For Avelo Airlines COO Greg Baden, leading one of America’s newest airlines isn’t just a job–it’s a heartfelt passion for leadership, aviation, and making air travel accessible to all. 

While Avelo officially took to the skies in 2021, the Houston-based carrier’s story actually began way back in 1987. Long before the days of ULCCs (at least the modern iteration), a small carrier called Casino Express Airlines launched out of Elko, Nevada. Utilizing a small fleet of Boeing 737-200s, Casino Express ferried guests to and from the Red Lion Hotel and Casino in Elko.

Over the years, the airline evolved, rebranding as Xtra Airways in 2005 to reflect its expanded charter services, which included flights for sports teams, government agencies, and even presidential campaigns.

In 2018, aviation veteran Andrew Levy, former CFO of United Airlines and president of Allegiant Air, acquired Xtra Airways with a vision to transform it into a modern ULCC. Avelo Airlines officially launched in April 2021, starting operations out of Hollywood Burbank Airport (BUR) with three Boeing 737-800s and focusing on point-to-point flying to underserved markets.

Since then, the carrier has grown steadily, establishing an eastern hub at Tweed New Haven Airport (HVN) in Connecticut. In addition, Avelo operated several bases across the U.S., including Orlando International Airport (MCO), Raleigh-Durham International Airport (RDU), Charles M. Schulz Sonoma County Airport (STS) in California, and others.  

Avelo operates a growing fleet of 20 Boeing 737s, serves 50 destinations across 23 states and Puerto Rico, and has recently expanded into international markets, including Mexico and Jamaica, with plans to begin service to the Dominican Republic in February.

Today, Avelo COO Greg Baden oversees the intricate day-to-day operations that have helped the airline thrive in a highly competitive market. With decades of experience and a passion for creating meaningful connections through air travel, Greg is a driving force behind Avelo’s commitment to operational excellence, community engagement, and customer-focused service.

In this exclusive AvGeekery interview, he shares insights into the airline’s growth, challenges, and vision for the future.

A Lifelong Passion for the Aviation Industry

AvGeekery: Tell us about your background and a little bit about your aviation journey. 

Greg: People often ask what I did before aviation, and I always say, “I was in junior high!” My aviation journey began with ramp jobs for commuter airlines. Early on, I joined Northwest Orient, which later became Northwest. I was a key contributor during the merger between Delta and Northwest, helping integrate their certificates. After that, I stayed with Delta until I retired from there.

Retirement didn’t last long. I have a home in Las Vegas, where Allegiant is based, and that’s how I connected with Andrew Levy, our CEO, who at the time was Allegiant’s CEO. I worked with them for five years, transitioning their fleet from MD-80s to Airbus aircraft. Northwest had done a similar transition back in 1989, so it was a process I was familiar with. That’s when Andrew and I got to know each other well.

Andrew and I have always kept in touch. We’re good friends and think very similarly. He’s a brilliant, insightful leader—though I forgive him for being about 15 years younger than me!

I’ve truly experienced aviation from all sides. I’ve been the chief pilot for a major airline, a check line pilot for multiple aircraft types, and managing director of flying at Delta post-merger. Toward the end of my time there, I was a 747 captain and worked on numerous tech ops projects. My experience spans flightside operations to executive leadership.

All of those roles gave me a deep understanding of what it takes to deliver exceptional operational reliability. I’ve also developed a strong sense of what crew members need—not just pilots but everyone involved. At Avelo, we call everyone “crew members.” I think of us as the largest sports team out there. That team mindset is essential to our success.

After retiring (again!), Andrew and I stayed close, and the opportunity to join Avelo felt like the right fit. I’ve spent my life in aviation, from ramp jobs to 747 captain, and now as COO of Avelo Airlines. This industry has always been my passion, and I’m excited to keep building something great here.

A Belief in Measured Growth

AvGeekery: To what do you attribute Avelo’s rapid growth and success? 

Greg: It starts with the team. We have an awesome group of people here at Avelo, including a very talented, experienced, and seasoned veteran leadership team. These are individuals who understand the play—how to build and sustain a successful airline. Having that kind of expertise at the helm is foundational.

Regarding growth, we use the term “measured growth” rather than “rapid growth.” That’s something I’m very passionate about. Measured growth requires patience and thoughtfulness, and it’s crucial when you view this as the large teamwork sport that aviation is. It’s not about growing for growth’s sake. It’s about hiring the right people, being intentional in our decisions, and ensuring that as we expand, we’re not just getting bigger—we’re getting better.

The tendency to want to grow as fast as possible can lead to problems. Companies that grow too quickly often find they’re not improving along the way, and that’s not a path we want to take. At Avelo, we’re committed to continuous improvement. Yes, growth can complicate things, but if you measure yourself as you go, you ensure you’re delivering better results, not just more of the same.

This philosophy of measured growth ties directly into our responsibility to our shareholders, customers, and crew members. Each group has invested significant time, energy, and money into this journey, and we owe it to them to make thoughtful, intentional decisions.

A key part of our success is getting the customer experience right. Our leadership team brings a tremendous amount of experience to the table—I can’t even imagine how many zeros would be on the total accumulated hours of travel among us.

We’ve all been customers ourselves, so we know firsthand what matters to travelers. We’ve taken that experience and applied it to every step of our operations, ensuring that as we grow, we never lose sight of what’s important to the people who fly with us.

And it’s working. We survey every customer after their flight, asking how likely they are to recommend Avelo to a friend and if they would fly with us again. 96% of our customers say they would. That’s a clear indicator that our approach is resonating.

On top of that, we’ve achieved back-to-back profitable quarters—a remarkable feat for an airline as young as ours. It’s just another way we measure success, ensuring that our growth is sustainable and meaningful.

So, when you ask what we attribute our success to, it’s this: a seasoned team making thoughtful decisions, a commitment to getting the customer experience right, and a focus on measured growth. These principles are the foundation of what we’re building at Avelo, and we’re excited to keep moving forward.

Teamwork Makes the Dream Work

AvGeekery: There are a bunch of new carriers out there right now, especially in the ULCC world. What would you say sets Avelo apart from its competitors?

Greg: I know many of the people at other carriers—they’re talented folks. In fact, I might have even hired some of them in a past life. Look, I’m sure some of the newer carriers wish we weren’t here, and maybe we wish they weren’t here either. But that’s not how we approach it. For us, it’s all about focusing on our mission.

What really sets us apart starts with our crew members. I’m confident we have the most experienced team out there, and I’ll admit I’m biased—we personally put this team together. It’s the foundation of everything we do. When you have a strong, talented team, the results speak for themselves.

Then there’s performance. If you look at the data from last year, we’re number one in performance compared to other carriers, some of which are trailing far behind. That’s not just a coincidence—it’s a direct result of our relentless focus on delivering reliability.

Performance is so important to us because it reflects who we are as a carrier. It’s one of the most significant factors that sets us apart, and the numbers back it up.

Another major differentiator is that we’re not just performing well—we’re doing it while maintaining the lowest costs. That’s a big deal. It’s rare to see a carrier excel in both areas, but at Avelo, we’ve made it happen.

We don’t put ourselves in the same bucket as other airlines. Instead, we see ourselves offering a larger value proposition: reliability, performance, and cost efficiency all working together.

What’s interesting is how these factors feed into each other. When we’re on time, our crew members are happier. A happier workplace naturally translates into a kinder, more caring atmosphere for our customers. It creates a ripple effect: happy crew members lead to better customer experiences, which ultimately supports our mission.

At the end of the day, it’s this combination of top-notch performance, low costs, and a people-first approach that makes Avelo stand out. It’s not just what we do—it’s how we do it.

Avelo’s Workhorse: The Boeing 737 NG

AvGeekery: I’m sure that a single aircraft type helps with costs and customer satisfaction, too. Will Avelo stay loyal to the Boeing 737? 

Greg: Absolutely. We love the seven-three. It’s ironic—I’ve personally flown just about every plane out there. I’ve piloted the 727, all the Airbuses, the 747, and the 757. But I’ve never flown a 737, and–I’ll admit–I’m jealous!

I’d love to get checked out on it, but I just don’t have the time—and I’m too old to fly professionally anyway. Still, I know a lot about the aircraft, and I can confidently say it’s one of the most reliable and proven planes in history.

I can confidently say it’s one of the most reliable and proven planes in history.

At Avelo, we operate the 737-700 and -800 NG models. The -700 has 149 seats, and the -800 has 189 seats, giving us excellent flexibility as we develop new routes. For example, we can use the -700 for emerging routes and later upsize to the -800 as those routes mature. It’s a strategic advantage that helps us adapt and grow efficiently.

I also have to mention the engines. The CFM engines on the 737 are, in my opinion, the best aircraft engine combination in history. They’ve powered over 7,000 of these aircraft, and their performance is unmatched, particularly in our chosen operating environment. Avelo focuses on secondary airports, many of which have shorter runways. The 737 handles these conditions beautifully, delivering the reliability we depend on.

Beyond performance, the operational benefits of sticking with a single aircraft type are enormous. There are plenty of 737-trained pilots and ample simulator availability, making it easier to hire and train. Plus, parts are readily available, and there’s significant commonality between the -700 and -800 models. This simplifies maintenance and keeps costs low, which is a huge win for us.

Our pilots also benefit from the commonality. They can seamlessly transition between the -700 and -800 without needing separate training, which is both convenient and cost-effective. Additionally, our independent bases across the country are self-contained, and the 737’s design simplifies managing parts across those bases.

When we were selecting our aircraft, we carefully compared the 737 to other options. For the growth rate we envisioned, the reliability we required, and the passenger experience we wanted to deliver, the 737 was the clear winner. It’s more comfortable and spacious than its competitors, and that’s something our customers notice and appreciate.

In short, the 737 has been an excellent decision for Avelo. It plays a key role in keeping costs down, delivering reliable performance, and ensuring customer satisfaction. We’re excited to continue building our future with this remarkable aircraft.

Becoming a Pilot for Avelo

AvGeekery: Many of our readers are pilots or interested in becoming pilots. Tell us a little bit about the journey to becoming a pilot at Avelo.

Greg: Becoming a commercial airline pilot is more accessible now than it was years ago, and the type of training available has improved tremendously. If you have the determination and the skills, it’s a fantastic profession with much to offer.

We’ve seen unprecedented hiring activity in the major airlines post-COVID—some of the biggest waves of hiring I’ve witnessed in my decades in aviation. While things have settled down this year, there’s still plenty of opportunity in the industry. Moreover, options like Avelo give pilots a new and exciting way to approach their careers.

Honestly, if Avelo had existed 40 years ago, I might have made different choices. One of the standout features of flying for Avelo is our out-and-back system. It’s a big part of our formula for creating convenience and affordability. We focus on flying to and from secondary airports near major population centers, offering little or no existing service.

Our aircraft are busy on various routes throughout the day, but at night, they all return to their base—whether that’s two, six, or more aircraft at a particular location. Each base is self-contained, with its own management and support systems.

The beauty of this system is that our flight crews are home almost every night. They get to sleep in their own beds, which helps significantly with battling jet lag and fatigue. But more importantly, it allows them to maintain a healthy work-life balance. They can attend their kids’ soccer games, plan their lives, and really be present with their families.

I’ll admit, when my kids were young, I missed out on a lot because I was often away for 12-day trips. I’d come home, and my kids would be in a different shoe size. It wasn’t ideal—it was tiring and unhealthy for my family dynamic, and I didn’t enjoy missing out on those moments. Avelo’s model is designed to help pilots avoid those challenges.

For young people today, the journey to becoming a pilot is much shorter than it used to be. And while there’s a mandatory retirement age of 65, the natural cycle of retirements creates a steady flow of opportunities even if airlines aren’t in a growth phase. The world will always need pilots, and it’s a career with longevity.

So look, if you’re a young pilot or someone aspiring to a career in aviation, I’d strongly encourage you to consider Avelo. It’s not just a great place to work—it’s a place where you can build a fulfilling career while maintaining a normal life, so to speak.

Check out our website, send us a note if you have questions, let us know you read this story, and let us help you get started. I’ve had a deeply rewarding career in aviation, and I think the opportunities for new pilots today are even better.

Matching Resources to Opportunities

AvGeekery: When you talk about measured growth, is there a point where you believe that growth will plateau?

Greg: It’s possible, but the beauty of this industry is the constant ebb and flow of opportunities. Having worked with large legacy airlines, consulted on operations, and even swapped out aircraft fleets, I’ve seen firsthand how important it is to build a strong operational foundation. Starting from scratch with Avelo has given us the chance to do just that—to sit down and truly focus on what’s needed to manage resources effectively and efficiently.

People see a plane taxi out and take off, which looks simple. But behind the scenes, it’s incredibly complex. We’ve spent a lot of time building the systems and processes to make our operations seamless and reliable.

By leveraging technology, we’ve created a system where everything—from scheduling to resource allocation—communicates effectively. This allows us to move quickly when opportunities arise, and it keeps costs down, which is crucial in the airline business.

Measured growth is at the heart of what we do.

Measured growth is at the heart of what we do. We’re not chasing every opportunity but focusing on those that align with our strategy: serving secondary airports near major population centers. These markets are often underserved, especially during economic downturns when larger airlines pull capacity back to their hubs. That’s where we step in, offering point-to-point service that fills a gap and brings convenience back to air travel.

One example of this convenience is in New Haven. We’ve seen a lot of folks who could fly first class on any airline choose us instead because of the simplicity of our point-to-point service. Many are older travelers who might need a cane or a wheelchair. They were hesitant to fly due to the hassle of connections. By offering nonstop flights, we’ve made it easy for them to travel again.

As for scaling, it’s all about matching resources to opportunities. Right now, we’ve got a long list of underserved cities across the U.S. that we’d love to add to our network. It’s just a matter of having enough aircraft to get there. We now have 20 airplanes—an increase of four in the third and fourth quarters alone. That will open up more markets for us and allow us to revisit that list of opportunities.

The U.S. map is full of mid-to-small-sized cities that either have limited service or no service at all. We’re well-positioned to take advantage of these opportunities, whether in an upcycle or a downcycle. Large airlines tend to add capacity through their hubs in an upcycle, leaving point-to-point routes open for us.

They pull back even more in a downcycle, creating new opportunities in underserved markets. That’s when Andrew calls me up and asks to fly from City A to City B and how quickly we can get the route up and running because some other major airline pulled out from the market. I don’t need a lot of infrastructure in those cities because I’m self-contained, right? We don’t even have paper on our flight decks.  

So, while growth might plateau at some point, the sheer number of possibilities keeps us optimistic. There’s always another city, another route, and another way to serve customers better. With our operational foundation, low costs, and commitment to convenience, we’re ready to seize those opportunities as they come.

Integrity, Passion, and a Drive to Learn

AvGeekery: What would you say to someone looking to get into airline management?

Greg: First, I would say the younger you are, the better. That said, it’s never too late to pursue a career in airline management. But the earlier you know the direction you want to take, the smoother your journey will be.

If you’re in college, the best advice I can give is to get an internship. Internships are invaluable because they allow you to spend time with experienced professionals like me and my colleagues, who have decades of combined knowledge in the industry.

At Avelo, for example, our interns gain incredible hands-on experience. They attend meetings, learn about different management roles, and get a sense of the challenges and responsibilities within the airline. Plus, we pay our interns and offer flight benefits. That kind of experience stands out on a resume.

I’ve seen it firsthand—a former intern I hired years ago later became a manager in one of the departments I oversaw. Stories like that show just how important those early opportunities can be for building a successful career.

If you’re considering airline management, I advise taking relevant courses in college. Then, find an internship and get involved with an airline that aligns with strong values—like Avelo. One of the things I value most is promoting people into different positions. Help them learn more about the business. You’re not locked into one role; there’s room to grow, gain experience, and move up.

We also have some phenomenal leaders at Avelo who set a great example. When you see someone who fits in with the team and demonstrates the right values—integrity, passion, and a drive to learn—you know they’re going to succeed in this industry.

I also encourage anyone interested in joining us to reach out, even if there isn’t an open position at the moment. Sometimes, I’ll meet someone who’s such a good fit that I’ll create a role for them. I’ve gone to Andrew and said, “We need to hire this person. I’m not sure what for yet, but we’ll find a place for them.”

Ultimately, passion is what drives success in airline management. It’s a challenging and rewarding career, and we’re always looking to encourage and develop the next generation of aviation professionals. Whether through internships or entry-level roles, there’s so much opportunity to grow and make a meaningful impact in this industry.

Passing the Love of Aviation to the Next Generation

AvGeekery: What do you love most about running an airline?

Greg: Let me tell you a story that perfectly captures what I love most about this job. Recently, we organized a special trip for 35 kids and their parents/guardians from East Haven Middle School in East Haven, Connecticut.

It was more than just a field trip—it was an opportunity to spark curiosity and ignite dreams. We brought them to Tweed Airport in New Haven, boarded them on one of our planes, and flew them down to Orlando to visit the facility where we train our pilots.

Now, these aren’t just any training tools. We’re talking about $12 million state-of-the-art simulators built by a company called Avenger, which I’ve worked with for many years. These simulators are so advanced that if you’re sitting in one, looking out the “window,” it feels almost indistinguishable from flying a real airplane.

They are full visual. So, a couple of us pilot types jumped in the simulators. We had the kids sit in the right seat or left seat, let them start it up, take off, and fly around.  It was an amazing experience for these kids.

After the simulator session, we grabbed McDonald’s for everyone—cheeseburgers and all—before heading back to the airport to fly them back to New Haven. It was such a simple day in many ways, but it was profoundly impactful. I’ll never forget one boy in particular. He seemed quiet, and I wasn’t sure if he was enjoying himself.

I asked him, “On a scale of one to ten, with ten being the best, how would you rate this field trip?” He thought about it and said, “Probably an eight.” I laughed and said, “Wow, you must go on some incredible field trips!” But it made me pause and wonder—what else could we have done to make it a ten for him? 

The real magic, though, was on the flight back home. The kids couldn’t stop talking about aviation. They asked questions like, “How old do you have to be to start flying lessons?” and “What does it take to become a pilot?” By the end of the day, many were saying they wanted to work in aviation. These were kids who may have started the day with no idea of what was possible for their futures, and now they were dreaming big.

Creating Opportunities to See the World in a Whole New Way

Greg (continued): That’s what I love most about running an airline—the chance to inspire, open doors, and create opportunities for people, especially young ones, to see the world in a whole new way. It’s not just about operating flights or building a business; it’s about creating connections and empowering the next generation to chase their dreams.

When I decided to come back and work at Avelo, I told Andrew that I wanted to be part of something meaningful. I wanted to build something I could look back on with pride while sitting on my porch years from now. I wanted to know that I helped hire great leaders, built an airline that stands for something, and gave back to the communities we serve.

These moments—seeing the joy and excitement on a child’s face, knowing we’ve planted the seeds of a new passion—make it all worthwhile. And it’s not just about the kids. It’s about everyone we serve. Think about it: 45% of Americans have never even flown on an airplane. That means there’s a huge opportunity to create those first-time experiences for people, to show them the world is bigger than they ever imagined.