Posted on August 11th, 2015
The G150 is something of a head-scratcher in the used aircraft market because, “There’s a disconnect between the price sellers will accept and the prices buyers are willing to pay,” says Jay Mesinger, president of Mesinger Jet Sales in Boulder, Colorado. “Sellers have been asking $6 million to $8 million and buyers are willing to pay $4 million to $5 million. That creates a quagmire.”
Yet, the G150 is one of the fastest and most cost-effective mid-light business aircraft that is capable of flying non-stop between most coastal cities in the U.S. Assuming an ideal NBAA profile, it can fly four passengers 2,988 nm at its long-range cruise speed. It offers slightly better range performance compared to the cramped G100 from which it is derived. In addition, its cabin is 12-in. wider than its predecessor and its wide-oval cross-section actually makes available more usable head and shoulder room than some larger midsize jets having circular fuselages.
Many potential used jet buyers, however, shied away from the G150 in favor of the Citation Sovereign, which has slightly less range, but a longer cabin and class-leading short-field performance. The Sovereign sells for $6 million to $7 million in the resale market, Mesinger notes.
“Closing the Gap Between Hangar and Headquarters,” which appeared in the May/June edition of Business Aviation Insider, looked at the divide between many flight departments and their company headquarters. This second story in the four-part series on this subject provides recommendations on how an aviation director with the right business and communication skills can form a strong partnership between the flight department and company headquarters.
In today’s evolving corporate environment, what essential attributes should a strong aviation director or flight department manager have?
“Flight departments need to make a shift in how they view the requisite skill set for an effective aviation director,” said Mike Nichols, NBAA’s vice president of operational excellence and professional development. “Historically, the flight department director has been the most senior pilot. Going forward, companies expect their flight departments to be run by skilled leaders and asset managers.”
Steve Brechter, senior advisor of operations at Gray Stone Advisors – a Knoxville, TN-based advisory firm that helps business aviation leaders align flight department operations with corporate expectations – suggests there are four critical attributes of a good aviation director:
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