Vinod Singel’s Quarter-Century in Building: The Powerhouse in Aviation Consulting

Twenty-five years ago, when business aviation in India was a niche domain for a select few, Vinod Singel envisioned the need for a dedicated aviation consultancy—a then-unheard-of concept. Today, he is the driving force behind the acquisition, induction, and sale of over 68 aircraft. In this exclusive interview with Vishal Kashyap, Managing Editor of Aviation World, Mr. Singel, the visionary Managing Director of AeroSource International Pvt. Ltd., reflects on his remarkable journey, his company’s expansive market reach, and the mantras behind his enduring success. Read on for the excerpts.

Q: Congratulation to you on the Silver Jubilee of AeroSource. How do you feel achieving this milestone?

A: Thank you. Standing here, thinking about the last twenty-five years, it’s an incredible feeling. I remember when we started, the idea of aviation consulting was almost unheard of. Back then, selling just one plane was a huge deal. To see what AeroSource has grown into today, and the role we’ve played in shaping this industry… that’s what I’m most proud of. This anniversary is a celebration of how far we’ve soared, together.

Q: You are one of the seasoned aviation professionals in the business aviation in India? We would like to know a bit about your journey?

A: My journey didn’t start with a business plan, but with an overnight decision to just go out and serve customers. A few of my clients encouraged me to start on my own. Once I actually took the plunge, the reality of building a business from scratch set in. First few months were humbling, to say the least. When that first real project came through, it provided the essential capital to operate and, more importantly, validated the business model, giving me the assurance to move forward with full commitment.

Q: What are the verticals that AeroSource deals into? Also, do you have global presence as well?

A: At heart, we are aviation consultants. Our reputation was built on our deep expertise in buying and selling aircraft, it’s the core of what we do, and it’s where we consistently deliver the greatest value to our clients. We quickly realised that to do that job properly, we couldn’t just be brokers on the sidelines, we decided to become true consultants, hand-holding clients through the entire acquisition including the regulatory permissions and compliances. In fact, we were so committed to this that we opened a liaison office in Delhi specifically to navigate those statutory bodies linked with the aircraft import process. It was the best decision we made.

This foundation naturally led to our second business line – Operations & Management. We recognized that for many of our clients, besides owning the asset they desired a seamless, hassle-free day-to-day Operations, maintenance, crew management etc. We, therefore, evolved to offer comprehensive asset management services, providing the ultimate peace of mind by managing day-to-day operational complexities.
We also established key partnerships with leading manufacturers like Bombardier and Piaggio. This allows us to offer a select range of aircraft, with local presence. While our roots are firmly in India, our reach is global, with a network of partners and clients that makes AeroSource Group, an international player.

Q: What’s the first deal that you always cherish about?

A: If I were to point to one deal that defined our early journey, it would be our first comprehensive assignment by the prestigious TVS Group. When I look back on that journey, right from identifying the aircraft, to negotiations and more interestingly navigating DGCA, finance and customs processes, it was the ultimate ordeal. Handling that entire project as a single-man army, was a trial by fire. It taught us more than any business plan ever could. By closing that deal, successfully, we knew our model wasn’t just a theory; it actually worked. Thinking back on it still gives me a real sense of pride.

Q: Till date, how many aircraft acquisitions being done under your leadership? Also, any particular type of acquisition that is your favourite one?

A: To date, we’ve successfully managed the acquisition, induction and sale of 68 aircraft. A major shift occurred around 2006, as we saw India’s corporate ambitions take flight, translating into a rising demand for mid to long-range business jets that could connect the country to the world. While we deeply respect the engineering of all the brands we work with, our primary commitment isn’t to a manufacturer—it’s the process. Our mission is a seamless induction, delivering an asset to our clients that is fully compliant to Indian and foreign regulations.

This focus is our proudest achievement of a flawless record where not even one aircraft that we managed has ever been grounded upon arrival in India by DGCA, Customs, or any other regulatory body. For our clients, that’s more than a statistic; it’s the guarantee of a smooth and uninterrupted operation.

Q: What are the factors that you believe has played a key role in your success?

A: We believe our success comes from a core decision we made early on: to build a fully integrated, in-house team. While many in our field out source key functions, we’ve invested in bringing every critical step from technical inspection to regulatory compliance under one roof. This means there are no third-party gaps or excuses. When our clients engage us, they get a single, dedicated team accountable for the entire project. It’s a significant investment, but this is the non-negotiable cost of control. It ensures that our clients receive our undiluted expertise, our direct oversight, and our absolute accountability from start to finish.

Q: What has been the most challenging phase of your professional life that you would like to share with the industry? Also, how you overcome that?

A: You know, one of the biggest professional challenges we ever faced was also one of the best things that happened to us. It was when the DGCA rolled out the eGCA platform, moving everything from paper to digital. It was one of the most challenging, yet ultimately most rewarding, phases of our professional journey. We were so used to the old way of doing things the paper files, the in-person submissions. Suddenly, we had to learn a whole new system, and it really tested our team’s adaptability.

But pretty quickly, we saw the bigger picture. We realized this wasn’t just a new rule to follow; it was a game-changer. The DGCA was really pushing the entire industry forward. So, we decided to lean in. We stopped complaining and started learning. We had team huddles to figure out the new portal together, and we turned it into a mission to get everyone comfortable and confident. We praised the move internally, focusing on the “why” behind it.

Looking back now, the difference is night and day. That initial stress was totally worth it. The eGCA system has made life so much simpler for everyone. Our clients love being able to track their applications online in real-time, and our team doesn’t waste time chasing paper. What felt like a huge challenge at the time taught us a powerful lesson: embracing change with a positive attitude can turn a difficult transition into a major win for everyone.

Q: What’s your observation on the Indian Business Aviation sector?

A: The Indian business aviation sector is on the cusp of a major breakout. The most significant change is a fundamental shift in perception. Top executives and entrepreneurs no longer see a private jet as just a status symbol; they see it as a practical tool for maximizing productivity in a vast country.

The government’s infrastructure push is a great start, but the supporting ecosystem hasn’t kept pace. We have new airports, but we desperately need FBOs (Private terminals), reliable MRO services, and better facilities at tier-2 and tire-3 Cities. A concrete example is the severe lack of night parking outside major hubs. It’s a huge operational headache and cost driver, often forcing aircraft to reposition empty just for a place to park.

So, while the demand and the intent are clearly there, the next few years will be about bridging this infrastructure gap.

Q: What’s the projected numbers of intake of new aircraft including both fixed wing and rotors in India?

A: The momentum is undeniable. While industry reports celebrated the landmark induction of over 30 aircraft in 2023 “a record year” our current trajectory suggests that 2024 and 2025 have already set a new, higher benchmark, a direct reflection of India’s economic ascent.

Fuelled by the robust growth of our economy, we project a steady-state intake of 35 to 40 new aircraft annually in the near term, a healthy blend of fixed-wing and rotary. But this is merely the foundation. The true explosion in demand will be unlocked when we solve the critical infrastructure trifecta: streamlining customs, resolving the night parking dilemma, and establishing a robust network of FBOs and MROs. Once these foundational elements are established, this number will do more than grow; it will surge, finally capturing the true scale of India’s promise. I recently came across a striking projection from an industry forum that India is on track for 1,000 billionaires by 2030. Even if the exact number is speculative, the direction is clear, and it points to a tremendous opportunity for Business Aviation.

Q: Do you think, GIFT city has eased out the aircraft leasing process in India? Or still it’s at a nascent stage?

A: For business aviation, GIFT City is still very much in its early days. The framework is a fantastic step forward, but right now, it’s primarily for the airline industry—high-volume, standardized deals.For it to truly ease our process, we need the major international business aviation lessors to set up shops in GIFT City. We need them to offer products and structures that fit our world: smaller fleets, different risk models, and more flexible terms for corporate users and charter operators.So, while the potential is huge, the practical, on-the-ground reality for us hasn’t changed yet.

Q: What’s the future plan of action for AeroSource?

A: Our focus for AeroSource is straightforward: we’re building on our legacy while aggressively adapting to the modern market. A key part of that is strengthening our sales engine.

That’s why we appointed Aditya Singhal as President of Sales & Marketing with a team of young professionals. His mandate is to inject new energy, modernize our outreach, and drive growth with a fresh perspective.

Crucially, this new drive is anchored by Maria Xavier’s deep experience. For over a decade, she has been the backbone of our client relations and sales support. This partnership between new ideas and proven wisdom is exactly how we’ll win in the current landscape. I’m incredibly excited to see this team in action.”

Q: Any message for today’s entrepreneur?

A: To today’s entrepreneur, My message is built on a principle I’ve seen proven time and again: in an era obsessed with disruptive tactics and viral growth, the most powerful and enduring strategy is the deliberate cultivation of trust.

You’re competing in a global marketplace, pressured by investors and algorithms to prioritize speed and scale. It’s easy to get swept into chasing shortcuts. But I would argue that your primary focus should be on building a foundation of integrity so solid that it becomes your brand’s cornerstone. This isn’t a soft skill; it’s a strategic one. Here’s what this looks like in practice (i) Prioritize the Long-Term Relationship over the Short-Term Win. (ii) Be a Partner, Not Just a Vendor. (iii) Embrace Radical Transparency. This philosophy is what transforms a transaction into a legacy.

While a clever strategy might get you your first ten customers, it is the legacy of trust—the reputation of being reliable, honest, and genuinely committed—that will get you your next thousand and carry you through the inevitable challenges every business faces.

So, build with ambition, but ground that ambition in integrity. That is the foundation of not just a successful company, but a respected and resilient one.