WEEKLY NEWS


AGILITY OVER COMPLEXITY AND SCALE


AIR CARG O WEEK


BY Edward HARDY 06


AIRLINES must contend with unpredictable passenger demand, regulatory hurdles, and supply chain disruptions, all while maintaining operational efficiency and safety. Operators who can deploy aircraft rapidly, manage crews effectively, and maintain stringent maintenance schedules hold a critical competitive edge. For smaller, asset-focused ACMI (Aircraft, Crew, Maintenance, and Insurance) players, operational agility can compensate for a lack of scale, allowing them to respond faster than legacy carriers constrained by bureaucratic processes. “Innovation in aviation is not about following buzzwords or adopting technology for the sake of it. Real


innovation is about fast decision-making and adapting quickly to the market. It’s about responding to seasonal demand, fleet availability, and operational challenges with speed and precision,” Aleksandr Celiadin, founder of GetJet Group, said. In practice, GetJet Airlines made it possible to dispatch an aircraft within approximately 1.5 hours after request confirmation — a level of responsiveness comparable to special-forces-level rapid deployment in ACMI operations. Fleet ownership and in-house operations are central to this agility. GetJet Group operates as a fully


vertically integrated aviation platform. By training pilots and cabin crews internally and handling maintenance directly, operators gain tighter quality control, faster turnaround, and the ability to adjust capacity quickly. This approach mitigates risks associated with outsourcing and allows ACMI operators to serve both long-term wet leases and short-term ad hoc contracts simultaneously. “We produce mainly everything in house. Pilots training, cabin crew training, and maintenance for our


own fleet — all are controlled internally. This gives us unmatched control over the product we deliver to our customers and allows us to react faster than anyone relying heavily on third-party services,” Celiadin explained. The effectiveness of this model is reflected in GetJet’s profitability levels reaching around 13 percent in


2024, significantly above the global airline industry average of roughly 3–4 percent. Talent retention The global aviation workforce faces chronic shortages, particularly of pilots, engineers, and cabin crew. High


mobility among skilled personnel creates challenges for retention, particularly in markets where relocation is common. Eastern Europe offers a relative stabilising advantage: highly skilled personnel prefer to work close to home while participating in international operations. This provides ACMI operators with a reliable core team, crucial for maintaining operational continuity in an industry where human capital is often the most constrained resource. “Attracting young talent is a major challenge today. Many young professionals are drawn to sectors like


fintech or tech platforms because they see them as more glamorous or easier to access. Aviation is physically demanding and highly regulated, but when people understand the real opportunities — career growth, travel, hands-on work — they get engaged and stay with the company,” Celiadin stated. Attracting younger talent requires more than competitive pay. Aviation must also overcome perception


challenges, as many entrants are drawn to technology, fintech, or high-profile sectors rather than operational roles that are physically intensive and highly regulated. Simplifying regulatory pathways, offering career development, and showcasing global operational opportunities are key to expanding the talent pool. “Our staff is incredibly stable, and the rotation is minor compared to other players. People appreciate being


able to work close to home while still seeing the world. When they understand that aviation is about real, tangible work, they stay and grow with the company,” Celiadin noted.


Fleet strategy Fleet management in ACMI operations involves balancing supply constraints with operational flexibility. OEM backlogs, engine shortages, and a limited second-hand market make fleet expansion a high-stakes decision. Operators that scale too quickly risk overextending crews, maintenance capacity, and financial partners, while


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careful, measured growth mitigates these vulnerabilities. Gradual fleet expansion ensures sustainability and maintains service reliability, particularly in volatile markets. “Owning the aircraft changes everything. Once it’s your asset, you naturally want to take care of it and


maintain it properly. Naturally, this extends the lifespan of the aircraft. Also, tThis approach builds trust with customers and ensures the highest operational reliability, because everyone working on the aircraft understands its value,” Celiadin expressed. Ownership of aircraft and maintenance capabilities underpins both reliability and responsiveness. Controlling


these functions internally reduces dependency on third-party service providers and allows operators to optimise aircraft utilisation. It also enhances client confidence, as leased aircraft are consistently well- maintained and crewed by experienced personnel. “Once you own the asset, you naturally want to take good care of it. You want the best pilots, the best


engineers, the best crews on board, serving your passengers and customers. That’s the foundation of long- term success in ACMI operations,” Celiadin outlined. GetJet Group has recently announced plans to expand its fleet to 21 aircraft this year and to 25 by 2027


— a scale the company views as the optimal threshold for maintaining operational agility while supporting continued growth.


Responding to volatility ACMI operators must navigate geopolitical risk, economic uncertainty, and sudden airline disruptions. Flexible models allow airlines to hedge against these shocks by providing temporary or seasonal capacity without long- term commitments. High responsiveness to sudden spikes in demand — such as strikes, airspace closures, or peak travel periods — is increasingly a competitive differentiator. “Geopolitical events or sudden airline failures can disrupt even the best-laid plans. If your operations aren’t


nimble, you risk losing customers and revenue. We structure our fleet and teams to respond quickly, redeploy aircraft, and keep services running smoothly no matter what,” Celiadin said. The structure of having aircraft distributed across multiple customers further enhances resilience. Short-


term contracts serve as both a revenue stream and a testing ground for long-term partnerships, allowing operators to prove reliability and earn repeat business. This operational flexibility converts uncertainty into a strategic advantage. “We aim to split our fleet across multiple clients to maximise responsiveness. When an airline sees us step


in during a critical period, they come back and trust us for long-term operations. That trust is earned through consistent delivery and operational excellence,” he concluded. Operational innovation beyond technology Innovation in aviation extends beyond digital tools or AI. Real-world impact arises from shortening


decision cycles, streamlining maintenance scheduling, and creating rapid deployment capabilities. Reducing bureaucracy, accelerating approvals, and simplifying internal processes can directly enhance client service and operational reliability. “Innovation isn’t about following trends or installing AI platforms. It’s about practical improvements that


make operations faster and more reliable. Every decision we make, from crew allocation to maintenance timing, has to be smarter and quicker than yesterday,” Celiadin explains. Digital tools are primarily supportive — they help manage regulatory compliance, documentation, and


workflow. The human and process-driven aspects of innovation remain central: faster decision-making, smarter resource allocation, and the ability to respond rapidly to changing conditions define competitive success in ACMI aviation. “The business is built around assets, real passengers, and real procedures. Aviation is tangible, and that’s


what makes it rewarding. Technology can help, but the people and processes are what make a difference in the end,” Celiadin says.


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