WEBVTT - Flexjet CEO Mike Silvestro Talks Private Aviation

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>Tomorrow, Carol, I'm going to do what millions of other

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<v Speaker 2>people are going to be doing. Lucky you are going

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<v Speaker 2>to wake up in the middle of the night. I'm

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<v Speaker 2>going to struggle to install some car seats in the

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<v Speaker 2>uber to get to the airport at four am. Fly

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<v Speaker 2>with the entire family somewhere for the holidays. In my case,

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<v Speaker 2>we're have a little layover in Denver before we make

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<v Speaker 2>our way to a much warmer part of the country.

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<v Speaker 3>No complaints, but you're crossing your fingers that everything goes well.

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<v Speaker 2>Crossing my fingers that everything goes well. I'm not alone.

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<v Speaker 2>The trade group Airlines for America says that a record

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<v Speaker 2>fifty four million passengers will fly on airlines in the

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<v Speaker 2>US between December nineteenth and January sixth. You know it

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<v Speaker 2>would be nicer than doing that, Uh yeah, flying on

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<v Speaker 2>a private jet.

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<v Speaker 4>Well, we've got a perfect person to ask about that.

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<v Speaker 4>Michael Silvestro is chief executive officer of the fractional private

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<v Speaker 4>jet firm flex Jet. They own and operate and maintain

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<v Speaker 4>some three hundred aircraft, and he joins us here in

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<v Speaker 4>our Bloomberg Interactive Broker studio. He's also a former football player,

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<v Speaker 4>which is really kind of cool.

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<v Speaker 5>Yes, good, good, good research for you.

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<v Speaker 3>Really impressed tonight, Gars, exactly. Welcome, welcome, How are you?

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<v Speaker 5>Thank you, thank you for having me. I'm great, thank.

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<v Speaker 3>You, well, it's great to have you here.

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<v Speaker 4>We have spent a lot of time talking about private

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<v Speaker 4>aviation over the last I want to say, especially kind

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<v Speaker 4>of the pandemic.

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<v Speaker 3>It just felt like all of a sudden it took off.

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<v Speaker 4>Nobody wanted to be Those who could afford it would

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<v Speaker 4>tap into it in a big way and really saw

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<v Speaker 4>it take off.

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<v Speaker 3>Tell us where we are in this marketplace right now.

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<v Speaker 1>So just like everyone else, that pandemic brought travel to

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<v Speaker 1>a halt. But coming out of the pandemic, we've seen

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<v Speaker 1>a couple of macro trends. First of all, people who

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<v Speaker 1>had the ability financial wherewithal to fly privately before the

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<v Speaker 1>pandemic who chose not to are all in now convenience.

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<v Speaker 3>They started it and they've stayed with it.

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<v Speaker 5>Absolutely.

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<v Speaker 1>Our retention rates of those that have come in after

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<v Speaker 1>COVID are running ninety seven ninety eight percent. So if

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<v Speaker 1>you have a sense just to give your sets of metrics,

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<v Speaker 1>we were on a very very strong run pre COVID

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<v Speaker 1>coming out of the pandemic. Like if you look at

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<v Speaker 1>our book of business today from where we were five

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<v Speaker 1>years ago, it's up sixty percent. Wow.

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<v Speaker 2>When do we talk who is flying? I know, democrats.

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<v Speaker 2>Demographics have shifted quite a bit for you guys in

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<v Speaker 2>recent years. You're seeing more and more young people. Yeah,

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<v Speaker 2>now become part of the program. People in their forties.

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<v Speaker 2>What's the demographic looking mind.

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<v Speaker 1>Yeah, timm so coming the last The macro trend is younger, bigger,

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<v Speaker 1>and longer. So a generation ago, a man or a

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<v Speaker 1>woman would wait till maybe late fifties sixties to start

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<v Speaker 1>flying privately. Today young men and women in their forties

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<v Speaker 1>are all in. Secondly, they're not starting with small airplanes,

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<v Speaker 1>you know, they're not starting small and moving their way

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<v Speaker 1>up the food chain. They're in on mid supermd and

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<v Speaker 1>heavy jets, and they're going all over the world. So

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<v Speaker 1>the number of transatlantic crossings we did this summer to

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<v Speaker 1>Europe were unbelievable. So people are just going everywhere.

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<v Speaker 4>Remind us and our pursuits team often taps into this,

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<v Speaker 4>but remind us kind of the financials in order to

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<v Speaker 4>do to be a customer on one of your jets.

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<v Speaker 1>Sure, well, depends upon it really all depends upon your missions,

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<v Speaker 1>which can be easily defined as where do you go

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<v Speaker 1>off and with how many people, and that kind of

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<v Speaker 1>helps us create a profile of you and what airplane

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<v Speaker 1>and services would best serve your missions. So you know,

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<v Speaker 1>if you take a mid sized airplane a preet Er

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<v Speaker 1>five hundred for member air for instance, for us, the

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<v Speaker 1>buy in on a whole aircraft basis is about twenty

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<v Speaker 1>million dollars, So you end up saying, hey, I want

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<v Speaker 1>to fly one hundred hours a year, So that's about

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<v Speaker 1>a two and a half million dollar check, and then

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<v Speaker 1>your management fee and then your hourly rates roll up

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<v Speaker 1>to for one hundred hours, you're talking about not quite

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<v Speaker 1>a million dollars a year an operating costs.

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<v Speaker 2>So when you say fractional jet, you're actually owning a

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<v Speaker 2>piece of the jet. Yeah, you know, Timo's that's different

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<v Speaker 2>than other firms.

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<v Speaker 1>It is, and the model for us is is that

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<v Speaker 1>we own and operate over three hundred airplanes. But when

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<v Speaker 1>you buy a ship, you're actually purchasing an undivided interest

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<v Speaker 1>of a serial numbered aircraft that is part of our fleet.

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<v Speaker 1>So as an individual owner. You can depreciate it, you

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<v Speaker 1>can finance it, but then you allow other flexjet owners

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<v Speaker 1>to fly on your plane and vice versa. So the

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<v Speaker 1>master Interchange agreement allows the operating metrics to work.

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<v Speaker 2>So let's go with that. With that embryer two and

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<v Speaker 2>a half million dollars buy in, and then operating costs

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<v Speaker 2>that are associated with it, what are those typically?

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<v Speaker 1>Usually well, for one hundred hours a year, it's you know,

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<v Speaker 1>by the time you do a management fee in an

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<v Speaker 1>hourly rate, it ends up to be about eight to

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<v Speaker 1>nine thousand dollars an hour.

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<v Speaker 2>So to make this it's you know, it's some people

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<v Speaker 2>would say it's it's hard to make it worth it.

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<v Speaker 2>You know, no matter how much you fly, it's about convenience,

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<v Speaker 2>it's about comfort. It's about time not spent at you know,

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<v Speaker 2>Newark Airport, yeah or whatever. Who's the typical profile in

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<v Speaker 2>terms of like net worth that that make this choice.

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<v Speaker 1>Yeah, So there's really two i'd say major constitution tints

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<v Speaker 1>that fly ultra high networth individuals that are using it

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<v Speaker 1>for a combination of business and pleasure.

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<v Speaker 2>These are people thirty million dollars and above. Typically networks

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<v Speaker 2>think network that's a good benchmark. And then what we've

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<v Speaker 2>seen recently is a lot of corporate flight departments are

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<v Speaker 2>using fractional flexjet to supplement their own airplanes. So they're

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<v Speaker 2>not going away. People are still going to have aircraft

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<v Speaker 2>in their flight department, but rather than buying the fifth

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<v Speaker 2>or sixth or seventh one, it's a smarter way to

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<v Speaker 2>deploy capital where you just engage in a fractional share

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<v Speaker 2>in addition to the airplanes that you fly yourselves.

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<v Speaker 3>All right, so who's using your jet card?

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<v Speaker 5>The jet card?

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<v Speaker 1>So we have a very robust business that we own

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<v Speaker 1>in the family of companies called Cention Jet. So you

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<v Speaker 1>buy a block of twenty five hours, it's like a

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<v Speaker 1>big gift card in the sky. And so and you

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<v Speaker 1>buy them in a category of an airplane, not necessarily

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<v Speaker 1>a specific aircraft type. So that would just be for

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<v Speaker 1>someone who's an occasional user. That would average only about

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<v Speaker 1>twenty to twenty five hours a year.

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<v Speaker 3>Okay, so not too much.

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<v Speaker 2>And would you see but would you see it? The

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<v Speaker 2>person the profile of that person is not an ultra

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<v Speaker 2>high net worth individual. Maybe they have many millions of dollars,

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<v Speaker 2>but they're not actually buying a two and a half

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<v Speaker 2>million dollars share right in an aircraft.

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<v Speaker 1>They would be I would give you two examples. The

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<v Speaker 1>difference would be perhaps they don't have the financial wherewithal

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<v Speaker 1>or the net worth that a fractional customer would, But

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<v Speaker 1>they might and they would just only buy a jet

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<v Speaker 1>card because of their frequency of use. So you could

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<v Speaker 1>be very, very wealthy. But you just hey, I have

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<v Speaker 1>two or three trips a year, so it's not worth

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<v Speaker 1>me investing in a fractional share and make that commitment.

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<v Speaker 5>You just do a jet guard.

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<v Speaker 3>What's the biggest business for you, guys? Where do you

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<v Speaker 3>make the most money?

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<v Speaker 1>Oh, fractional so flexjets model, which is very you know,

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<v Speaker 1>there's all these ways.

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<v Speaker 5>To get on board.

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<v Speaker 1>But the beauty of the fractional model is our recurring revenue.

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<v Speaker 1>So once you're in the family, once you've bought or

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<v Speaker 1>leashed your share, you're paying a management fee. Just like

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<v Speaker 1>belonging to a country club, whether you go for dinner

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<v Speaker 1>or play golf, you still expect a level of service

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<v Speaker 1>when you show up. You want the greens mode, You

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<v Speaker 1>want a wonderful menu. Same thing for us to deploy

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<v Speaker 1>and to have on the ready three hundred airplanes around

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<v Speaker 1>the world. That takes a significant infrastructure.

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<v Speaker 3>It also takes pilots.

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<v Speaker 4>And one of the things that we've talked about a

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<v Speaker 4>lot I feel like tim with people in the aviation

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<v Speaker 4>industry is the.

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<v Speaker 3>Shortage of pilots. How are you dealing with that? And

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<v Speaker 3>tell us what color you can give us?

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<v Speaker 1>All, Well, that's a wonderful question. I would tell you that.

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<v Speaker 1>One of the things I'm the most proud of is

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<v Speaker 1>that the Flexjet pilots on their own voted they when

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<v Speaker 1>we bought the business, they were unionized, and they voted

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<v Speaker 1>to have an at WEILL relationship with senior management as

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<v Speaker 1>opposed to being represented by a union. So we have

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<v Speaker 1>from the get go. Well that was about six or

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<v Speaker 1>seven years ago. Okay, so we have a wonderful relationship

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<v Speaker 1>with our pilots.

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<v Speaker 5>A couple things.

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<v Speaker 1>Number One, we are committed to having the highest paid

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<v Speaker 1>pilots in the sky.

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<v Speaker 5>We also have.

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<v Speaker 1>We're very we really try to operate on a familial

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<v Speaker 1>culture and so we end up treating people with great

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<v Speaker 1>respect and care and we just we just we just

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<v Speaker 1>we just know how to treat people.

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<v Speaker 2>Where do your pilots come from?

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<v Speaker 5>All over them? A lot out of the military.

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<v Speaker 2>So those are on the younger side. Do you have

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<v Speaker 2>folks who retired from the big airlines?

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<v Speaker 5>We do, not a lot, but you know, because.

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<v Speaker 2>There's mandatary sixty five.

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<v Speaker 1>So I just flew with a guy that had been

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<v Speaker 1>with us less than a year. He was sixty six

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<v Speaker 1>years old, incredibly fit and competent, and so we're happy

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<v Speaker 1>to have them.

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<v Speaker 3>Is it hard to find them though? That's what I

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<v Speaker 3>just kind of go next to the defanse apply.

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<v Speaker 5>Well, here's something else we did.

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<v Speaker 1>You know, we were noticing what our attrition rates were,

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<v Speaker 1>and we noticed a couple of years ago. Because one

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<v Speaker 1>of the things that speaks to our culture is we

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<v Speaker 1>don't have a train contract, so we take you at

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<v Speaker 1>your word. So if you apply and get accepted as

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<v Speaker 1>a job as a pilot for Flexjet, we don't we

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<v Speaker 1>train you. We invest them money in you, and you

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<v Speaker 1>are not obligated at all.

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<v Speaker 5>There's no there's no.

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<v Speaker 1>Payback in case you leave us. So a lot of

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<v Speaker 1>people were negatively profiling in US, coming, getting trained, and

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<v Speaker 1>then leaving after about two years or so. So one

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<v Speaker 1>of the counter intuitive things we did was we raised

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<v Speaker 1>our minimums.

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<v Speaker 5>So while everybody was in.

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<v Speaker 1>The face of a pilot shortage, you would think, well,

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<v Speaker 1>you'd lower your minimum.

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<v Speaker 2>Tract more people.

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<v Speaker 5>We would raised ours.

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<v Speaker 1>To three thousand hours as a minimum.

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<v Speaker 2>So that's what you need to have under your belt

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<v Speaker 2>in order to become.

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<v Speaker 5>A flexjet pilot.

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<v Speaker 1>Only fifteen hundred hours, so twice as much as what

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<v Speaker 1>the industry calls for and what we have attracted in

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<v Speaker 1>the last two or three years since we've done this

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<v Speaker 1>is someone who's more career minded that they want to

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<v Speaker 1>come to Flexjet because they appreciate the culture, the compensation,

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<v Speaker 1>the work rules, the environment, and our retention rates had plummeted.

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<v Speaker 2>Where were they going when they were leaving to the airlines.

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<v Speaker 2>What do you find when somebody who owns a fraction

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<v Speaker 2>of a jet wants to use that jet, but then

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<v Speaker 2>somebody else is using it.

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<v Speaker 5>Well, that's the beauty of the model. That's not their problem,

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<v Speaker 5>that's my problem.

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<v Speaker 3>Does it happen a lot?

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<v Speaker 1>No, No, we end up having this the model. So

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<v Speaker 1>we as a company, we own about twenty percent of

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<v Speaker 1>our fleet ourselves.

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<v Speaker 5>It's called core.

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<v Speaker 1>Fleet, so we don't commit out about one out of

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<v Speaker 1>every five planes, and that's what we need to avoid.

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<v Speaker 4>What you just asked me, can you use data AI

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<v Speaker 4>or something to help you figure out kind of what

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<v Speaker 4>we're just curious.

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<v Speaker 1>Yeah, you know, we're still We have a very sophisticated

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<v Speaker 1>scheduling program that we created ourselves, but then we also

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<v Speaker 1>add very experienced schedulers that look at the board and

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<v Speaker 1>say how we move things around to make sure that

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<v Speaker 1>we take care of our customers.

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<v Speaker 3>I can only imagine there must be like a room.

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<v Speaker 5>How it is so Actually, no, it is a room.

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<v Speaker 1>It's a beautiful, brand new, just year old global command

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<v Speaker 1>center that we built in Cleveland, Ohio, which is our

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<v Speaker 1>headquarters where we have visibility into our entire fleet around

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<v Speaker 1>the world.

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<v Speaker 3>Pretty cool stuff. Mike, thank you so much.

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<v Speaker 1>Thank you for having me very much, very Christmas.

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<v Speaker 5>To both here.

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<v Speaker 3>Yeah, look forward to talking again in the new year.

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<v Speaker 5>Thank you.

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<v Speaker 3>Mike Selvestro, Chief Executive Officer.

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<v Speaker 4>A flex jet joining us right here at our Bloomberg

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<v Speaker 4>Interactive Brokers studio