Mark Briffa describes his approach to management as: engagement, building relationships, listening – particularly to his team – and ensuring that people are informed.
Despite the actions to broaden the business, Covid was still a challenging time for the business. In the early phases, the business raised some £7.5 million to provide headroom against a background where the initial management focus was on survival.
A number of the team’s responses will result in long- term changes and benefits for the group and include: a significant improvement in cash management, and massive improvement in the speed of decision making, which enabled the business to take more opportunities arising from Covid, particularly around corporate charter and freight.
Chris concludes: As an analyst, whilst I was always interested in how well a company might do, I was equally if indeed not more interested in how it might perform when there was a difficult operating environment. In business terms, for Air Partner, Covid provided a very clear demonstration of how the strategy that management had followed since 2015
to broaden the base of the business worked at the time of unforeseen and unprecedented disruption, and where they were also able to capitalise on the opportunities that arose for some elements of the core business.
The latest results show a broader based group firing on all cylinders, where the CEO is looking to build on the base across all activities, and where there is a reasonable expectation that the continued success, and reduced volatility, should also be reflected in material increase in shareholder value.
Chris Tarry
Chris Tarry is recognised as the world’s leading independent airline analyst and is the founder of CTAIRA, a specialised aviation advisory and consulting business.
Mark Briffa
airpartner.com
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