«With such a capable team, we could integrate a space shuttle into our AOC, and no one would be surprised»

Summer is the busiest season for all European airlines. Yet it also is always a season with weather and operations related delays. How is this summer going so far?
Naturally, summer is the busiest season in aviation and each year it brings new challenges. This year, GetJet Airlines operates as per usual, although the European aircraft industry faces an expected continuation of operational challenges. Weather fluctuations, in this case, are the least contributing factor. Disruptions like operations-related delays have been exacerbated by ongoing supply-chain issues and product reliability concerns from aircraft OEMs and engine manufacturers. Therefore, demand for ACMI services remained strong this summer. July was the busiest month from an operational perspective, with GetJet achieving 5000 hours operated per month.

What precautions did you take in order to cope with these circumstances?
At GetJet, we focus on quality, not quantity – our strategy is of modest growth in terms of our fleet size. This includes maintaining a core in-house team of engineers and crews, with as minimum transitions, registration changes, and crew rotations as possible. Currently, we are investing more in our in-house management and maintenance capabilities to gain even more independence from industry-wide supply issues and third parties.
This strategy not only helps control costs but also ensures that we can continue to provide reliable, premium services to our customers, regardless of the season. This focus on the right assets and a customer-centric approach is why we have consistently sustained one of the best premium products in the market.

Where and with which airlines have you placed your aircraft currently?
We operate flights for around 30 airline clients globally each year. Currently, this includes airlines such as Wizz Air, Transavia, TUI Group, TAP Air, AIR Arabia, Air Serbia, Azal, airBaltic, and Vueling.

Which markets are the hardest to get into and why?
The difficulty in entering markets is not due to them being inherently challenging, but rather to navigating those with stringent regulatory environments and high entry barriers for ACMI services. Geographically, we operate worldwide, focusing on countries where regulations are favorable to ACMI suppliers. While GetJet Airlines continues to focus primarily on the pan-European market, as well as North and South America, and parts of Asia, we are fully prepared to expand our services as more countries open their policies to ACMI businesses. For instance, we have recently introduced the ACMI-Wet Lease model in Azerbaijan and Uzbekistan, making GetJet the first airline to provide ACMI leasing in these jurisdictions.

Sometimes passengers complain about ACMI operators – they lament crews not speaking local languages, planes not being up to the client airline’s standard, lack of local knowledge, etc. What do you do in order to prevent such negative reviews?
Indeed, I cannot blame passengers for disliking ACMI in general. Put simply, there are just too many ACMI aircraft on the market with fleets of various jurisdictions which are not always in the best shape of interiors and crew competences. At GetJet, most of the fleet is owned in-house and we continuously invest our assets in minimizing fleet transitions, making sure that the service is the most stable and reliable in the market.
Throughout the years, GetJet has built a reputation as a premier crewed aircraft leasing company that will “save flights” for various airlines. Personally, I would also prefer to fly on the wet-leased airplane rather than have to opt for a re-routed or a next-day flight, experiencing long waiting hours at the airport. Speaking of cultural aspects, I would say that concerns related to language barriers and cultural differences are absolutely out of the picture at GetJet. We take pride in our diverse crew, representing 15 different nationalities. On top of that, our in-house EASA ATO (Airhub Aviation Training) manages and trains all GetJet’s crews from zero, ensuring highest competence standards and offering damp leases where requested by the client.

You face stiff competition, not only by the many small ACMI providers in Europe which sometimes offer unsustainable prices, but also by bigger rivals like Avia Solutions Group with more than hundred planes and huge synergies. How can you survive next to such competitors?
We love competition, as it keeps us alert and focused at all times. We have no ego when it comes to competing in size with our larger rivals; the number of our satisfied and returning customers, along with our overall stability and financial performance, speaks for itself. Some people go to fast food restaurants, while others enjoy high-quality family-owned Italian restaurants—it’s a matter of personal taste. For us at GetJet, each customer and each requirement is a number one priority for everyone in our 800-person organization. Whether it’s the 24/7 operations control center staff, an engineer on-site, or a pilot in the cockpit, everyone is committed to delivering excellence. Being the biggest has never meant being the greatest for us at GetJet. We simply could not maintain a sharp focus while operating 200 airplanes under seasonal ACMI contracts, which is why we have chosen to operate a fleet of up to 20 aircraft and heavily invest in aviation assets by purchasing a few airplanes rather than renting many. By boosting our stock with engines, spare parts, equipment, qualified manpower, and processes, we are equipped to deliver a full cycle of ACMI services internally. This approach generally results in fewer disruptions and less dependency on supply chain issues, ensuring that we almost never let down our customers. While we are not claiming to be saintly or risk-free, we strive to minimize risk as much as humanly possible for an ACMI airline. I am sure that our competitive advantage is agility. Unlike large ACMI companies, which move like freight trains—powerful but constrained to fixed tracks and slow to accelerate—we operate like a sports car or, as we internally liken ourselves, a Formula 1 team. We’re capable of rapid acceleration and nimble turns, quickly adapting to the dynamic conditions of the aviation market.

As a medium sized player, how hard is it to find enough employees?
Lots of talent has grown together with GetJet Airlines over the years. During the challenging times of COVID, we lost some of our team and had to regroup and rehire afterward. Now, it’s not as difficult to find the right people, as GetJet is well-known in the aviation community. Plus, those who love aviation tend to stay in the industry for life, and we’re fortunate to attract those passionate individuals.

Eastern European ACMI providers in particular have been accused of operating with low salaries and low social standards – for instance by the German pilot’s union. What do you tell those critics?
Being part of the European Union and operating in the same part of the world with the same type of airplanes, crew salaries are pretty much standard across all non-scheduled airlines. Obviously, there is a difference between legacy state-owned scheduled airlines and smaller ACMI provider costs in each expense line, from overhead and crew to airplane, maintenance, and insurance expenses, all contributing to these critical perceptions.

In Europe ACMI mostly consists of shorter arrangements, for times of peak demand or unforeseen circumstances. In North America there are more capacity providers who have long term contracts flying for bigger airlines. Will we see this happening more and more in Europe too and is that a business that you are interested in?
I have been in the ACMI business for the last 15 years and, to be honest, nothing has changed in this aspect – airlines is a seasonal business. Once any aviation entrepreneur understands that, it’s easier to build your business around it. In winter, we can minimize the fixed costs, but there is no such magical place in the world where the ACMI sector can run under the same terms all year round. Nonetheless, GetJet is committed to further availing these opportunities. For example, we are exploring options of extending our operations in parts of America and Africa.

The European ACMI business is very seasonal. How do you cope with that? Small Planet Airlines used to employ its aircraft in Asia in winter. Are you looking at that?
Small Planet was a European charter operator and our good customer for the ACMI services but their strategy was never ACMI. Admittedly, our line of business is very seasonal, however, charter is even more seasonally-driven with additional complications of passenger liabilities and EU261 compensations. We cope with our seasonality a bit differently: instead of operating at a loss, making contracts and managing airplane engines in a harsh environment, we operate half of GetJet’s fleet on long-term all-year-round contracts. The rest of the fleet is maintained and refurbished by our in-house staff and in in-house facilities to prepare for the next busy season. Correspondingly, for a lot of our crews, this arrangement allows them to take their well-deserved rest after each busy summer season and the days spent without their families.

You had an agreement with Canadian leisure operator Sunwing a few years back.The airline was recently integrated into Westjet. Will we see you flying in Canada again soon?
Currently, GetJet Airlines holds numerous certifications and approvals that enable us to serve clients worldwide, with our mixed fleet of 737-800s A320s and A321s that caters to every client taste.
In fact, we recently wet-leased a Boeing 737-800 to Fly Swoop, the Canadian carrier owned by WestJet, which is the second-largest airline in Canada and one of the top 10 airlines in North America by passenger numbers. Our Boeing 737-800 was delivered to Toronto Pearson International Airport and began commercial operations within Fly Swoop’s network in 2023. This collaboration has been very successful and demonstrates our capability to operate in the Canadian market.

What about the USA?
Generally, ACMI services in the U.S. are not yet as widespread as in Europe. However, with significant fleet groundings due to engine issues, this is rapidly changing, and we are seeing more and more opportunities.
GetJet Airlines Latvia secured FAA approval to operate US flights in March 2024. We have previously served Canadian, Mexican, and Latin American airlines, and securing FAA approval opens up significant business opportunities in the U.S., including partnerships with major airlines. Once they realize that ACMI is the only option to avoid canceling flights and upsetting passengers, the demand is expected to grow substantially.

Your fleet now consists of 15 Airbus A320, A321 and Boeing 737. How many aircraft will you operate in 10 years time?
We are up to a healthy growth which is 10-15% annually. Sometimes, we take one step back to take two steps forward. Therefore, one day you might see GetJet operating a 25-airplane fleet and at other times it might be 20, which won’t mean that we are shrinking. It would mean that our strategy for an in-house asset focus works well. The same fleet size with the NEO and MAX abbreviations would work just fine.
In the coming years, our main investments will be in engines, major aircraft components, and fleet support services, ensuring that we maintain a balanced mix of Boeing and Airbus aircraft to cater to client preferences.
So, while our fleet size may remain relatively stable, our capacity and capability to serve our clients will significantly enhance, ensuring we stay agile, efficient, and profitable.

Many airlines are upgauging their fleet and are looking for bigger planes like the Airbus A321. Do you consider doing that too?
In my personal opinion, the LEAP-powered A321XLR will become the record-breaking best product for European markets. We already operate the Airbus A321 in full economy as part of our fleet and, currently, it’s our best-seller. So, naturally, we are looking to expand our 321s portfolio.

Why don’t you operate a single fleet of either AIrbus or Boeing jets? Many airlines state that this is much more efficient?
Indeed, that statement would be true for legacy state-owned scheduled airlines which we are not. We handle all fleet transitions, engineering, line maintenance, and repair management exclusively in-house through our group company, Airhub Aviation. This means that having a diverse fleet works to our advantage rather than adding unnecessary complexity. We value both Boeing and Airbus aircraft equally and see strategic advantages in maintaining a diverse fleet. Having a mix of Boeing and Airbus aircraft allows us to cater to a broader range of clients, as different airlines prefer different aircraft types, and also enhances our agility and quality of service. Additionally, with our fully in-house maintenance capabilities and a varied fleet, we can attract a broad range of aviation professionals and maintain a strong market presence with a wider range of suppliers, lessors, and asset managers. With such a capable team, we could integrate a space shuttle into our AOC, and no one would be surprised.

Your oldest aircraft is 21 years old. Is there an age limit for your concerning planes and why?
We purchased this specific aircraft to solely act as a dedicated standby airplane, ensuring that we can cover our year-round charter operations without disruptions. As an ACMI provider, we do not outsource ACMI services to other operators. Doing so would undermine our position and reputation in the market, as it would suggest we are unable to manage and maintain our own fleet. By relying on our own aircraft, we demonstrate full control over our operations, maintaining the consistency and reliability that our clients expect from us. Unfortunately, in today’s world, older airplanes and engines have proven to be more reliable than newer ones. Aviation has never experienced a time like this, where so many relatively old airplanes, such as 15-20 year-old A320 classics, are being extended by major airline groups. Additionally, many lessors have extended lease terms on aircraft that were initially slated for retirement, allowing them to continue flying for more years. Today, the age of an aircraft is one of the least concerns in the aviation industry. However, most passengers are probably unaware of the issues facing newer technologies, such as the challenges with GTF engines or production delays from OEMs.

You once had an Airbus A330 in your fleet and operated long-haul flights. Why did you stop that?
Our widebody operations, including the A330 NEO, A330-300, A330-200, and even a few Airbus A340s, were utilized as HAJJ and UMRAH wet lease options and then operated as cargo planes to transport COVID vaccines during the pandemic. Once we emerged from this global crisis, we shifted our focus back to what we do best. The widebody ACMI business is a different animal, and only a few players in the market do it well—there’s a reason for that. I always wonder why we can’t order a passenger bus for more than six people via Uber, Lyft, or Bolt.

During the pandemic you operated a freighter aircraft. Is the cargo ACMI business something you are considering for expansion?
During the pandemic we repurposed a wide body Airbus A330 for transporting vaccines and other medical equipment needed for COVID-19. We started removing the seats of our aircraft and repurposing passenger planes for cargo transport. These planes were operated as e-commerce and cargo freighters. We flew medical supplies all over the world, and we were the first airline to ship COVID-19 vaccines into Lithuania. I’ve always been proud of the customer-focused service we offer; our customer base simply shifted out of necessity during the pandemic. This initiative not only allowed us to contribute to global relief efforts but also helped keep the company afloat during the crisis. Once we emerged from the pandemic, we shifted our focus back to what we do best, and it remains on staying customer and market-oriented.

Your group now consists of four airlines in Lithuania, one in Latvia, one in Malta and one in the UAE. Why do you need three separate airlines in Europe and what is the reason for your UAE airline?
This is due to the variety of projects we run. Each AOC has its purpose and provides us with flexibility.

Why do you not only operate under the GetJet brand but also under the Airhub brand? Will you keep them both?
While GetJet Airlines is an ACMI provider, Airhub Aviation is a Part-145 CAMO, engineering, asset management and fleet support services provider. We handle all fleet transitions, engineering, line maintenance, and repair management exclusively in-house through Airhub Aviation. We also use our AOC licenses to manage various airplanes for asset owners and lessors. A good example is the A330-900NEO aircraft we operated for wet-lease flights to the US and a different A330-200 9H-PAX model that we still manage for a lessor in terms of maintenance and engineering. Naturally, expanding Airhub Aviation into a full-scope in-house MRO organization will further increase our competitiveness and uniqueness in the market, with the main focus on bringing value to our esteemed airline customers. Airhub Aviation has passed proof of concept by serving the GetJet Airlines fleet, as well as various lessors and small airlines. Therefore, it is ready to take the next step and expand its services to worldwide third-party customers, starting this winter season, which is a peak season for maintenance events on fleets across the world.