Liftbrief / Next steps
Stage 6: At what point can a specialist save time and money?
The useful point is immediately before an unresolved issue becomes an irreversible commitment. Commission a defined answer, not an open-ended promise to find “better private aviation”. Savings are not assured; require the proposed work and fee to justify themselves.
| Unresolved issue | Appropriate specialist | Commission this deliverable | Potential value to test |
|---|---|---|---|
| Quotes describe different missions or exclusions | Buyer-side aviation procurement analyst | Normalised comparison and supplier clarification list | Fewer repeated clarifications; identification of avoidable expenditure |
| Payload, airport or equipment suitability is uncertain | Operating carrier’s operations team; independent aviation adviser where needed | Written mission assessment and alternatives | Avoiding selection of an unsuitable option |
| Authority or operational control is unclear | Aviation regulatory counsel, supported by FAA verification | Written explanation of the arrangement and required corrections | Resolving a compliance question before commitment |
| Recovery, liability or refund wording is unacceptable | Aviation counsel and insurance adviser | Contract issue list or negotiated amendments | Making retained exposure explicit and potentially reducing it |
| A card or membership is renewing | Independent programme adviser | Mission-by-mission comparison and balance/exit analysis | Avoiding unnecessary prepaid access or unsuitable restrictions |
| Fractional ownership or management terms are under review | Aviation adviser, counsel, tax specialist and technical reviewer as needed | Whole-term cost model, agreement review and operational findings | Identifying cost allocation, capital and exit issues |
How should you choose and scope the adviser?
- Identify the individual doing the work and their experience with this exact decision type.
- Request a redacted example of the intended deliverable and relevant references.
- Agree a fixed or capped fee where practical, turnaround, assumptions and exclusions.
- Ask about supplier commissions, referral fees, ownership interests and other remuneration.
- Require source-linked findings and an editable output usable with your incumbent supplier.
- Define who may contact suppliers, negotiate, sign or authorise payments.
- Agree secure handling, access, retention and deletion of documents.
- Require the adviser to distinguish commercial analysis from legal, insurance, tax and operational opinions.
A separate adviser may be unnecessary when the mission is straightforward, evidence is complete and existing procurement, flight-department and legal resources can resolve the decision. For a first engagement, buy the smallest useful review and assess the output before expanding the scope.
What should aircraft owners add?
For a management review, request the agreement, budgets, invoices, flight logs and charter statements. Your recommended review checklist should cover management-fee inclusions, pass-through mark-ups, maintenance approval thresholds, charter deductions, owner priority, supplemental lift and termination assistance.
Do not combine owner operations and third-party charter into one unexplained operating model. NBAA’s operating and leasing guide distinguishes owner Part 91 operations from the air carrier’s Part 135 operations and the associated support-service arrangements. (nbaa.org)