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Viewpoints- Editorial opinions


Transparency of aircraft brokers and dealers is key to finding the best business aircraft in the market

PhilPhil Winters
IADA Chair & Western Aircraft VP of Aircraft Sales and Charter Management

Because readers of Professional Pilot magazine are crucial in selecting the best sales consultants to help them buy and sell airplanes, this message is especially relevant to them. This year, the International Aircraft Dealers Association (IADA) is marking its 5th anniversary. Since 2018, when it changed its name from the National Aircraft Resale Association and became an international organization, IADA has focused on becoming the world’s leader in transparent aircraft resale transactions.

IADA’s dealers handle 50% of preowned business aircraft sales, averaging 1300 deals and $11.8 billion in sales annually.

And it has done so by implementing strict dealer/broker requirements and accreditation/certification standards, creating an exclusive bulletproof listing of airplanes really for sale (no phantoms or bait-and-switch tactics), and growing the international footprint of its members who are committed to ethical airplane sales wherever they are located.

The vision conceived 5 years ago for IADA has become a reality. The association has survived the financial crisis of a worldwide pandemic and has grown on the strengths and tremendous advantages and value of business aircraft to a recovering economy.

Shortly after rebranding, IADA launched a comprehensive program to accredit its aircraft dealer members and certify its brokers. Implementing stringent requirements overseen by an independent entity was a significant step in the organization’s signature campaign to achieve ethical, transparent transactions for the benefit of aircraft buyers and sellers.

Among the positives over the past 5 years is the expanding strength of its international footprint. While most of its IADA-accredited dealers were already doing business around the world, over the past 5 years the organization has added dealers located in Africa, Germany, Switzerland, the United Kingdom, and the United Arab Emirates.

Today, 97% of IADA dealers do business in North America, 66% of dealers operate in Europe, 58% are active in Latin America and the Caribbean, 45% do business in Asia and the Pacific region, 39% work in the Middle East, and 41% in Africa.

Major business aircraft manufacturers are also members of IADA, including Airbus Corporate Jets, Boeing Business Jets, Bombardier, Dassault, Embraer, Gulfstream, Honda Aircraft Company, and Textron Aviation.

Less than 6 months after becoming IADA, it launched AircraftExchange with a newly developed website called aircraftexchange.com, which enabled an unprecedented aircraft search portal. This new portal has made it easier and quicker for aircraft sellers and buyers to get together to find and sell business aircraft.

AircraftExchange has become the search tool to find the best aircraft from trusted dealers. IADA vets each listing on aircraftexchange.com to ensure it is offered exclusively by its members, and verifies the legitimacy of every listing through close examination of serial numbers and identifying marks.

Only IADA-accredited dealers can facilitate sales. When choosing a dealer/broker to handle buying or selling aircraft, it is best to look for a knowledgeable professional who is committed to transparency and ethical dealing.

Attracting new talent to the aviation industry

HogervorstJainita Hogervorst
Director of Aerviva Aviation Consultancy

The job landscape has changed tremendously with the rise of 2 generations – Millennials and Generation Z. It’s critical to comprehend the subtle differences between these 2 groups and the recruiting distinctions between them in the hiring process as the aviation sector works to attract and keep top talent.

Digital pioneers versus digital natives

academyBorn between 1997 and 2012, Gen Z is frequently referred to as the first generation that truly grew up in the digital age. They are extremely tech-savvy because they were raised in a technologically advanced environment. In contrast to 92% of Millennials, 97% of Gen Z hold smartphones, according to research by VisionCritical. Their job search process is impacted significantly by this penchant for technology.

While this is not a big contrast, companies should use digital platforms and optimize application procedures for mobile devices, with video interviews and virtual reality experiences into the hiring process to engage Generation Z effectively.

Fast and direct messaging supports improved engagement and communication tactics to appeal to both generations, making sure to use a blend of email, messaging services, and in-person encounters during the hiring process. In recruiting both groups, look for candidates who have 3 traits – a good communicator who can adapt to the technical level of the audience, practical experience, and big-picture thinking while also keeping smaller details in mind.

Work values and ambition

The job values and professional aspirations of these 2 generations differ significantly from one another. Born between 1981 and 1996, Millennials are frequently described as those who seek meaning in life and a healthy work-to-life balance. In contrast, Gen Zs show a larger desire for career progression and financial security. As revealed by a Deloitte poll, 63% of Millennials versus 75% of Gen Z respondents expressed a desire to hold leadership positions within the next 5 years.

Although Millennials experienced the gig economy’s growth, they usually desire steady, full-time jobs. Meanwhile, Gen Z demonstrates entrepreneurial and autonomous desires. Certain sectors of the aviation industry can capitalize on this by promoting an innovative culture, allowing flexible work schedules, and offering chances for skill advancement and side projects.

The recruitment implication is that companies should highlight opportunities for growth and progression, emphasizing the possibility of leadership roles and financial benefits inside the company. To complement this desire, companies could, for example, test engineers’ knowledge of basic engineering principles, including data structures, algorithm analysis, and computer science fundamentals. Such assessments go beyond technical skills, providing insights into candidates’ behavioral attributes, personalities, motivations, and their potential cultural fit within the organization.

Inclusion, diversity, and social values

Both generations value diversity and inclusiveness, according to The Workforce Institute, with 77% of Gen Z and 74% of Millennials agreeing that innovation requires a diverse workforce. However, they place differing priorities on these issues. While Gen Z places a stronger priority on gender diversity, Millennials often place
more emphasis on cultural diversity.

Recruiting for the aviation industry should emphasize dedication to diversity and inclusion. Furthermore, the power to influence societal change among generations with strong moral convictions, such as Millennials and Gen Z, may make or break recruiting and retention attempts, since both groups have high expectations to make a positive
social impact. And because both groups are likely attracted to a strong brand image, this motivates competitiveness, attracting both passive and active engineer candidates, as well as general flight crew, and other aviation professionals.

Sustainability and environmental impact

Both Millennials and Gen Z are increasingly concerned about environmental issues, including the aviation industry’s carbon footprint. According to a survey by Accenture, 78% of Gen Z and 64% of Millennials agree that it is crucial for companies to take meaningful action on environmental issues. Moreover, according to Boeing, 61% of Millennials and 75% of Gen Z applicants indicate interest in sustainable aviation solutions. This interest can be linked specifically to compelling crafted job descriptions that captivate the curiosity and innovation of candidates.

To accommodate the unique interests and ideals of each group, recruiters must modify their techniques. Organizations may position themselves to recruit and retain the greatest personnel from both generations by understanding these distinctions and adapting their strategy accordingly, which in turn will ensure a varied and dynamic workforce for the future.