The route chosen to achieve this was to broaden the capabilities of the group with an ‘asset-lite’ approach ...


The route chosen to achieve this was to broaden the capabilities of the group with an ‘asset-lite’ approach where the focus was on the provision of services, training, consultancy, safety, and recovery. The rationale was that demand was generally unaffected by the phase of the economic cycle and where growth in many cases would arise from the growth of the industries which they served, increased regulatory requirements and taking a greater, profitable, market share.


In May 2015 Air Partner acquired Cabot Aviation, which sits within the Charter division. The Group has since bought a further six companies to form the Safety and Security Division. These acquisitions have been of companies that have strong brand values (which will be retained) in their respective areas of activity and where being part of the larger Air Partner Group will enable them to profitably grow more rapidly. Most of these were targeted acquisitions, which were ‘bolted on’ and did not require a significant diversion of time from


running the rest of the business. Taken together, they now account for some 20% of the group, as they have provided a necessary broadening of the base to offset the vagaries of the original air charter activities.


Not only is the downside risk to the business from each acquisition small, but each has a material benefit in diversifying the operating risk at a group level. As a result of organic growth within this division, and also the further acquisition of capabilities, there is considerable scope to broaden both the activities and geographic and customer base of the division.


Mark Briffa describes his approach to management as: engagement, building relationships, listening – particularly to his team – and ensuring that people are informed. He is very clear that the best ideas for the business will come from those within the business, and the need is to ensure that there is an environment in which they are confident, and also able, to put the ideas forward. Success here is inevitably a reflection of the approachability of management and its engagement.


Beyond this, as a CEO who leads from the front, there is a need to ensure that his colleagues are on page with him. Achieving this in any business is about ensuring proper communication and, more importantly, discussion. He was very clear on the need to treat people equally, and is also particularly aware of the need to look after his colleagues. When asked what his greatest fears around Covid were, he was clear that it was that he might lose one of his team to the virus. He was also determined to ensure that they were supported to overcome any mental and other health challenges that had resulted from the experiences of the last 18 months.


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NOVEMBER/DECEMBER 2021 businessmag.co.uk


Spotlight


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