Author name: Aviation World

Drawing on European Business Aviation Association data and practical travel scenarios, Luca Zinnemann, Team Leader, Private & Commercial Jets DACH at Chapman Freeborn, examines why companies are increasingly evaluating private aviation not only in terms of comfort, but also as a time-management and logistics solution. The article explores the value of regional airport access, multi-stop itineraries and greater control over door-to-door journey times A meeting lasting just a few hours can sometimes require two days of travel. A limited flight schedule may mean leaving the previous evening, connecting through a major hub or completing a long ground transfer after landing. For business travellers, these additional hours can carry a cost that extends well beyond accommodation and airfare. This is changing how some companies assess private aviation. Comfort, privacy and exclusivity remain relevant, but the most valuable benefit may be something less visible: greater control over time. According to the European Business Aviation Association, business aviation serves more than 1,500 airports across Europe, around 1,000 of which have no scheduled airline service. The association estimates that business aviation passengers save an average of 127 minutes compared with the fastest available commercial alternative. The actual impact, however, is not measured by flight time alone. Time is measured from door to door When comparing private and scheduled aviation, the complete journey matters. A scheduled flight may reach the right country or nearest major city while still leaving several hours of onward travel. Connections, airport waiting times and overnight stays can turn a relatively short appointment into several days away from the business. The calculation becomes more significant when several employees are travelling together. In addition to the airfare, a company may need to consider accommodation, ground transport, lost working hours and the commercial consequences of arriving late. Luca Zinnemann, Team Leader, Private & Commercial Jets DACH at Chapman Freeborn, says this is gradually reflected in client priorities. “We increasingly see clients using private aviation primarily as a time management and logistics tool rather than for luxury or status,” he says. “Typical priorities include avoiding overnight stays, reaching regional airports closer to the final destination, combining several meetings in one day and having greater control over fixed arrival and departure times.” Regional access can change the entire itinerary Europe’s network of regional airports can make an important difference when meetings, manufacturing sites or project locations sit outside major cities. Where aircraft suitability, airport operating hours and local requirements allow, a charter can often operate closer to the final destination. This can reduce ground travel and make combinations of locations possible that would be difficult to accommodate using scheduled services. Zinnemann gives a representative example of how regional access can reshape a complex itinerary: “A typical example would be a team of around six passengers travelling to three regional destinations in Central and Eastern Europe over approximately two days. With scheduled airlines, the itinerary would have required connecting flights, longer transfers and potentially an additional overnight stay. The charter allowed the aircraft to remain with the group throughout the itinerary and operate according to the meeting schedule.” The value came not simply from flying privately, but from completing several appointments within a limited period and reducing the risk of one delayed connection affecting the remainder of the schedule. When arriving late has a commercial cost  Time becomes particularly valuable when a journey is linked to a customer meeting, site visit or operational deadline that cannot easily be moved. In another scenario, a team of around five passengers needed to reach a regional destination in the morning. The available commercial options required either a connecting flight or travel on the previous evening. A charter allowed the team to arrive in time for the meeting and return on the same day. “In such cases, the benefit is not simply convenience,” Zinnemann says. “Missing the meeting could mean losing a customer opportunity, delaying a project or requiring the entire team to repeat the journey.” The value of an hour therefore varies according to the purpose of the trip. A delay may have limited consequences for a flexible itinerary, but it can carry a much higher cost when a negotiation, project or customer relationship is involved. For some travellers, privacy adds another consideration. A team may need to review confidential information or prepare for a meeting during the journey. In these cases, productive travel time can form part of the wider value of the itinerary. A practical choice, not a universal solution Private aviation is not automatically the right option whenever time is limited. Scheduled services will usually remain the more practical and economical choice between well connected cities with frequent direct flights. The case for a charter becomes more relevant when regional access, multiple stops, several passengers or a fixed arrival deadline make the complete journey difficult to manage through scheduled services. This reflects a broader evolution in the meaning of luxury within private aviation. In the right circumstances, its most valuable benefit is not the aircraft itself, but greater control over time and what that time makes possible. (Views expressed are of the author) 

By Sandra Diaso,Head of Human Resources at KlasJet The reasons professionals are attracted to a career in aviation, while varied, are probably not that surprising. It is a sector brimming with dynamism and energy, promising international exposure, technology, travel, responsibility, and being part of something bigger than your individual role. A more complex question is this: why do professionals stay in aviation? It is a question that Sandra Diaso is well qualified to address. Starting out as a civil engineer, she has taken on various roles, including Training Manager, Crew Resources Specialist, and HR Business Partner. At present, she is Head of Human Resources at KlasJet, a private charter and ACMI operator. To anyone considering a career in aviation, Diaso’s advice is simple. “I would say: give aviation that first year everyone talks about. Just be careful, because it might turn into a career for life.” According to Diaso, multiple factors contribute to aviation becoming a life-long vocation. It offers opportunities beyond the ones we typically associate with the sector, and switching departments and roles is common. Careers can progress in a variety of ways beyond simply linear promotions – professionals learn new skills, work on new projects, and switch locations. And aviation companies are proactively working to ensure employees can keep on growing. Careers beyond technical and operational roles When we think of aviation careers, our minds inevitably turn to technical and operational roles – pilots, cabin crew and engineers. And there are certainly huge career opportunities in these roles, with Boeing forecasting that more than 2.4 million professionals will be needed in the next 20 years. But they cannot do their jobs without a wide range of supporting functions, from IT and finance, to HR and legal. “What’s really fascinating is that you don’t have to be a pilot or an engineer to carve out a career in aviation,” Diaso shares. “Airlines, private charter and ACMI operators, MRO providers, ground handlers, and other aviation companies are always on the lookout for talent in HR, finance, IT, commercial, legal, operations, and many other functions. Without these functions, the industry simply won’t function. And indeed, as millions more technical and operational professionals are hired, the importance of supporting functions is only going to increase.” Shifting departments is the norm in aviation One reason why careers in aviation often develop into lifelong journeys is that shifting departments is common. “Aviation is extremely interconnected,” Diaso says. “No department really operates in isolation. Operations, crew, maintenance, commercial, HR, finance, safety, and compliance constantly cross paths, so people naturally get exposure to areas far beyond their own job description. I think this creates curiosity. You start in one role, but through daily work you begin to understand another part of the business, meet the people behind it, and sometimes discover that your skills could be valuable there too.” In some cases, professionals switch lanes entirely, and Diaso counts this among the most interesting things about the aviation industry. “I find it remarkable how a ticketing agent can evolve into a compliance specialist, or how a cabin crew member might find themselves in HR. This trend is especially noticeable in larger aviation groups, which often combine everything from charter services, wet leasing and maintenance to ground handling, staffing, and training all in one place,” she explains. Career growth in aviation isn’t a straight line The interconnected character of the aviation industry opens up a multitude of internal opportunities for individuals to progress their careers. Crucially, this career growth is multi-faceted, and far more complex than simply promotions up a corporate ladder. “I don’t think there is a single answer anymore to the question of what career growth actually looks like inside aviation today. And that is actually an important change,” Diaso explains. Her own journey encompassed six different roles, ranging from civil engineering, through training and crew resources, to HR leadership. It perfectly illustrates the kind of winding path she describes. “Career growth does not necessarily mean promotion or a more prestigious title. For some people, it means taking on a leadership role, while for others it’s about gaining additional expertise, joining a new project, moving between different areas within aviation, or gaining international experience. In aviation, careers are rarely linear, and I see that as a strength of the industry, with learning and development underneath all of these opportunities,” Diaso comments. Proactively keeping employees in love with aviation “Aviation can attract people with its energy. Building an environment where they can grow is what turns that attraction into a career,” argues Diaso. In order to build this environment, it is up to aviation companies to proactively focus on employee welfare and growth. “The pace is high, responsibility is real, and change is constant. That can be exciting for a few years, but for someone to build a long-term career, there needs to be something beyond the excitement: opportunities to develop, take on bigger challenges, move between roles or markets, and feel that their experience is actually taking them somewhere,” adds Diaso. This is not necessarily straightforward in a context where today’s employees have a different set of priorities. “People’s expectations have demonstrably changed,” comments Diaso. “If we look back five or ten years, a solid salary, job stability, and a clear role might have sufficed. But today, people are demanding a lot more from their employers. They want flexibility, transparency, opportunities for growth, and a real say in what happens. Employees are eager to understand not just their tasks, but also the rationale behind decisions and the company’s future direction, and they’re much more open to questioning leadership, company culture, and traditional ways of doing things.” “I also notice a growing demand for personalized treatment,” she goes on. “People don’t want to be just a name on a roster. They expect leaders to recognize that various career stages and life circumstances call for different approaches.” This means that loyalty is no longer a given, but instead is something companies must consistently earn. To