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wards & Associates in Bristol, Tennessee and made it their completion center, the net result of that move was that a giant chunk of HAS revenue quickly dried up. This massive reduction in business caused HAS to go into bankruptcy, and dwindled the staff from 150 to 12. Fortunately, because of its loyal local customer base, there was just enough business to keep the lights on. In 2003, HAS was purchased by a Japan- ese investor and the name was eventually changed to Paradigm Aerospace Corpora- tion. With a clean slate, new funding, and much of the same talent pool, the company became laser-focused on maintaining its client base and rebuilding its business. Al- though the company’s name and ownership has changed many times over the years, Dayna Cortazzo, Director of Administration and a 25-year veteran of PAC, is quick to point out that many of its hardworking and talented employees have been around for more than 20 years.


THE PAC / METRO MERGER: WHAT’S IN IT FOR PAC?


When asked this question, Cortazzo says the purchase of PAC by Metro Aviation has been a “perfect fit.” She indicates Metro brought a number of things to the table,


most importantly including resources and new business to PAC that will allow it to continue to grow and support the helicopter industry in the northeast U.S. Already on PAC’s Part 145 certificate and capabilities list was Bell, AgustaWestland, Sikorsky, and MD Helicopters. Joining Metro allowed it to add Eurocopter to the list, which included the BO105, BK117, AS350, EC135 and EC145.


WHAT’S IN IT FOR METRO AVIATION?


Metro Aviation propped up shop in Shreveport, Louisiana in the ‘80s as a small helicopter charter company, and has been growing ever since. They have had excep- tional success in the Helicopter EMS busi- ness and have grown to operate a fleet of


over 100 aircraft. Additionally, they have become a standard in the EMS world for their helicopter maintenance work involving completions, repair, and overhaul. So much so, they regularly perform completions for many of their competitors in the EMS mar- ket. It’s also worth noting that Metro re- cently ventured into new territory by expanding into maintenance training. As Metro’s business continued to grow, they ended up with aircraft, bases, and clients spread across dozens of states with concentrations located in the southern and northeastern regions of the U.S. For years, the Metro facility in Louisiana had ex- panded and served well. However, in an ef- fort to keep pace with its growing client base and be more centrally located to many of their aircraft operating in the northeast, Metro knew it needed to plan for further


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