Aviation Business Quotes

A great example of Guiding Structure is the “Sterile Cockpit Rule” that the Federal Aviation Administration (FAA) instituted in 1981. Most airline accidents happen below ten thousand feet, where distractions can be deadly. Above ten thousand feet, pilots can talk about anything they want, but below ten thousand feet, the only discussion permitted is about information directly related to the flight in progress. By eliminating distractions, the Sterile Cockpit Rule reduces errors and accidents.

Anyone can do the job when things are going right. In this business we play for keeps.

My stomach was so full of butterflies and other insects with busy, brushing wings—entirely appropriate under the circumstances, I couldn’t help but think!—that I could hardly fall asleep. And when at last I did, I know I slept lightly. As if I remembered, even in my slumber, that I had a dream beneath my pillow that I did not wish to crush.

Then I began writing. It was about a German aviator in World War I. Baron Von Himmlen. He flew a red Fokker. And he was not popular with his fellow fliers. He didn't talk to them. He drank alone and he flew alone. He didn't bother with women, although they all loved him. He was above that. He was too busy. He was busy shooting Allied plans out of the sky. Already he had shot down 110 and he war wasn't over. His red Fokker, which he referred to as the "October Bird of Death," was known everywhere. Even the enemy ground troops knew him as he often flew low over them, taking their gunfire and laughing, dropping bottles of champagne to them suspended from little parachutes. Baron Von Himmlen was never attacked by less than five Allied planes at a time. He was an ugly man with scars on his face, but he was beautiful if you looked long enough -- it was in the eyes, his style, his courage, his fierce aloneness.

45 Bistro Restaurant, East Broughton Street, Savannah, Georgia The Gulfstream Corporate Weekly Dinner was being held at 45 Bistro this week, and the usual gang from Customer Service and Marketing always hosted a splendid meal.  Aircrew from all over the world flew into Savannah, Georgia for semi-annual training, as did new owners, technicians, and anyone else affiliated with Gulfstream for the week.  It was their special night out, all expenses paid, to show their appreciation for the business they gave Gulfstream. 

The perils of aviation in the period are neatly encapsulated in the experience of Harold C. Brinsmead, the head of Australia’s Civil Aviation Department in the first days of commercial aviation. In 1931, Brinsmead was on a flight to London, partly for business and partly to demonstrate the safety and reliability of modern air passenger services, when his plane crashed on takeoff in Indonesia. No one was seriously hurt, but the plane was a write-off. Not wanting to wait for a replacement aircraft to be flown in, Brinsmead boarded a flight with the new Dutch airline, KLM. That flight crashed while taking off in Bangkok. On this occasion, five people were killed and Brinsmead suffered serious injuries from which he never recovered. He died two years later. Meanwhile, the surviving passengers carried on to London in a replacement plane. That plane crashed on the return trip. Daly

The translucent, golden punch tastes velvety, voluptuous and not off-puttingly milky. Under its influence, I stage a party for my heroines in my imagination, and in my flat. It's less like the glowering encounter I imagined between Cathy Earnshaw and Flora Poste, and more like the riotous bash in Breakfast at Tiffany's. Not everyone is going to like milk punch. So there are also dirty martinis, and bagels and baklava, and my mother's masafan, Iraqi marzipan. The Little Mermaid is in the bath, with her tail still on, singing because she never did give up her soaring voice. Anne Shirley and Jo March are having a furious argument about plot versus character, gesticulating with ink-stained hands. Scarlett is in the living room, her skirts taking up half the space, trying to show Lizzy how to bat her eyelashes. Lizzy is laughing her head off ut Scarlett has acquired a sense of humour, and doesn't mind a bit. Melanie is talking book with Esther Greenwood, who has brought her baby and also the proofs of her first poetry collection. Franny and Zooey have rolled back the rug and are doing a soft shoe shuffle in rhinestone hats. Lucy Honeychurch is hammering out some Beethoven (in this scenario I have a piano. A ground piano. Well, why not?) Marjorie Morningstar is gossiping about directors with Pauline and Posy Fossil. They've come straight from the shows they're in, till in stage make-up and full of stories. Petrova, in a leather aviator jacket, goggles pushed back, a chic scarf knotted around her neck, is telling the thrilling story of her latest flight and how she fixed an engine fault in mid-air. Mira, in her paint-stained jeans and poncho, is listening, fascinated, asking a thousand questions. Mildred has been persuaded to drink a tiny glass of sherry, then another tiny glass, then another and now she and Lolly are doing a wild, strange dance in the hallway, stamping their feet, their hair flying wild and electric. Lolly's cakes, in the shape of patriarchs she hates, are going down a treat. The Dolls from the Valley are telling Flora some truly scandalous and unrepeatable stories, and she is firmly advising them to get rid of their men and find worthier paramours. Celie is modelling trousers of her own design and taking orders from the Lace women; Judy is giving her a ten-point plan on how to expand her business to an international market. She is quite drunk but nevertheless the plan seems quite coherent, even if it is punctuated by her bellowing 'More leopard print, more leopard print!' Cathy looks tumultuous and on the edge of violent weeping and just as I think she's going to storm out or trash my flat, Jane arrives, late, with an unexpected guest. Cathy turns in anticipation: is it Heathcliff? Once I would have joined her but now I'm glad it isn't him. It's a better surprise. It's Emily's hawk. Hero or Nero. Jane's found him at last, and has him on her arm, perched on her glove; small for a bird of prey, he is dashing and patrician looking, brown and white, observing the room with dark, flinty eyes. When Cathy sees him, she looks at Jane and smiles. And in the kitchen is a heroine I probably should have had when I was four and sitting on my parents' carpet, wishing it would fly. In the kitchen is Scheherazade.

Excuse me, sir.” One the young officers put his hand up to stop them. “Are you Furious Barkley?” “Maybe. Maybe not. Is there a problem, officers?” Doug stepped in front of Furi. “Damn straight there’s a problem.” Syn stepped inside the door, yanking his dark aviator glasses off his face. The scowl he wore told Furi this was not a pleasant coincidence. “Thanks guys, you can go.” Furi stood with his mouth hanging open while Syn dismissed the officers. “Seriously, Starsky. You gonna track my boy down every time he leaves the house?” Doug said angrily, still blocking Furi. “He’s not your boy. And what I do regarding Furi is none of your goddamn business.” Syn’s clenched jaw made his words sound like an evil hiss. He shouldered past Doug and got directly in Furi’s face. “When I’ve been calling him for over six hours and he hasn’t picked up or returned any of my calls, I’ll send a fuckin’ SWAT team to find him if I want to.” Syn spun and pointed his finger in Doug’s face, “That’s my say, not yours.” Syn’s voice was rising with his growing temper, and all eyes were on them. “Okay, let’s get out of here.” Furi pushed at both men, urging them out the door. As soon as they were out in the brisk fall air, Syn rounded on Furi, pushing their chest together. “Where have you been, Furious? I’ve been going crazy trying to check on you, and you’re sitting here casually eating pancakes,” Syn growled. “Hey, back up, man.” Doug tried to wedge in between Furi and Syn. Syn looked up in annoyance. “Doug, I swear, if you touch me, I’m gonna ensure that you never regain the use of that hand.” “Okay, okay.” Furi put both hands flat on Syn’s chest, feeling his rapid heartbeat underneath all that muscle. Fuck. He really was scared. What was I thinking turning off my phone with everything that’s going on? “Syn. I’m so sorry. I turned my phone off because–” “You don’t owe him an explanation. You’re a grown man, Furious. You were having a business meeting; he has no right to demand you be available to him at all times, just like Patrick.” Furi and Syn both snapped at Doug. But Furi took control. “Hey! Don’t you ever say that again. This man is nothing like that asshole.” Furi shook his head at the absurdity of Doug’s accusation. “Don’t even say his name in the same sentence as Patrick’s.” Doug looked at Furi as if he were a stranger. “Doug, you don’t know everything that’s been going on. But I promise I’ll catch you up, okay? Then you’re going to feel pretty shitty about what you just said about Syn.” Furi nodded his head. “Go home. I’ll call you when I’m back at Syn’s place.” “You’re staying with him?” Doug yelled. “Doug. You know it’s not safe at my place,” Furi said softly, his eyes pleading with his friend for him to understand. “Then you should come to stay with me. I don’t trust this guy!” “This is fuckin’ crazy,” Syn snarled. “I know you’re his friend, but you’re sounding more pissed than a friend should be.” “Don’t try to read me, Detective. Furi is my best friend, and I’ve had his back since the first day he got here.” Doug wasn’t backing down from Syn’s intimidating posture. Syn’s dark glasses were back on, creating a perfectly badass look with his black leather coat and boots. All the hardware Syn had tucked under his arms and the shiny badge hanging around his neck was a sight right out of a sexy cop porno.

On the Right between the duke and the peasant are all kinds of landowners and farmers, all artists and craftsmen, soldiers, sailors, clergymen and musicians. On the Left side are business men, stockbrokers, bankers, exporters, all men whose sole reason for working is to make money, and also mechanics and aviators. We on the Right cannot make money. When we have it, it has only come to us as an accident following on our work, or from luck. There are those whose place is on the right of the pale but who express the ideas of the Left. They are traitors.

interest in Vintcent’s proposal. Homi Mehta, however, directed Vintcent to approach the Tatas. Vintcent met JRD within a month of the latter getting his license. The two men hit it off instantly and India’s aviation industry was on the verge of take-off.

I imagined power and the ability to conquer being poured down my throat along with the champagne, and, most importantly, with these attributes, a certain special responsibility for the country that transforms a bureaucrat into a ruler so that the country’s business becomes his personal business and the country itself becomes a part of his own ‘I.

As unions flagged, business interests sensed an opportunity. Corporate lobbyists made deep inroads in both parties, launching a public relations campaign that blamed labor for the slump and pressured policymakers to roll back worker protections.[16] A national litmus test arrived in 1981, when thirteen thousand unionized air traffic controllers left their posts after contract negotiations with the Federal Aviation Administration broke down. When workers refused to return to work, President Reagan fired all of them. The public’s response was muted, and corporate America learned that it could crush unions with minimal blowback. In 1985, Hormel Foods, of Spam and Dinty Moore beef stew fame, cut worker pay in its Austin, Minnesota, plant from $10.69 to $8.25 an hour and kneecapped the strike that followed by hiring replacements. “If the President of the United States can replace strikers, this must be socially acceptable,” remarked one observer at the time.[17] And so it went, in one industry after another. As global trade expanded and plants shuttered, unions collapsed, and corporate interests made sure they remained weak.

You can do as much leadership development programmes, seminars or workshops, if you don't like people, if you don't love your team, you will not enjoy being leader. Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

Balance business acumen with customer acumen.

CORONA showed that using a small team of committed people is the right way to carry out such programs. All experience since then has shown that using accounting systems, business school approaches, and management slogans cannot substitute for a small team of intelligent and highly motivated people.

With a stellar entrepreneurial track record, Adam S. Kaplan is a seasoned professional with a wealth of expertise. His excellence in the field of financial guidance and adept provision of strategic consulting showcase his extensive experience. His diverse licensing credentials underscore his multifaceted skills and unwavering commitment to ethical standards. Beyond finance, Adam offers consulting services on a wide range of topics, including business projects, career development, networking, insurance, and life coaching. He's also an aviation enthusiast, a meticulous model car builder, a dedicated Mets fan, a tennis aficionado, and a connoisseur of culture and culinary arts.

In aviation there’s a principle called the ‘1 in 60 rule’, which means that being off target by 1 degree will lead to a plane missing its end destination by 1 mile for every 60 miles flown. This concept also applies to our lives, careers, relationships and personal growth. Just a small deviation from the optimal route is amplified over time and distance – something that feels like a small miss now can create a big miss later. This highlights the need for the real-time course corrections and adjustments that the kaizen philosophy provides. If we are to be successful, we all need simple rituals to assess our course and make the necessary small adjustments, as frequently as possible, in all aspects of our lives.

Chris Papero has a long history in the world of luxury transportation and over 20 years of experience in aviation. Over this time, he has facilitated transactions ranging from Cessna’s to Gulfstream G-550’s and has provided thousands of hours in consultation and execution of aviation charters, fractional, card and membership aviation programs, and yacht charters.As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

Promotions and appointments are controlled by a rite of passage in the civil service called empanelment, which decides whether civil servants, predominantly officers of the IAS, can serve in Government of India as joint secretaries, additional secretaries and secretaries. Though officially the selection is done by a committee chaired by the cabinet secretary and comprising the home secretary, secretary personnel, and principal secretary to prime minister, and then approved by the Appointments Committee of the Cabinet, no one really knows how it is actually done. The rules are changed whenever required to assist a political favourite as files apparently fly between South Block and 10 Janpath. Pencil entries are made deleting and adding candidates as per the dictates of the powerful, and the minutes of the original selection committee are signed only after agreements between the political masters, business houses and captive or powerful bureaucrats are reached. These proceedings are then smoothly approved by the Appointments Committee of the Cabinet comprising the home minister and prime minister. The same controlling clique proceeds to appoint the convenient bureaucrat to high profile, lucrative ministries such as defence, home, finance, civil aviation, telecommunication, petroleum, urban development, steel etc. while officers without clout are consigned to residual ministries, normally the social sector ones. Potential for commissions and kickbacks determine which ministries must have captive bureaucrats, and these are the ministries that the DMK has traditionally claimed. The UPA added another dimension that cemented the politician-bureaucrat nexus by decreeing informally and formally that ministers have the right of choice of their secretaries. This meant that the empanelled secretary had to do the rounds of ministries where vacancies were imminent, and solicit his case for selection, unless some higher politician or business house had already spoken for him. And it would be naive to think that such an appointment would be pro bono publico. An honest bureaucrat has nowhere to turn for redressal as the relevant fora were also clearly controlled by the same mafia. With a sense of resignation all they could do is attempt a joke, ‘the Nair you are, the higher you are’!

People still said that “The Sun Never Sets on the British Empire,” even though the Commonwealth was starting to come apart. In spite of the obvious, it was unthinkable that the United States had a colony in Africa; well they had one, and that was where I was headed! World War II had been over for ten years and in Europe they were getting on with things and for now all was well in Africa, and with the World! Unless especially fitted out, aircraft didn’t have the range to cross the Atlantic in one jump, so after leaving Idlewild Airport in New York City, we flew halfway across the Atlantic Ocean to the Portuguese island of Santa Maria in the Azores. After refueling and stretching our legs we continued on to Lisbon. Our layovers were only for as long as it took to take care of business. There were no days built in, for me to have a leisurely, gentlemanly, civilized journey to my destination. Instead my seat was beginning to feel as hard as a rock pile. The engines continued to drone on as the Atlantic Ocean eventually gave way to the Iberian Peninsula. My view of Portugal was only what I could see from the air and what was at the airport. Again we landed for fuel in Lisbon, and then without skipping a beat, headed south across the Mediterranean to the North African desert. The beaches under us, in Morocco and the Spanish Sahara, were endless and the sand went from the barren coastal surf inland, to as far as the eye could see. With very few exceptions there was no evidence of civilization.

Those biofuels would be better used by aviation and heavy trucking, for which electric power is not a viable option.

Kalinske then described what made the videogame industry unique, what made it superbly unpredictable, and what tomorrow might or might not bring. But along this wild roller-coaster ride, there was one thing that would not change. “Suspension of disbelief. It’s always been the fundamental component of diversion, whether that diversion is books, movies, or the theater. Advances in gaming mean we will come to supply that component more effectively than any other medium. The interactive entertainment business is going to allow the Walter Mitty in all of us to finally realize our dreams. We are going to become great football players, race car drivers, or aviators. We are going to move into and occupy new worlds that were formerly only available to us in dreams.

An aviator-organism among the population announced, “Don’t you guys think that we should make plans to leave this planet? Why don’t we contemplate the derivation of our problem, what could be used to prevent it, how we could adjust to our transfer from this planet to our home planet, and… what about the robots? Does anyone know what robots do?” “Really? All that from someone who can’t make decisions incisively and critically assess a situation?” a therma organism asked. He scoffed. “Aviators!” “Why do you think you’re helpful?” retorted a geofus-organism. “You therma-organisms can’t even help regulate global warming! Why do you think you can help get us off this planet?” A cryo organism chimed in. “Guys… maybe we can work together to escape this planet… but let the geofus-organisms stay, because they can’t read, manipulate currency, or use technology. They need to finish developing before they can be able to do anything!” “WHAT?! Idiotic cryo-organisms! It’s not like you guys even know how to work together! You are too busy sinking into solitude!” Bitter, prolonged dissension between all four races continued, as they were simultaneously endorsing and refuting stereotypes.

Give me the choice between a man of tremendous brains and ability but without tenacity, and one of ordinary brains but with a great deal of tenacity and I will select the tenacious one every time.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

In a simple world, blame, as a management technique, made sense. When you are on a one-dimensional production line, for example, mistakes are obvious, transparent, and are often caused by a lack of focus. Management can reduce them by increasing the penalties for noncompliance. They can also send a motivational message by getting heavy once in a while. People rarely lose concentration when their jobs are on the line. But in a complex world this analysis flips on its head. In the worlds of business, politics, aviation, and health care, people often make mistakes for subtle, situational reasons. The problem is often not a lack of focus, it is a consequence of complexity. Increasing punishment, in this context, doesn’t reduce mistakes, it reduces openness. It drives the mistakes underground. The more unfair the culture, the greater the punishment for honest mistakes and the faster the rush to judgment, the deeper this information is buried. This means that lessons are not learned, so the same mistakes are made again and again, leading to more punitive punishment, and even deeper concealment and back-covering.

As a flight instructor, I found that most student pilots have no business being in or anywhere near an airplane. It’s just not for everyone, and the number who actually complete flight school is a very small percentage of those who start. Not all of my students were bad, though. There were a few good ones that showed up on time, read the materials they were assigned, and were teachable.

Warren G. Harding is remembered for the Teapot Dome scandal that benefited his crooked friends in business, but he also promoted nascent enterprises that would increase national wealth and opportunity, including aviation, cars and paved roads for them to drive on, and radio broadcasting.

Airport Police Screeners are duty bound to remain vigilant whilst on duty, conduct random surveillance/screening of arriving and departing passengers (and their baggage) for persons who may pose a threat to civil aviation; How is this possible when most of them in some Middle East Countries for instance, are Smartphone addicts, who can be seen busy on them, whilst at post ?

Civil Aviation Authoritues are the custodians of the National Air Transport Critical Infrastructure in their respective countries, They are therefore duty bound towards having a Critical Infrastructure Resilience Strategy geared towards the continued operation of air transport in the face of all hazards. As a mandatory, CAA's are duty bound therefore to ensure their charge achieves the continued provision of essential services (provided by the critical infrastructure in their charge) to businesses, governments and the stakeholding community within the aviation industry, as well as to other critical infrastructure sectors.

The Atlanta International Airport, power outage of 2017, its economic impact in terms of losses and inconveniences to the travelling public with more than 1,000 flights grounded just days before the start of the Christmas travel rush, was a good lesson. Not, to mention a reminder of the importance of Business Continuity Planning-BCP to aviation as an industry. What is surprising is, nobody seems to have learned anything from it. BCP is still where it was before the debacle, largely unheard off since the international sectoral leadership, as well as airports continue to feign selective amnesia, the regulators- CAA’s are even worse off, as many pretend to have never, heard of it, since the industrial gospel is yet to begin propagating for it !

Hartsfield-Jackson, which serves 104 million passengers a year, is the world’s busiest airport, a distinction it has held since 1998. A sudden power outage caused by a fire in an underground electrical facility serving it, brought the airport to a standstill. All outgoing flights were halted, and arriving planes were held on the ground at their point of departure. With, International flights diverted elsewhere. Such is the impact of the lack of proper Business Continuity Planning-BCP. Something still considered alien, as time progresses. One wonders, what will it take the International Aviation leadership to begin propagating for its inclusion into industrial best practices?

The corporate czars we celebrate—with some exceptions—are second or third-generation tycoons who run huge empires comprising dozens of unrelated businesses. Traditional management theory will wonder how a company can be in food, telecom, power, construction and financial sectors all at the same time. However, in India, such conglomerates thrive. The promoters of these companies have the required skill—navigating the Indian government maze. Whether it is obtaining permission to set up a power plant, or to use agricultural land for commercial purposes, or to obtain licences to open a bank or sell liquor—our top business promoters can get all this done, something ordinary Indians would never be able to. This is why they are able to make billions. We then load them with awards, rank them on lists and treat them as role models for the young. In reality, they are hardly icons. They have milked an unfair system for their personal benefit, taking opportunities that would have belonged to the young on a level playing field. Indian companies make money from rent-seeking behaviour, creating artificial barriers of access to regulators, thereby depriving our start-ups of wealth-generating opportunities. None of the recent technologies that have changed the world and created wealth—telecom, computers, aviation—have come out of India. Yet, our promoters have figured out a way to make money from them by bulldozing their way into their share of the pie, rationing out the technology to Indians and setting themselves up as modern-day heroes. In reality, they are no heroes. They are the opposite of cool and, despite their billions, they are what young people call 'losers'. For if they are not losers, why have they never raised their voices against governmental corruption? Our corporate honchos don't think twice before creating a cartel to fleece customers. Yet they have never even thought about creating a cartel to take a stand against corrupt politicians. The Great Indian Social Network, page 16 and 17

From a business perspective, we all know that airlines have struggled for years,” says Mac Kern, former vice president of commercial planning at Surf Air. “It’s a very capital intensive business, not to mention commodity-based. Prices get driven downward. It’s very competitive. The subscription model gives us predictive revenue—that’s something that no commercial carriers have. They don’t know if a flight is going to be profitable until the door on the airplane closes (and they still have to fly at that point!). Because of subscriptions, we know exactly how much revenue we’re going to generate at the beginning of every month. So we can scale our operation effectively, because we know exactly how much flying we’re able to execute. That kind of insight is basically magic in the aviation industry. No one has been able to do that before.