A quick message from Chuck Stumpf, President of Business Development at Silver Air
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Ensuring Aircraft Owners' interests are always first.
We negotiate the best prices on all aircraft services.
We work with Aircraft Owners' teams to ensure goals are met.
We empower and support Owners' flight crews.
We create transparency across all aspects of aircraft management.
Building strategic plans around Aircraft Owners' interests.
We develop a strategic plan for each Owner's aircraft.
We create de nitive cost analysis and set clear budget goals.
We monitor, evaluate and audit performance based on our strategic plan.
We provide unfiltered information and clear communication.
Putting our expert team to work for Aircraft Owners.
We have built expert teams in all areas of jet management.
We inform and empower our teams to execute our strategic plans.
We foster a connected, collaborative culture.
We provide Aircraft Owners with direct access to all departments.
We create definitive cost analysis and set clear budget goals.
A singular focus on managing all of the services needed to effectively operate aircraft. Advocating for owners. Strategic, goal-oriented planning. Clear communication and transparent reporting.
Empowering pilots and crews to be part of our management process.
Constantly evaluating and negotiating the best fueling options to maximize cost-benefit.
Experienced managers who seek out and secure maintenance experts for your specific aircraft, and negotiate the best value.
Evaluate and pursue the best hangar solution for each individual Owner.
Motivated to capture maximum charter revenue for Owners based on our common goals.
Simple to understand, “One Transaction” accounting.
Clear, strategic, individualized plans, based on Aircraft Owners’ specific needs.
A developed network of multiple profit centers motivated by upselling fuel, maintenance, hanger rent and fixed costs. Disconnected, stagnated, restrictive.
Restricting flight crews from making decisions or communicating with Owners.
Motivated to keep fuel prices as high as possible, because they also own the fueling operations.
In-house maintenance staff with generalized aircraft knowledge and no motivation to compare or negotiate costs for Owners.
Jams Owners’ aircraft into hanger space owned by the management company as an upsell.
Recovering costs in charter is a lower priority, because they are focused on upselling fuel, maintenance, and hangar rent.
Unclear, inconsistent accounting with unexpected, surprise costs.
Restrictive, “one-size-fits-all” plans based on their upselling, multiple profit center model.