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

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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: info@145magazine.comTel: +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

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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.

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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

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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

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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

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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.

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Get Social

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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.

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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.

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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

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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.

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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

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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.

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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.

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By: Zeke Christensen

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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.

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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

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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

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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

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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

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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

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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:

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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.)

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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.

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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.

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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

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General MRO Aerospace Inc.3018 N.W. 72 AveMiami, FL 33122

Office: (305) 482-9903Fax: (305) 482-9905

Toll free: +1 (866) 800-5284

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