINCIPLE
#3: Education - Aviation 101 The better trained your employees are
the better theyll perform. We offer a compre-hensive training
program to all new employ-ees called Aviation 101. The purpose of
the course is to provide a general overview of the aviation
industry so that each and every em-ployee has the basic tools they
need to succeed.PRINCIPLE #4: Give Back The more you give, the more
you get. We partner with local charities around the world to give
back to the communities surrounding us. We believe that strong
communities build strong companies and vice-versa. The com-pany and
its shareholders have donated, and directed, millions of dollars to
charities that provide support to the needs of children.
PRINCIPLE #5: Provide Growth Opportunities Our customers are
located across six con-tinents and our operating facilities are
stra-tegically positioned around the globe. With aftermarket part
sales offices, component, composite and engine MRO repair stations,
as-set management and financial services teams, we function as a
one-stop shop to our custom-ers. As a result of our global reach
and inte-grated approach, employees at GA Telesis are exposed to a
multitude of disciplines within the aviation industry, affording
them the opportuni-ty to learn and grow within a number of
fields.
PRINCIPLE #6: Offer More Benefits In addition to their standard
employee benefits package, such as 401K, Medical and Dental
In-surance and paid time-off, GA Telesis also offers its employees
the following additional perks: Tuition Assistance for Education
Employee assistance programs On-site cafeteria and coffee shop
(Free coffee after 3pm) Employee Lounge Exercise Facilities Prayer
Room
145 Magazine12
-
Heres a sampling of just a few of the activities GA Telesis does
inside and outside the office:1. Fishing for Angels Tournament. In
2014 we started a charity event which helped raise$25,000 for a
local charity called Angel Flight Southeast. Next year we will be
putting on the fishing tournament again, this time to raise money
for Orbis - the fly ing eye hospital.2. Golf Tournaments. We
participate in various golf tournaments throughout the year. Many
of which help to benefit various charitable organizations like the
TJP Memorial Fund, the American Cancer Society and the Air Canada
Foundation.3. Sports Teams. We have a recreational softball and
flag football team.4. Frozen Fridays. All of our offices around the
world get free frozen treats every Fri day as part of our Frozen
Fridays tradition. 5. Annual Holiday Parties.
145 Magazine
Get Social
13
-
EXECUTIVE
Profiles
Meet THREE executives with great stories and a vision for the
future.
15145 Magazine
-
Company: AeroStar Since: 2011Company Type:145 Repair
CenterRepair Focus: Hydraulic and pneumatic component repair
GREG GUZMAN President and Managing Partner
ow I got started in aviation: Some-times life boils down to
being in the right place at the right time. Back in the summer of
2000, I was working in the lum-ber industry for my father when he
suddenly passed away. Not knowing enough about the industry, I
decided to look at other career op-portunities. To make ends meet,
I took a tem-porary job bar tending at a restaurant in Gulf Shores,
Alabama. While working there I met, and became friends with, a
local couple that would frequent the restaurant. I happen to be
dining in the restaurant one evening when this couple came in and
they asked if they could
H buy me a drink. It turned out that the gen-tleman owned a 145
repair station called Airinc, and asked me if I would be interested
in work-ing for him as a customer service representative. Not
knowing what a 145 repair station was at the time, I visited the
facility and gladly accepted the offer without even asking what it
paid. During the interview, I was told that starting at Airinc in
customer service would be the first step of many during my
aerospace career they were right. At that time, I had no idea that
I would be afford-ed the opportunity to travel the world for work
and to meet some amazing people along the way.
145 Magazine
Exec
utive
Pro
files
16
-
fter several years of working there Airinc was eventually
acquired by Fokker. Not long after the acquisition I realized that
my window of opportunity to be a business owner was closing fast,
so at age 40 my neighbor and I decided to create AeroStar. Four
years later were still here and going strong. One thing I learned
from one of my mentors was to always surround yourself with
talented individuals, so I recruited the best talent I could find
to help launch Aero-Star. The first four months were very grueling,
because it was just me and Frank Lapcheske at work every day
getting everything set up. My wife was also battling lymphoma
during this time, so the stress level was definitely at an all-time
high. Fortunately shes cancer-free today. Soon thereafter starting
the company, Patrick Kichler came on board and the AeroStar
seed-ling started to grow. I had no idea just how dif-ficult it
would be to start a repair station from scratch, but with the help
of our management team, and partners, we are where we are to-day. I
recall one of my mentors telling me that it would take twice as
long, and cost twice as much, than what my original plan stated he
was right. I sincerely thank every individual that comes to work
every day and gives 100% of themselves to see this place succeed
Don-na Lapcheske, Amanda Hester, Frank Lap-cheske, Patrick Kichler,
Kent Reese, Debbie Vaughn and our crew of talented technicians.
A
What I love most about my job:I love the people in the aviation
industry! For such a large industry, it is a very tight circle of
folks. Everybody knows everybody, or at least knows of someone. I
have met a lot of great people over the last 15 years, many of whom
I would consider very good friends of mine.
Outside of work: I spend my weekends at the beach in Gulf
Shores, Alabama. I really enjoy riding Wave Runners and fishing.
Theres just something about crossing the bridge on to the island
that clears my head and reduces my stress.
Do things the right way and good things will
come to you.
145 Magazine 17
-
PATRICIA BAILLY-SUAREZ Co-ownerCompany: Avcom TechikEstablished:
1988Company Type: 145 Repair CenterRepair Focus: Avionics and
Instruments
145 Magazine
f youre already acquainted with Patri-cia Bailly-Suarez, you
know shes one of the most gregarious and hard-working
personalities in the aviation industry. Shes a non-stop
networker who has cut out her niche with the businesses shes
nurtured and the deep industry contacts shes cul-tivated over the
course of three decades. I
Ms. Bailly-Suarez has been a co-owner of Avcom Avionics with
Rolando Suarez since 1988. Through her determined ef-forts she has
helped grow the compa-ny from a small general aviation avion-
ics repair shop (servicing Cessna 172s and King Air 300s) to an
industry-recog-nized commercial aviation avionics re-pair station
that services Boeing 777s and Airbus A320s throughout the world.
Not content to let the grass grow under her feet, Patty recently
founded a new company, AeroSupport Solutions Inc., a Miami-based
aviation services firm that specializes in aircraft acquisitions
and surplus inventory management for air-lines, MROs and OEMs.
Given her entre-preneurial enthusiasm and industry acu-men, her new
business is a good bet to achieve similar successes in the future.
Much like her companys client base, Ms. Bailly-Suarez hobbies and
inter-ests are eclectic and diverse. She loves traveling, music and
participating in
Exec
utive
Pro
files
18
-
any and all ocean-related activities. Shes also a member of the
Citizens Board of the University of Miami and a board member of the
Miracle Society/Big Brothers Big Sis-ters of Miami. Shes never lost
sight of the big picture and is thoroughly engaged with, and
committed to, her philanthropic pursuits. Patty, as shes called by
her friends, most certainly qualifies as one of those
what-you-see-is-what-you get or wear-your-heart-on-your-sleeve
personalities. Wheth-er shes enjoying her favorite singer Luis
Miguel at the American Airlines Arena or sailing throughout the
Caribbean with her children aboard her familys boat, Patty is most
in her element when shes having fun and making memories with her
familia and friends. Above all, Patty is the devot-ed mother of her
boys Brian, age 18, and Brandon, age 13. I was extremely proud of
Brians recent acceptance to the Uni-versity of Miami says Patty, He
is sched-uled to begin his freshman studies at The U this fall and
Im really excited for him.
145 Magazine 19
-
Exec
utive
Pro
files
CHRIS CELTRUDA Chief Executive Officer
Company: MEREX Group - Kellstrom Repair ServicesSince:
2013Company Type: Aftermarket Total Solutions Distribution, MRO and
ManufacturingRepair Focus: Hydro-mechanical, Electro-mechanical,
Structural and Avionics
145 Magazine
hris Celtruda is the managing CEO of MEREX Group Kellstrom
Repair Ser-vices in Miramar, Florida. In speak-ing with some folks
who work at Kell-
strom Repair Services, we learned that Chris is one of those
CEOs thats larger than life. Hes described as being a natural born
leader, with great communication skills and a keen sense of humor.
A good indicator of this is the fact that although he has worked in
various leader-ship roles at many different companies, people tend
to follow Chris from one job to the next. We wanted to get to know
Chris on a more per-
Start in aviation, asks Mr. Celtruda, I didnt start in aviation,
I was born into aviation it runs through my veins! For as long as
Chris can remember, he has been surrounded by aviation jargon. My
grandfather worked for Grumman and my father worked at General
Dynamics, so you can only imagine the topic of conversations at our
family gatherings the
How did you get started in aviation? sonal level, to learn a
little about his roots, his pas-sions, and what motivates this
motivator of peo-ple to go to work every day. Heres what we
found:C
20
-
magic of how those big birds got up in the air was very
intriguing to me as a small child. My early years were clearly the
catalyst for pursuing a degree in Mechanical Engineering (I had to
find out for myself how those big things were able to fly!) so
after leaving college in 1988, I started my first real job as a
Project Engineer in the turbine engine noise control and silencing
division of General Dynamics. This was the onset of my career in
the aviation industry. Since then, I have gone on to work with a
number of different avi-ation OEMs, including AlliedSignal,
Honeywell, CIRCOR and now with the Kellstrom Repair Services
business, all of which have given me the opportunity to learn and
progress in my career.
Whats your primary business focus? Ive recently been focused on
the manage-ment and integration of a portfolio of busi-nesses, to
drive an integrated approach to the aftermarket sustainment of
older aircraft, say Chris. Part of that focus has resulted in The
Merex Group acquiring Kellstrom De-fense Aerospace, Inc. (KDA) and
Kellstrom Repair Services (formerly High Tech Avionics &
Accessories) in May of 2014. The compa-ny is now active in over 60
countries, which growth Celtruda attributes to the sustained
efforts of the entire Kellstrom workforce. It takes a team
approach, says Chris, and I am fortunate to have the best global
sales and marketing teams in the business. Our dedi-cated and
highly skilled engineers and shop personnel ensure we exceed
expectations for our integrated services and solutions.
What motivates you? The truth is I love my work. I pretty much
always have. I get the opportunity to travel and to experience a
great number of regions and cultures, but most importantly, I get
to meet in-credible individuals and build lasting relation-ships.
One of the things that really motivates me is mentoring. Being able
to mentor and guide, not only my team but our future avia-tors, is
something that I hold close to my heart. What are your passions
outside of work? I have 3 daughters (all under the age of 14) and
they pretty much take up all of my off-time. We are an outside
family who enjoys hiking, sports and cooking. As a side note Chris
says, A fun routine I have each weekend is with my youngest
daughter, when she and I make breakfast for the family. Its
something we both really enjoy doing together. Besides being a
doting father of three girls, Chris is a passionate baseball fan,
who grew up in the North East as a supporter of the Boston Red Sox.
Every summer I make a trip to Boston to watch a game against the
Red Soxs bitter rivals, the New York Yankees. My hope is this
annual tradition will ensure that my West Coast chil-dren build
allegiances to my childhood team!
Words of advice:1. Always take the high road to ensure that you
and your business have the appropriate values.2. Never compromise
on integrity. 3. Youll miss the best things if you keep your eyes
shut, Dr. Seuss. In other words: Be brave. Be ambitious, confident,
and outlandish. Nobody gets anywhere in this business by being
quiet.
21145 Magazine
-
ndr-Jacques Garnerin was born in France in 1769 and was a
ballooning pioneer. He became famous in Par-is at the latter end of
the 18th cen-tury for his staged balloon flights. On October 22,
1797 he ascended up in a basket with a silk parachute attached to
the underside of a balloon to a height of 3,000 feet (almost 1,000
meters) where he cut the rope that connected the para-chute to the
balloon. His trip down to the earth was anything but uneventful as
the basket swung violently in every direction before bumping down
to the earth. Garnerin climbed out uninjured and the age of the
parachute had begun. As a funny sidenote, women were not allowed to
go on balloon rides because, they were concerned about the effect
that reduced air pressure might have on the organs of the delicate
female body and the prospects of the wom-an losing consciousness.
This miscon-ception was subsequently proven false.
Aviation Trivia
What aeronautical accomplishment is Andr-Jacques Garnerin famous
for?
A. First person to ascend in a balloon up to 100,000 feet
B. Inventor of the jet engine
C. First person to circumnavigate the globe in a balloon
D. The first person to descend down to earth with a
parachute
AVIATION TRIVIA
Answer: D
A Unfortunately for Garnerin, his death came only 25 years
later, not as a result of a failed parachute attempt, but when a
wooden beam fell on him while trying to make a balloon for a show.
Nonetheless, Garnerin goes down in history for being a very daring
and inventive individual.
145 Magazine22
By: Zeke Christensen
-
The REPAIR MANAGEMENt
As a leading independent global provider of component repair
management support services and systems, Airinmar is able to
enhance and optimize the customers existing repair management
operations through a range of flexible support services and tailor
made online systems.
Over 30 years, Airinmar have developed innovative systems that
specialize in quotation & supplier turnaround time management,
repair status visibility and performance metrics reporting.
To contact us for more information please visit our website.
SpecialistINTELLIGENT QUOTATION MANAGEMENT SYSTEMS
www.airinmar.comRegistered office: 1 Ivanhoe Road, Hogwood
Industrial Estate Finchampstead, Berkshire RG40 4QQ. Registered in
London No. 3125944. ISO 9002 Approved.
-
2014 Top Shop in Review
Cross-Check Aviation is the 2015 recipient of the OneAero MRO
Top Shop award for Best Avionics and Instruments repair. As part of
our Top Shops in Review segment, Vince Prentice (co-founder of the
company) talks to 145 Magazine about the struggles, chal-lenges and
triumphs the company has encountered during their now 17 years in
business.
Cross-CheckAviation
145 Magazine
Intro to Aviation: Prentice: Having moved to Phoenix from my
home state of Colorado in 1982, I worked for General Motors,
Orbital Science Corpora-tion, and eventually helped with the design
of prototype reactors for Prototech Research. In 1990, deciding it
was too hot and crowed in Phoenix, I set out to explore the West. A
long drive through Utah, Idaho, Oregon, and California finally
culminated in my settling in Reno, Nevada. The small town, with its
nearby mountains, lakes, and desert, was a perfect fit. The next
step was to find a job. An ad in the local
How Cross-Check Aviation came into being: I often headed down to
a local watering hole after a long day at work, and as fate would
have it, I met Bill Walford who also patron-ized the same
establishment. We met and became immediate friends. Bill was in the
drywall business, and having worked for my father, a general
contractor, we had a lot to talk about. He inquired about my
profes-sion and was eager to hear everything I could tell him about
the aviation repair industry. We often played chess, and having to
fend off some of his brilliant strategies, I realized his skill set
made him a perfect candidate. I asked if he would be interested in
becom-ing a technician. Bill accepted my offer, and
so our journey in the aviation business began.
paper for an Aircraft Instrument Repair Tech-nician caught my
eye, and thus began my new career in aviation. Within a few short
months I was promoted to general manager of the repair facility
where I remained for the next eight years.
Vince PrenticePresident
Bill WalfordCo-Founder
25
-
2014 Top Shop in Review
145 Magazine
Financing the start-up: I had always dreamed of running my own
business, and having learned the MRO indus-try inside and out, I
began to contemplate the prospect of my own start-up. I
bootstrapped the business by paying down my house, and saving every
penny I made, so that when the time was right I could refinance it
for the startup capital. That time came late in 1998.
Growing painsand the unexpected: As everyone who has started a
business knows, the cost of growth is enormous. Profits are
de-voured by the enormous costs of training new employees and
continually buying more and more equipment. Then there is the cost
of out-growing your facility and having to move, not once, but
twice. Its especially challenging to shut down at noon on a Friday
and then be back up-and-running at the new location by noon the
following Monday. Cross-Check Aviation grew steadily thanks to the
support of my many new friends in the industry - until 911. Bill
and I were in the air on our way back from a conference in New
Orleans when the first plane hit the towers. We were transferring
planes in Dallas when the second plane hit. 911 caused us to loose
fifty percent of our revenue almost immediately, and drastic
measures had to be taken to insure Cross-Check Aviations survival.
Fortunately, over time we not only survived the crisis, but
prospered, and were now in our sixteenth year of business.
Repair Specializations: Though Cross-Check Aviation has diverse
ca-pabilities, we specialize in instruments for the Boeing and
Airbus fleets. We have class rat-ings for Instruments and
Accessories as well as limited Radio capabilities. I often receive
calls where the customer says, We are having trouble finding a good
shop to work on this component, is there any way you can help us
out, by setting-up to repair it? Thats the best compliment I can
receive as a business own-er. I get great satisfaction from being
the one my customers turn to when they need help.
Quality Focused: For the last several years weve watched our
Qual-ity Management System transform our business. One
transformation were especially proud of is to be officially
certified as an AS9110B/ISO9001 shop this year. Continual
improvement has be-come our mantra, and it seems be working.
Award Winning: Our customers gave us the great honor of voting
Cross-Check Aviation the 2015 One-Aero MRO Top Shop for Avionics
and In-struments at this years MRO conference. Additionally, in
2011 Lufthansa presented us with an award as their best service
provid-er out of 130 repair centers. Theyve also pre-sented us with
many awards since that time.
26
-
A business is only as successful as its employees:
As an owner of a business you must first real-ize that your
success is completely reliant on your employees. You must supply
the tools, guidance, and support to allow them the opportunity to
help you succeed. Having watched our workforce grow from two to
twenty-four, and our facility from 2,000 to over 10,000 square
feet, I can tell you that communication and teamwork is the
key.
Business advice: If youre thinking of starting a new busi-ness
the first step is to put together a detailed business plan and then
have it reviewed by a professional. This will help you understand
the investment as well as the operating cap-itol it will take to
reach the point of profit-ability. If your business plan is well
thought out, and the professional agrees, then your chances for
success are as good as your will-ingness to put in whatever effort
is required.
2014 Top Shop in Review
145 Magazine 27
-
David Whetstone, Director of Business Development at Elite
Aerospace is the founder of a 501 (c) (3) non-profit organization
called Species Specific. We
met David at a recent trade show where he shared his passion for
fishing and explained a little about the charitable organization he
has founded.
hat is Species Specif-ic? The organization was founded for the
outdoorsman, but more importantly for the next generation of young
anglers - our youth, says David. Our organizations audience is made
up of anyone who shares a passion for the conservation and
preservation of the flora and fau-na found in South Florida,
through ethical angling practices. Whether inshore poling the flats
of Biscayne Bay for Bonefish, Tarpon or Permit, or on fly in the
Everglades fishing for Snook, Redfish, and Tripletail, or on light
tackle fishing offshore for Pelagic or bottom-dwelling species like
Dolphin, Wahoo, Billfish, Grou-per and Snapper, Species Specific
was created for those like-mind-ed individuals who love
fishing.
W
145 Magazine
Mathew and Justin Cili with their Hog Snappers
Jake Page with his first Biscayne Bay Bonefish
Kristen Cili with her first Biscayne Bay Permit
29
-
What do you hope to achieve? Angling and exploring the estuaries
and backcountry of Biscayne Bay and the Ev-erglades near my home in
the Redlands of South Florida, served as an integral part of my
childhood. As a kid I had several posi-tive role-models and mentors
that instilled in me the joy of angling and the importance of
conserving and preserving our fish-ing grounds here in South
Florida. I was taught how to fish ethically, for instance, keeping
only as many fish as are legally al-lowed, utilizing catch and
release technics depending on the type, or size, of fish you catch,
practicing tread lightly recreation-al guidelines and being mindful
of sensitive habitat so as not to disrupt the environ-ment around
you, etc. As the founder of Species Specific I feel its our
responsibili-ty as adult anglers to pass on this passion for
responsible angling to young anglers, so that other generations
will be afforded the same fishing opportunities in the future.
145 Magazine
Who supports your organization? Ive been fortunate to work for
an com-pany whose executive leadership team is also interested in
the conservation of our ecosystems. Elite Aerospace has been a big
supporter of our charitable work through Species Specific. When Im
not traveling for the company, I can typically be found on my flats
skiff fishing. I also take pride in donating items to Jr. Anglers
who enjoy spending time on the water. For the past couple of years,
Ive also been fortunate enough to partner with the Florida
Nurs-erymen, Growers and Landscape Associ-ation (FNGLA) and their
annual fishing tournament. Im now responsible for en-suring that
every Jr. Angler receives a tack-le pack filled with shirts, hats,
face buffs and tackle along with prizes and trophies for their
participation, angling skills and ethical practices while out on
the water. Kevin Geissler and Phil Nardini with an Evergkades
Snook, released unharmed.
Redfish on fly
30
This fish David is holding is part of a sustain-ability
initiative for Bonefish and Tarpon Trust Organization and it is
called a Permit
-
Where to learn more. Anyone who would like to learn more about
our efforts, or would like to donate items such as shirts or hats,
or make a financial contribution where 100% of the proceeds will go
di-rectly to Jr. Anglers, please feel free to contact me about your
donation. You can also learn more about our organization by
visiting our website and social media sites at :-
www.speciesspecific.net- Facebook Page: Species Specific -
Instagram: _species_specific_
145 Magazine
David and Cody Thermes with his first Everglades
Tripletail
David, Eric Cili, his two sons Justin and Matthew and his
daughter Ella holding a
largemouth bass.
David, Everglades Snook release
31
-
Long Haul
36 Years in Business
he story of VAS Aero Services and its continuing success and
momen-tum in the aviation industrys af-termarket arena begins in
1979. That year, in an era of awakening interest in
aircraft-materials rehabilitation and inno-vative reutilization,
three individuals formed the AGES group, which, 20 years later,
became part of Volvo Aero Corp. Today, VAS Aero Services is an HIG
Capital portfolio compa-
T ny with more than 200 employees worldwide. From its nucleus in
Boca Raton, Florida, VAS has created a global network to source,
warehouse and market aftermarket com-ponents across a broad range
of aircraft and engine platforms, and provides relat-ed services to
airlines, leasing companies, OEMs and MRO providers around the
world.
How to Succeed In the Aviation Aftermarket
145 Magazine34
-
Long Haul
Defining the VAS approach to busi-ness is a respect for and
maximizing of partnerships and understanding the inherent value
that these provide both in terms of knowledge and in-ventory.
Through its international strategic relationships, the VAS team has
a broad access to global perspec-tives and market outlooks,
technical information and facilitated access to surplus materials
and parts. These are all competitive advantages, and VAS doubles
down on its market edge by ensuring quality products and services,
and maintaining sound ethical practices in its business. Today, the
VAS global network manages more than $3 billion of aerospace
products. VAS is an af-termarket distributor for The Boe-ing
Company, Embraer, Hamilton Sundstrand, Honeywell Aerospace and
others. The company is also a preferred supplier to leading
air-lines worldwide. This growing client list of top aviation
industry com-panies, each with its own product needs and
requirements, demand-ed that VAS create a unique way to assure
quality and responsiveness.
developing a customized plan that achieves what are often
di-verse goals and requirements. By employing highly trained
spe-cialists in assets, sales and repair, and data analysis tools
at every level, VAS works with the partner to attain benchmarks and
eval-uate success rates. With its vast network providing global
market information, VAS assists partners in recognizing and
understand-ing flexing market fluctuations. The proprietary VAS
online Avia-tion Parts Outlet (APO) real-time portal is a tool that
allows clients to run reports detailing infor-mation that has been
configured to their specific needs. Trans-parency is their key to
success. Integrating global resources with one-on-one partner
attention and online technology are what have set VAS apart as a
leading after-market aviation parts sourcer and provider. What has
contributed to VAS success is its unbending commitment to quality
assurance. To simplify, in the aviation af-termarket, its all about
getting top-notch parts to customers around the world and ensuring
customer satisfaction. Is that a problem in a very complex
indus-try? If so, VAS Aerospace Services seems to have found the
solution.
The result was the development of a program management strategy
that is unmatched within the indus-try, and that builds upon the
funda-mental partnership philosophy. It begins at the point of
contact with the client when a program
145 Magazine 35
manager is assigned to work with the client now a partner --
in
-
Four Airlines Growing at Breakneck Speed
Ever wonder which airlines are the worlds fastest growing? You
may be surprised to learn that the worlds fastest growing airlines
are ALL low-cost carriers. Curious why? The answer is simple, its
the business model theyve chosen to adopt. Check out the difference
between a tra-ditional airlines business model and a low-cost
carriers business model:
145 Magazine 37
-
Low-Cost Carrier vs. Traditional Airline
Point-to-Point Networks Hub-and-Spoke Network
(Low-cost advantage: Low cost airlines can fly into smaller
secondary airports which are less crowded, more convenient in many
cases, have cheaper landing fees, have cheaper slots and fewer
delays.)
Younger, Non-Unionized Workforce Older, Unionized Workforce
(Low-cost advantage: A younger workforce means a less expensive
workforce, i.e.: no pensions, and lower wages. Also, airline crews
can be hired from countries where the cost of labor is less
expensive.)
Fewer or no Amenities More Amenities
(Low-cost advantage: Customer amenities, such as airport lounges
and in-flight meals, are either non-existent or passengers have to
pay for them.)
Fewer Ground Support Staff More Ground Support Staff
(Low-cost advantage: Smaller head count equals less employment
expenses.)
Younger Fleet Older Fleet
(Low-cost advantage: Newer aircraft are more fuel efficient, and
require less maintenance. Also de-pending on how the purchase
agreement is negotiated, the OEM provides a warranty of 2-5 years
for any defective components on all new aircraft.)
One or Two Aircraft Models Three or More Aircraft Models
(Low-cost advantage: Low-cost carrier typically only fly one or
two aircraft models, with smaller planes like the Boeing B737 and
Airbus A319, A320 and A321 being the most popular. From a
maintenance perspective its much more cost effective to support
one, or two, fleet types than to support a myriad of different
aircraft models. Less provisioning and warehousing of spare parts
to support different fleet types equals lower operating costs.)
145 Magazine38
-
Lion Air Based in Jakarta, Indonesia, Lion Air is the worlds
fastest growing airline. Its also the largest privately-run
airline, with destinations to 79 countries, including China, Hong
Kong, Indonesia, Malay-sia, Saudi Arabia, Singapore, and Vietnam.
The airline has seen tremendous growth over the past few years,
growing from just one leased B737-200 aircraft in June of 2000 to
115 aircraft in-service today. Lion Airs aggressive expansion plans
have led to two of the largest aircraft orders ever re-corded: A
$24 billion order in 2014 with Airbus for 169 A320s and 65 A321
air-craft, and a $21.7 billion order with Boeing for 29 additional
737-900ER and 201 737 MAX aircraft, with options for 150 more.
Norwegian Air Shuttle Norwegian Air Shuttle was founded in
Janu-ary of 1993 as a regional air carrier operating three Fokker
50 aircraft in Western Norway. For years the company operated as a
subsidi-ary of Braathens, until 2002 when Braathens was acquired by
SAS. The SAS acquisition terminated all contracts between
Norwe-gian and Braathens, opening the door for Norwegian to
transition to a low-cost carrier. Today Norwegian is headquartered
in Oslo, Norway and operates 100 aircraft (92 Boeing B737s and 8
B787 Dreamliners). The airline experienced significant growth from
2008 to 2013 when its fleet size grew from 40 aircraft to 85, and
its destinations increased from 87 to 126, with 416 routes.
145 Magazine 39
-
IndiGo IndiGo is the fastest growing, and the larg-est, airline
in India. In 2005 the company placed an order for 100 Airbus
A320-200 aircraft, with plans to begin operations in 2006. Almost a
year later, IndiGo took deliv-ery of their first aircraft, and
commenced op-erations on August 4, 2006. In 2011 IndiGo placed a
$15 billion order with Airbus for 180 A320neo aircraft, which at
the time was the largest order in commercial aircraft history. In
an effort to maintain a young fleet of air-craft, and to keep
maintenance costs down, In-diGo has adopted a policy to phase out
aircraft after 6 years. So far 16 of the 100 aircraft IndiGo has
operated have been returned to its lessors.
Spirit Airlines
Spirit Airlines has gotten a lot of me-dia attention over the
past few years for its ultra-low-cost ticket prices and abso-lutely
no-frills service, but what you may not know is that the airline
began operat-ing as a charter service way back in 1980. In 2007,
Spirit Airlines adopted the low-cost carrier business model, taking
things to the ex-treme when they announced they would begin
charging for checked baggage. Originally the plan was to charge
US$10 per checked bag, for the first two bags, or $5 per bag if the
bag was reserved 24 hours before flight. Additionally there would
be a $1 charge for drinks instead of offering them complimentary.
Today the airline operates 74 A319 and A320 aircraft, and has some
84 additional aircraft on order.
145 Magazine40
-
Fleet StatisticsRank Airline Main Base Country Fleet In-Service
On-Order
#1 Lion Air Jakarta Indonesia A320-200 - 53 A320neo - 109
A321neo - 65 A330-300 - 3 B737 Max 9 - 201 B737-900 71 49 B737-800
30 17 B737-400 10 B737-300 2 B747-400 2
#2 Norwegian Air Shuttle Oslo Norway A320neo - 100 B737-300 3
B737-800 89 41 B737 Max 8 - 100 B787-8 8 3 B787-9 - 17
#3 IndiGo Delhi India A320-200 97 A320neo - 180
#4 Spirit Airlines Ft. Lauderdale USA A319-100 29 A320-200 42 11
A320neo - 45 A321-200 2 28
145 Magazine42
-
General MRO Aerospace Inc.3018 N.W. 72 AveMiami, FL 33122
Office: (305) 482-9903Fax: (305) 482-9905
Toll free: +1 (866) 800-5284
Untitled-1DTO_7924-7_145mag_cropsEditorsLetterTableofContentsJulyOneAero
145CDUDisplayRepair(8x10.5)BestCompaniesIntroBestCompaniesPG1BestcompaniesPG2BestcompaniesPG3BestCompGATelePG1BestCompGAtelePG2BestCompGAtelePG3NASExecutiveProfilesCoverPGExecutiveProfile1ExecutiveProfile2PatExecutiveProfilePG1PatExecutiveProfilePG2ChrisExecutivePG1ChrisExecutivePG2AviationTriviaOneAero_Ad_10-10-14Airinmar
145 Mag Ad 8x10.5 #003 DraftTopShopPG1TopshopPG2TopshopPG3CSA -
OneAero MRO
AdfinalSpeciesSpecificPG1SpeciesSpecificPG2SpeciesSpecificPG38x10.5
copyadvertising3VASLonghaul1VASLonghaul2E Magazine April 2015
design4fastestgrowningairlines4fastestPG14fastestPG24fastestPG3Camtronics
Oneaero ad4fastestPG4One-Aero_Magazine-Ad_2014-PROOF3GMAdd