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usafphantom2 · 2 years

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Authorized infrastructure project for the new USAF training program with T-7A Red Hawk jets

Fernando Valduga By Fernando Valduga 07/12/2022 - 14:00 in Military

The U.S. Air Force Mission Installation and Support Center has the green light to advance major construction works to support the decommissioning of an aircraft and put in place a new training mission at Joint Base San Antonio-Randolph, Texas.

The U.S. Air Force recently signed a decision record (ROD) after completing an environmental impact statement for major construction works to provide the necessary infrastructure to support the T-7A Red Hawk. The fifth generation training jet will replace the aged fleet of the T-38 Talon fleet of the Air Training and Education Command with advanced technology for the next generation of fighter pilots and bombers.

“The arrival of the T-7 Red Hawk in Randolph is part of a critical ability to provide an advanced training platform for U.S. Air Force pilot students. Randolph instructors will develop the aircraft and its ground training system to provide high-caliber pilots to fly, fight and win," said Brigadier General Eric Carney, director of Plans, Programs and Requirements at AETC.

The aircraft will be delivered to the 12th Flight Training Wing, which is responsible for four single-source aviation programs, including Instructor Pilot Training.

The Air Force Civil Engineering Center, a primary subordinate unit of AFIMSC, oversees environmental impact assessment processes to ensure that U.S. Department of Air Force projects comply with the requirements of the National Environmental Policy Act (NEPA).

The Environmental Impact Statement is the most rigorous level of NEPA's impact analysis, said Nolan Swick, program manager of the NEPA division of the AFCEC.

"Including a new mission, especially a new aircraft, is a large-scale project," he said. “Generally, there is significant construction work, so we analyze the impacts on all environmental resources, such as natural and cultural resources, consult our community partners and tribal nations, and work with regulatory partners to find ways to support mission requirements and mitigate impacts on the environment.”

AFIMSC Detachment 7 and AFCEC's environmental team are working with AETC to analyze the potential impacts for five facilities that should host the new coach and a warehouse location; JBSA was the first to complete an EIS for recapitalization of the T-7A. As a publication, an outline of the EIS is underway at Columbus Air Base, Mississippi; the team is in the early stages of planning at Laughlin Air Base, Texas; as well as the future T-7A Depot at Hill Air Base, Utah, and initial planning for Vance Air Base, Oklahoma and Sheppard Air Base, Texas, is scheduled for 2023.

For JBSA, the approved ROD means that the AFCEC Facilities Engineering Directorate can move forward with plans to renovate 13 facilities and build six new facilities to support 62 T-7A aircraft, the first of which should arrive at the facility in 2023.

The estimated cost to deliver the T-7A infrastructure to JBSA over the next 5-10 years is $72 million.

The U.S. Army Corps of Engineers in Fort Worth District is scheduled to award the first three military construction projects in the next six to eight months, said Howard Steck, project manager at AFCEC.

AFIMSC is providing AETC with a corporate view of the basic requirements of the Red Hawk training mission in addition to JBSA. In February, AFIMSC's Installation Support Directorate completed an analysis of hangar space capacity, aircraft maintenance operations and support facilities, base support services, real estate data and facility category codes at Columbus and Laughlin Air Bases. This information helps AETC and AFIMSC support teams ensure that planning, scheduling, construction projects and cost estimates comply with authorized requirements.

Across the company, AFIMSC plans to spend more than $562 million to provide the necessary infrastructure to support 350 aircraft.

Tags: Military AviationT-7A Red HawkUSAF - United States Air Force / U.S. Air Force

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Fernando Valduga

Aviation photographer and pilot since 1992, he has participated in several events and air operations, such as Cruzex, AirVenture, Dayton Airshow and FIDAE. He has works published in a specialized aviation magazine in Brazil and abroad. He uses Canon equipment during his photographic work in the world of aviation.

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skyfire85 · 3 years

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-An XA3J-1 at North American's factory during roll-out. Photo: North American Aviation

FLIGHTLINE: 152 - NORTH AMERICAN AVIATION A-5 VIGILANTE

Designed as a carrier-based supersonic bomber in the 1950s, the Vigilante saw service over Vietnam as a recon plane before being retired in 1979.

Development of what became the A-5 began in 1954 when North American Aviation started a internal program. Seeking to turn around the company's fortunes after the failed XA2J Super Savage, NAA began designing a Mach 2 capable bomber which would give the Navy a nuclear strike option. The initial design, known as the North American General Purpose Attack Weapon (NAGPAW) was evaluated by the US Navy, which replied with a series of needed changes and in July 1955 an initial design contract was awarded, which included a single mockup of the plane. NAA's engineers were able to successfully address the USN's concerns about the design, and in September 1956 a contract for two flying prototypes was signed.

-Orthograph of the A-5 Vigilante. | Illustration: aviastar

DESIGN

The plane, designated XA3J-1, was one of the largest and by far the most complex aircraft to be proposed to operate from a USN aircraft carrier. It had a high-mounted swept wing with a boundary-layer control system (blown flaps) to improve low-speed lift. There were no ailerons, roll control was provided by spoilers in conjunction with differential deflection of the all-moving tail surfaces. Power was provided by two widely spaced General Electric J79 turbojet engines (also used on the Convair B-58 and McDonnell Douglas F-4 Phantom II), fed by variable intake ramps. A single large all-moving vertical stabilizer was paired with the all-moving horizontal stabilizers. In order to save space, the wings, tail and radome were all folding. The XA3J had a crew of two seated in tandem, a pilot and a bombardier-navigator (BN) (reconnaissance/attack navigator (RAN) on later reconnaissance versions), who had some of the most advanced equipment of the time, including an early fly-by-wire system (with electromechanical backup), a primitive HUD system, a multi-mode, radar-equipped inertial navigation system, a TV camera in the nose, and a digital computer to run it all.

In order to make the bomber as streamlined as was possible, it was designed to carry additional fuel tanks and a single B27, B28 or B43 freefall nuclear bomb in internal weapons bay, which would be jettisoned over the target as a single "stores train". Provisions were also made to carry two B43 nukes or Mark 83 or Mark 84 conventional bombs on two external hardpoints, or drop tanks to increase range. Operationally however, these hardpoints were rarely used.

-Internal bomb bay and stores train of the North American A3J-1/A-5A Vigilante. | Illustration: Cobatfor

FLIGHT TESTING, INTRODUCTION, AND SERVICE

First flight of the XA3J was on 31 August 1958 from the same Columbus, OH plant that produced the F-86 and F-100s. Despite one of the prototypes crashing in 1959, the flight tests moved quickly, and by June 1961 the first A3J-1s entered service with Heavy Attack Squadron Three (VAH-3) at NAS Stanford, FL, replacing the Douglas A3D Skywarrior. The following year the plane was redesignated the A-5A under the new tri-service plan. The service life of the A-5A was fraught with issues, with numerous teething problems plaguing its advanced systems. These issues were tamed as maintenance crews became experienced with the Vig's high-tech gadgets, but the plane remained maintenance-intensive (a so-called "hangar-queen") throughout its life. A chronic issue was the stores train bomb release, which had a nasty habit of releasing during catapult shots, resulting in at least one crash. During tests, the train also tended to draft along in the aircraft's slipstream, making accurate bombing (for 1950s/60s definitions of "accurate") difficult.

-Five A3J-1 Vigilantes of VAH-7 ("Peacemakers of the Fleet") on CVAN-65 USS Enterprise in 1962. | Photo: USN

Fifty-eight A-5A were completed (out of an order of 64 aircraft) when NAA switched to the upgraded A-5B model. The B model incorporated changes made in light of the Navy's requirement that the Vigilante be able to take off at max weight with zero wind over the carrier being rescinded. This change allowed North American to increase the bomber's weight, adding a dorsal hump to carry more fuel. Only 18 of the A-5B were completed before the US Navy, undergoing a shift in policy away from manned nuclear bombers, canceled the order.

-North American A3J-2 Vigilante (BuNo 146699), circa 1960. This aircraft was the third production A3J-1 which was then modified to an A3J-2 (after 1962 A-5B and YA-5C) and finally to the A3J-3P (RA-5C). | Photo: US Navy

Developed from the A3J-2, the A3J-3P (later RA-5C) was a strike/reconnaissance variant of the Vigilante, incorporating the CCTV in the nose with a "canoe" fairing holding a full suite of gear including:

KA-51A/B forward-looking oblique angle film camera.

KA-50A, KA-51A, or KA-62A vertical film camera.

Passive electronics countermeasures (PECM) antenna for the AN/ALQ-61 Electronic Reconnaissance System. The AN/ALQ-61 was an "electronic intelligence (ELINT)" system that would pick up radar emissions and pin down their coordinates, frequency, and pulse pattern. The ELINT data was recorded on magnetic tape, with storage capacity for 112 minutes of continuous ELINT observations.

Various combinations of panoramic, vertical, or oblique film cameras. Camera fit included KA-58A panoramic camera for medium- to high-altitude work, or a KA-57A panoramic camera for low-altitude work. The cameras shot through prisms in the canoe that could be pivoted to permit shots straight down or from side to side.

AN/AAS-21 infrared sensor, which could provide a continuous film strip of thermal targets, such as hidden trucks, over a field of view 140 degrees wide.

Antenna for the Westinghouse AN/APD-7 "side looking airborne radar (SLAR)" system, which shot radar pulses out to the side of the aircraft and stored the return echo on a long film strip, permitting all-weather, day-night imaging.

Another PECM antenna for the AN/ALQ-21 system.

Additionally, a flash pod, powered by a ram-air turbine in its tail, could be carried under one wing to provide illumination for nighttime recon. The sensors were operated by the back-seater (also known as a "GIB": guy-in-back), formally called a "reconnaissance-attack navigator (RAN)". The bomb bay was filled with semi-permanent fuel tanks (though the plane apparently retained the ability to carry offensive weapons, this was never tested or confirmed). The remaining A-5A and A-5B aircraft were all converted to RA-5C standards, along with 33 new-build aircraft. Squadrons that had formerly flown the A-5 were transitioned to the RA-5 beginning with VAH-3 in July 1963, becoming Reconnaissance Attack Squadrons (RVAH) as they did so. Eventually ten squadrons of RA-5s were established, with the NAS Stanford RVAH-3 being joined by carrier-based RVAH-1, RVAH-5, RVAH-6, RVAH-7, RVAH-9, RVAH-11, RVAH-12, RVAH-13 and RVAH-14.

-RA-5C Vigilante of Reconnaissance Heavy Attack Squadron 3 (RVAH-3) "Sea Dragons" is parked on the flight line at Naval Air Station Sanford, Florida, on 27 March 1968. - | Photo: US Navy

Starting in July 1964, the RA-5Cs saw extensive service over Vietnam, carrying out dangerous post-strike damage assessment missions. Although fast and nimble, the Vig proved vulnerable to ground fire, with 14 RA-5s lost to AAA, 3 to SAMs and one shot down by a NVA MiG-21. Nine more were lost to accidents, and as a result three dozen additional aircraft were built between 1968 and 1970. Despite providing invaluable reconnaissance data, the RA-5 began to be phased out starting in 1968, with NAS Stanford being closed and the Vigilante's parent wing, Reconnaissance Attack Wing One, being transferred to Turner AFB in Georgia, which was turned over to the Navy and renamed NAS Albany. Barely six years later, NAS Albany was closed as a result of post-Vietnam drawdowns, and the remaining RA-5s were transferred again to NAS Key West. As newer and larger aircraft like the F-14 and S-3 were introduced in the mid-70s, the Navy began disestablishment of the RA-5 squadrons, with the last leaving Key West on 20 November 1979.

NASA, THE RAAF, AND THE USAF

At least one A3J-1 was bailed to NASA for a time while the Dryden FRC was participating in research for the US SST program. In 1962 Vigilante BuNo 147858 was given NASA tail number 858 and was flown by NASA pilot Bill Dana on 21 flights along airways around LAX to determine approach conditions for an SST landing patterns. After the conclusion of the program, the plane was returned to the Navy.

-NASA's A3J-1, wearing a day-glo orange tail flash, on 19 December 1962. | Photo: NASA DFRC

The RAAF was interested in the A-5 as a possible replacement for their aging Canberra bombers, considering the Vig alongside the F-4, Dassault Mirage IVA, BAC TSR-2 and F-111. Despite the A-5 being available without the delay anticipated for the F-111, the order for three dozen Vigilantes was not issued.

At some point in the Vigilante's development, North American advanced a proposal to the Air Force for the 'Retaliator', an A-5 with a liquid rocket added to the bomb bay, as an interceptor, but the USAF showed no interest. In 1972 NAA again proposed a modified A-5, known internally as the NR-349, to the USAF as an Improved Manned Interceptor. The internal bomb bay was modified to house a third jet, and six AIM-54 Phoenix missiles would be carried under the fuselage. Again the USAF was uninterested.

-Scale model of the Improved Manned Interceptor concept, in USAF markings. | Model: NAA/Rockwell

SURVIVORS

By 2004, all of the surviving RA-5s that had been retired to AMARG had been either scrapped or preserved as museum aircraft. A limited number of aircraft were still in storage at NAWS China Lake for eventual use in weapons tests. Around a dozen aircraft have been retained in museums around the US, with only one A-5A on display at NAS Pax River in Maryland, the balance being RA-5s.

-BuNo 146697, the sole remaining A-5A, on display at Pax River. | Photo: Richard Lane

-RA-5C Vigilante (BuNo 151629) on display at the Pueblo Weisbrod Aircraft Museum. It wears the markings of the fleet replacement squadron RVAH-3 Sea Dragons. | Photo: Kristian Jones

#aircraft #aviation #avgeek #airplanes #cold war #airplane #cold war history #coldwar #aviation history #us navy #usn #north american aviation #north american a 5a #a3j-1 Vigilante #a-5a Vigilante #a5a Vigilante #a 5a Vigilante #ra5c Vigilante #ra5c

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columbustruckrepair-blog · 4 years

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All You Need To Know About Columbus Truck Repair

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columbusfleetmaintenance-blog · 5 years

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The Top Benefits of Hiring a Truck Repair Service

When facing issues with your large-duty trucks, make sure you outsource the service of a fleet maintenance service. You can read more about the merits of hiring a truck repair service here.

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dieselfleetsolution · 3 years

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rjzimmerman · 6 years

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Columbus, Ohio: Electric buses (from InsideClimate News)

This photo shows up the recharging process for one of the electric buses in use in Louisville, Kentucky. Columbus officials have yet to decide on the type and vendor of electric bus they will purchase.

The story:

The Columbus region’s transit agency said it would buy 10 all-electric buses. Mike Bradley of the agency told me this is likely the first step in a broader electrification of the fleet.

“The future is no longer going to be in the combustion engine, so those of us in the transit industry need to look at what’s coming and prepare for it,” he said.

The agency, the Central Ohio Transit Authority, was already phasing out diesel with the adoption of buses that run on compressed natural gas. The fleet has 322 buses, of which about 150 are natural gas-powered.

In the long run, Bradley thinks electric buses have the best potential to reduce maintenance costs and maintain reliability, while also lowering greenhouse-gas emissions. He also expects the costs of buying the buses to decline. Current prices begin at $739,000 per bus for one model that Columbus is considering.

Columbus is looking at the experiences in more than 20 other cities that are using electric buses, including New York, Los Angeles and Indianapolis.

#electric buses #Columbus Ohio

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fleetforcellc · 1 year

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Fleet Repair | Automotive Fleet Repair

Looking for reliable fleet repair services? Our one-stop solution for fleet repairs and automotive repairs ensures your vehicles stay on the road. With our expertise in mobile auto repair, we bring the service to you, minimizing downtime. Trust us for efficient fleet maintenance and repairs.

#Automotive Fleet Repair #columbus fleet maintenance #fleet repair services

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questlogisticsinc · 9 months

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Transforming Vehicle Maintenance: The Versatile Uses of Auto Parts and Tire Delivery

In a world where convenience and technology reign supreme, the emergence of auto parts and tire delivery services has been nothing short of revolutionary in the realm of vehicle maintenance and repair. These services are not only reshaping our approach to caring for our automobiles but are also serving as a crucial support system for vehicle owners from diverse backgrounds and with various needs.

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mobileautotruck · 3 years

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perfectirishgifts · 4 years

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A Brief History Of NetJets And How It Plans To Stay On Top

New Post has been published on https://perfectirishgifts.com/a-brief-history-of-netjets-and-how-it-plans-to-stay-on-top/

A Brief History Of NetJets And How It Plans To Stay On Top

For more than a quarter-century, NetJets has been the big dog in the world of private jet solutions. It’s a market where competitors have come and gone, and in some cases, come back again. And while it hasn’t been a flight without turbulence, for the leader, its view continues to be well ahead, from the front of the pack. Of course, how you view the pack depends on your lens. But first, a bit of history.

The history of NetJets

Looking back to the late 1980s, the brand’s founder Richard Santulli popularized the concept of fractional ownership, filling the massive gap between one-off charters and the magnitude of full ownership. Instead of buying an entire airplane, you purchased a share, starting at just 50 hours per year. Somebody else would now hire the pilots, worry about your holidays versus theirs, take care of the maintenance and where to park the thing. Even better, you could upgrade to a larger jet if you needed to bring along more people or downgrade to a smaller aircraft if you wanted to save a few dollars. When you needed to go someplace, your jet would be ready for you, at your preferred local airport, with just a few hours’ notice. And unlike charter, you had a consistent experience, both in terms of look-alike cabins and standards for safety and pilot training.

Billionaire’s Ball: Warren Buffett’s Berkshire Hathaway purchased NetJets in 1998 for $725 million. … [] Here he appears in an early 2000s advertisement with friend and client Bill Gates selling fractional ownership. A decade later, NetJets would launch QS Partners, one of the largest whole aircraft brokers, helping customers moving to shared ownership sell their private jets.

There was the expansion to Europe and the 1998 acquisition by Berkshire Hathaway BRK.B , an unequivocal stamp of approval when you are selling to the C-Suite. A 1999 profile by Forbes noted over the previous four years, NetJets “purchased nearly 600 planes worth $10 billion—about 40% of the world’s business jet market.”

There was a boost from 9-11 as terrorism fears and airport safety became a big issue for CEOs and UHNWs. There was a famous ad campaign with Warren Buffett and Bill Gates lounging on the L-shaped sofa aboard one of its Boeing Business Jets and more growth. As one former rival somewhat enviously put it, “NetJets is the blue in blue-chip. They’re a safe haven.” When Uber was initially raising money, it referenced the company as a basis for its vision. The trend lines were going in one direction, up.

That was before the financial crisis of 2008 pulled the rug out from under the entire business aviation market and brought a $711 million loss to the fractional provider in 2009. By the time Buffett wrote his 2010 annual letter to shareholders that “NetJets would have been out of business (without Berkshire’s backing),” its founder was gone.

NetJets’ operations center coordinates hundreds of daily flights and crews, some of them scheduled … [] as few as four hours before departure. At the outbreak of COVID-19, the entire operation was shifted to work at home in days.

The transition to the current management of NetJets’ veterans came after two different outsider CEOs and a battle with its flight crews and their union. Except for larger jets, most private aircraft don’t have flight attendants. Those guys who sit up front are your customer service. In the world of private jets, the pilots greet you when you arrive at the terminal and even help load your luggage. They give you your safety briefing and pour you a cup of coffee once you are seated. A March 2015 press release from the NetJets Association of Shared Aircraft Pilots announced 98% of the union’s members voted no confidence in the then CEO.

Less than three months later, and a month after leaving the company, longtime sales boss Adam Johnson was back, installed in the corner office. Bill Noe, who had left that April, returned as president and COO. In an interview with The Columbus Dispatch, union boss Pedro Leroux immediately said, “We believe we can work with A.J. and Bill Noe…We’re cautiously optimistic that (the new leadership will lead to) improvement in the labor relations we’ve had the last few years.”

New rivals and familiar faces

While unrest is now distant history, nothing stands still. New rivals emerged. Thomas Flohr brought his fractional alternative VistaJet to the United States with a fleet of slick silver airplanes and European-style white-glove service. He’s since acquired XOJET and JetSmarter, combining their brokerage businesses into XO while holding a minority stake in XOJET Aviation, the operator side. He recently announced plans to add 50 light jets to its North American fleet.

From his base in Cleveland, longtime rival Kenn Ricci’s Directional Aviation snapped up Flexjet from Bombardier, jet card leader Sentient Jet, and more recently charter broker PrivateFly in the U.K. Earlier this summer, he launched FXAIR, an on-demand brokerage that sells flights on 30 Challenger 300 and Global Express jets that are exiting his fractional program. Beyond the U.S., Ricci last month launched a Flexjet fractional share and lease program in Europe, going head-to-head with his in-state competitor. He also holds options for what looks to be the world’s first supersonic private jet, something that might be too hard for those who can afford it to pass up if it happens.

Then there’s Kenny Dichter. Having gotten his start in private aviation in 2001 by pestering Santulli for an exclusive agreement to sell jet cards in increments of 25 hours onto the NetJets fleet under the Marquis Jet Partners banner, he’s back. After being bought out in 2010, he launched Wheels Up in 2013. Even with just three King Air turboprops to start, there was no doubt his sights were set on the Columbus, Ohio, headquarters of the largest operator of private jets in the world. Today, after an 18-month acquisition spree has brought his fleet to over 300 owned and managed aircraft, he’s about halfway there. He also counts Delta Air Lines as his largest shareholder with a 24% stake.

Decades of dominance

While the barbarians continue to gather around the moat, blowing their horns, firing arrows, and issuing press releases, if success is measured by fleet size or flight hours, it’s not apparent they have much chance of breaching the wall.

Through October of this year, data from JetNet also shows NetJets with 531 aircraft, 65% of the total fractional fleet. Through November, Argus shows NetJets clocked 268,881 flight hours for North American operations compared to 121,686 for second place Flexjet.

For perspective, a 2007 UBS report estimated NetJets had a 61% share of the fractional fleet. In other words, nearly 15 years later, not much has changed, except the names. Gone are Avantair, CitationAir and Raytheon Travel Air. Others are around, having pivoted to different models.

Still, the fractional numbers don’t include the aircraft management and charter arm of NetJets, Inc., Executive Jet Management (EJM). With over 230 aircraft, about 150 available for hire, on its own it is one of the three largest charter operators measured by hours. Combining charter and fractional operators’ flight hours in North America, NetJets, Inc. ended 2019 with a 20.8% market share compared to 6.7% for Ricci’s Directional Aviation, 5.3% for Wheels Up’s three operators, and 3.4% for Vista Global Holding’s XOJET Aviation and VistaJet. In 2007, NetJets share was 21.9%, although Argus says its historical data has a /- 10% margin of error.

Is NetJets profitable?

While NetJets has no intention of ceding any ground, it’s often hard to get a read on what’s happening. There are only passing references to the company in Berkshire’s financials. Patrick Gallagher, president of NetJets, says it is debt-free, although he declines to comment on profitability. Its results are grouped with a half dozen other holdings, ranging from Dairy Queen and an electronics component maker to FlightSafety, a leader in pilot training.

Under the NetJets, Inc. umbrella, there’s also QS Partners. Gallagher says launching the whole aircraft brokerage division came after listening to potential customers. Aircraft owners were saying, “If you can sell my current jet, I’ll buy a share from you.” QS Partners is believed to be one of the industry’s larger players in that segment, often helping customers as they transit between owning a jet, a share, jet card, or charter, many having multiple solutions at the same time.

Expanding the fleet and facilities

You’re more likely to see a press release from NetJets about sponsoring an equestrian event than boasting about flight numbers or new members. In fact, it caused a considerable amount of chatter during a recent conference when Gallagher let drop that not only will NetJets take delivery of over 30 new private jets this year, it expects to take at least 40 new aircraft every year for the next decade. Having purged its fleet of older models over the past several years (average age is now seven years), he told the industry audience most of the new jets would be additive, not replacements, the result being a “significantly larger” fleet in the future.

NetJets is also expanding on the ground. In October, it announced new facilities in Denver and San Jose that will feature private lounges for customers. Gallagher says more significant is the hangar space, which means more places to carry-out minor maintenance that “keeps the planes moving.” Further announcements are expected, he says.

While not everything NetJets touches turns to gold – the Boeing Business Jet fleet didn’t last long, a partnership in Saudi Arabia came and went, and an excursion into China ended in short order – you don’t see the company chasing every shiny object. It was on the sidelines for the very light jet air taxi fad of the early 2000s and has eschewed selling seats and crowdsourcing flights, something Wheels Up, Vista Global, and Jet Linx Aviation, another up and comer, have been championing.

NetJets is planning to add more than 40 private jets per year for the next decade. Based on fleet … [] size, it would rank alongside Southwest Airlines as fourth largest in the world.

When asked if NetJets’ success is a bit on the boring side, Gallagher responds, “Our primary focus has always been safety and service…We focus on incremental innovation and continuous investment to widen our moat. Things like FOQA (That’s Flight Operational Quality Assurance) and AQP (That would be Advanced Qualification Programming training), real estate investments, sustainable aviation fuel, Ka-band WIFI on large-cabin jets, and industry-leading pilot compensation don’t always garner the same press as another jet-sharing app or the prospect that private flight has become more accessible, but the developments that I mentioned are valued greatly by our customers and allow us to maintain our leadership position.”

Asked if there NetJets will be jumping on the bandwagon with other private jet companies to create luxury vacation experiences, Gallagher says beyond a select group of partnerships, it’s not something customers are asking for.

It also has been absent from the frenzied deal market that has seen seven of the nine largest charter operators merge, make acquisitions, or be acquired in the past two years. “Given our position in the industry, our strong balance sheet, and the Berkshire Hathaway connection, you have to imagine that we get a look at lots of acquisition opportunities, new aircraft models and other investment ideas. We aren’t getting beat to the deals. We just haven’t found many that we felt were worth doing,” Gallagher says.

#OnlyNetJets. The world’s largest private jet operator has no qualms about the leadership position … [] it has held for decades. Its president, Patrick Gallagher (pictured), compares joining to the company to how kids grow up dreaming about playing for the iconic New York Yankees. (Photo by Bryan Bedder/Getty Images for The New York Times )

NetJets may not operate for the benefit of lifestyle journalists, issuing reports about where customers are jetting or launching fear of flying programs for your puppy. However, a visit to its headquarters at John Glenn Columbus International Airport in Ohio is an impressive experience, something akin to NASA operations, or well, a major airline, which in essence is what NetJets is.

Based on fleet size, it would be in a tie with Southwest Airlines, behind only American Airlines, Delta Air Lines, and United Airlines. A difference is its flights aren’t scheduled a year in advance. Fractional owners can call with as little as four hours’ notice. That’s right. If you decide you want to go someplace sunny during breakfast, by lunchtime, you can be airborne and on your way. While that’s impressive if you live in New York or Los Angeles, it’s the same for customers in North Dakota or New Mexico.

In Columbus, a large hangar-like room features rows of desks with blinking monitors and screens with dots showing the NetJets fleet in action. Color-coded bars track flight crews and their status as well as scheduled and unscheduled maintenance. NetJets pilots can take themselves off flights at any time or any reason without retribution, part of its emphasis on safety.

While NetJets has a high profile via relationships with star athletes such as tennis great Roger … [] Federer (pictured), the subsidiary of Berkshire Hathaway does not break out financial results. (Photo by Julian Finney/Getty Images for The Laver Cup)

Owner service representatives, dispatchers, travel coordinators, crew services, and even a team of in-house meteorologists that work 24/7/365 normally sit in groups. As COVID spread this past March, Gallagher says, “In the course of a few days (the various groups) were set up at their homes with laptops, monitors, web-phones and headsets.” Not a single flight was delayed.

If Mr. Smith is undecided about heading to Florida this weekend because he heard it might rain, he can speak to a certified weatherperson to get a micro forecast for Saturday morning at his golf club. If Mrs. Walsh is a skittish flyer, her owner services representative might call her the day before and suggest adjusting her departure time to avoid a passing storm.

Since NetJets operates its aircraft – it has control over the health safety protocols for its flight crews and the cleaning process, as well as what’s stocked on each airplane. In fact, NetJets used its aircraft to fly PPE from China to frontline workers in the U.S. at the outset of the pandemic. It also was among the first operators to test flight crews.

For customers, they can request specific magazines, order from a variety of menus serving up healthy to indulgent, or even specify a preferred brand of beer be stocked, although COVID-19 protocols are probably a more important factor for buyers these days. Despite the crisis, NetJets recently rolled out an umbrella for its multitude of sustainability initiatives. It also published a chart showing customers how much it costs to offset the carbon emissions from their flights. Being a leader on issues bigger than its own bottom line is an important part of being part of Berkshire, Gallagher said at the time. Philanthropy has long been at the core of what NetJets does. It is a longtime supporter of Corporate Angel Network, using empty legs to fly cancer patients for treatments.

Each aircraft type in the NetJets fleet is configured the same, providing an owner-like experience … [] for its customers.

If others sell the sizzle, operations executives at headquarters talk excitedly about how they use reams of data captured from every flight to enhance safety. That includes coming up with slightly different approaches to a handful of tricky airports.

At its core, it’s about attention to detail and experience. Pilots average 16 years with the company and over 10,000 hours at the controls, far beyond the 1,500-hour minimum mandated by the FAA. Twice a year, they go through four-day training sessions onsite at FlightSafety, including special training for mountain and island destinations.

NetJets appears to have come into this crisis from a position of strength. During the same conference, Gallagher told virtual attendees the company is back to 85% of pre-COVID flight levels, and it expects to be back to 2019 levels by the second half of 2021.

It is one of only a few large operators to eschew CARES Act money, and it has been openly critical of those that did. Gallagher taunts, “With the rising tide apparently lifting all ships in our industry, I’m hopeful as a taxpayer that some of those CARES Act funds get paid back. We see our competitors touting their recent success and return to pre-pandemic levels. I’m glad that those funds were available to keep people employed, but many of these companies today are out doing bolt-on acquisitions and spinning off new ventures. Personally, I am hopeful they are also paying back the tens of millions of dollars that they took to make payroll just a few months ago.”

Is NetJets for you?

Success may be one of NetJets’ most significant obstacles. “One of the things we hear a lot are people who have a preconceived notion…unless you’re flying a couple of hundred hours a year, ‘I don’t need NetJets.’ What I think it boils down to is the perception that we are significantly more expensive than other options that are out there, and the fact is we are not,” Gallagher says.

While many companies try to equate the cost of flying privately to be a reasonable premium to first class on the airlines using a per seat formula, that ignores that the average private jet typically has four passengers. In many cases, it’s just one or two. Rivals’ promotions typically include a grid showing their hourly rates compared to NetJets, with claims of saving 30% or so. For Gallagher, he simply says, “If you are spending 10 times more than what you would pay the airlines, why not spend 11 times more and get what you expected.”

NetJets is also making it easier for new customers to join. Until last year, it didn’t have a true light jet in its Marquis Jet card program. It also waived the daily minimum flight time charges on the Phenom 300, Citation XLS and Latitude, in some cases making it a price leader for short hops. Competitors have minimums as high as 120 minutes on light and midsize aircraft. That means your $5,000 hourly rate ends up on your invoice as a $10,000 charge, even if your flight was 30 minutes. With NetJets, you would pay the half-hour of flight time, and like most programs, 12 minutes for taxi time.

It is one of the few providers that offers fixed one-way rates to Hawaii and Europe. That means you don’t have to pay for the ferry flights after you are dropped off or to come to pick you up when you are ready to return. There are no surcharges for flights to the Caribbean, Mexico and Canada, except for pass-along international fees. A number of competitors limit their fixed-rate service area to the Continental U.S. while others charge premiums up to 40%. Deicing, something that runs into the thousands of dollars, is included, as is catering, which can add up quickly. WIFI and pets are guaranteed. In other words, there is less nickel and dime stuff.

Next year will bring the first Bombardier Global 7500 into the NetJets fleet. With a nonstop range of up to 16 hours, the ultra-long-haul jet will enable customers to get to more places without fuel stops.

Looking forward

“I think it would be a mistake for anyone to underestimate NetJets. They are not chasing headlines, but they are still the biggest business jet operator in the world,” says Alasdair Whyte, editor and co-founder of Corporate Jet Investor, adding, “Until 2008, NetJets was very focused on growth. From the outside, it now seems more focused on running a good business – especially keeping customers happy and retaining them. They are adding a lot of new customers and still growing and taking a lot of new aircraft, but they are not looking for growth for growth’s sake.”

While earlier this year NetJets said it wanted to increase its client count in the Middle East, expect its main focus to be on the U.S. and Europe. Gallagher points out there are more private jets in Ohio and Tennessee than in India or China. Fish where the fish are. Stick to your knitting. If the time since the Great Depression provides any sort of reveal, private aviation’s biggest player learned from its mistakes and is ready to keep winning.

Of course, everyone knows about clear air turbulence. Despite its apparent dominance, for consumers, there’s a long tail market of mom and pop operators who are fully capable of winning bookings. Whyte says, “Although it is fun to compare the different large operators, private aviation is so fragmented that they are all competing with dozens of other companies, especially at a local level. If you want to check this, ask a charter broker to quote you a trip and see the options. There is plenty of room for everyone.”

Then there’s the prospect of converting more full aircraft owners to fractional ownership. If you add the flight hours of those aircraft, the NetJets, Inc. share is just 10.1% of the total U.S. market, one reason Gallagher says there is “plenty of runway” for growth. While NetJets is principally focused on selling time on its fleet, competitors like Directional, Vista Global and Wheels Up tally hundreds of millions of dollars in charter flights onto the fleets of smaller operators, another place there could be growth.

For the future, don’t expect much to change. “Safety and service are far more important to us than market share, but our maniacal focus on the former two has proven effective in maintaining the latter,” Gallagher says.

And of course, there’s the confidence shown by a company that uses #OnlyNetJets as its hashtag. Gallagher, who cut his teeth with Flight Options, Jet Aviation and Marquis Jet before landing at NetJets, switches to a sports analogy, comparing arrival at the hallowed grounds of the company’s headquarter in Columbus to “when you’re a kid, you don’t just dream about growing up and playing in the majors, you dream about playing for the Yankees.”

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