The new year started with a bang for one Inglewood, California couple. A block of ice allegedly dropped from a JetBlue aircraft and crashed through the roof of their home and onto their bed.
The couple is now suing the airline for a seven-figure lump sum. JetBlue has denied any wrongdoing and has declined to comment on ongoing litigation.
JetBlue New Year’s Ice Drop
Around 8pm local time on New Year’s Day 2024, a large block of ice crashed through the bedroom of Michael Reese and Leah Ferrarini in Inglewood, California. After a thorough investigation, it was later discovered that the ice came from a JetBlue aircraft that was on its way to Los Angeles International Airport.
Tail 989JT, and Airbus A321 was the jet involved in the lav icing incident.
Reese and Ferrarini are suing the airlines for negligence and trespassing. The latter offense is due to the couple ‘not granting JetBlue permission’ to allow the block of ice to enter the home or damage it.
According to the lawsuit, the ice severely damaged the couple’s roof and landed near the pillows in their bedroom.
The couple has also reportedly suffered insomnia and anxiety from the block of ice. Due to the home being located very close to the airport, at least one plane flies over the home every five minutes. The couple have allegedly been incapable of sleeping since the incident over the fear of other falling debris harming them and their home.
Three A-321s will be configured for JetBlue’s premium Mint program in 2018. Photo Tomás Del Coro from Las Vegas, Nevada, USA (CC BY 2.0)
The lawsuit states that the couple had also experienced financial losses as the result of the damage. The effects of insomnia had forced Reese to decline film and television projects as a commercial driver.
Aircraft Involved in a Similar Incident?
In the lawsuit, the couple’s attorneys argue this isn’t the first time the JetBlue aircraft damaged a roof with ice. Another ice block that came from the aircraft reportedly damaged the roof of a home in Shirley, Massachusetts. The Federal Aviation Administration (FAA) discovered the same aircraft had ‘potable water issues’ as early as July 2023.
“JetBlue had been on notice for months prior to January 1, 2024, yet failed to conduct an investigation as to the problems with the potable water system valve and drain. Had JETBLUE done so after being on notice that there was a problem as early as July 2023, the discharge of the large block of ice on Plaintiffs’ home would not have occurred.” the report reads.
The couple is seeking $1 million from JetBlue as a result of the damage and ongoing emotional trauma. JetBlue responded by stating the airline’s conduct complied with industry regulations.
We’ve all been there. You’re in the airport or boarding a flight and someone has obscene tattoos or clothes (or barely any clothes at all), while the other 99% dress like they have some common sense in public. Spirit Airlines has had enough, and is now banning visibly trashy tattoos and clothes on their flights.
Decisions on what’s considered a violation will be at the discretion of the airline employees. The company has updated their passengers’ dress code policy and contract of carriage, which passengers agree to when making a reservation.
Passengers have already been kicked off flights
Two women were kicked off a flight last fall for wearing questionable crop tops. In the video above, a man was also kicked off a flight recently for an obscene hoodie.
Spirit is specifically targeting lewd clothing and tattoos that they consider obscene, offensive or too revealing. Specific examples include see-through clothing and exposed private parts.
Other airlines also have a passenger dress code
Passengers who violate Spirit’s updated dress code will be denied boarding or be removed from flights.
Such a rule however is not out of the ordinary. Other airlines, who don’t cater to low budget individuals, have similar dress codes.
American Airlines almost kicked a former Miss Universe off a flight to Cabo back in 2022, for thinking coming onboard with a black sports bra and biking shorts was ok. They asked her to cover up, which she did, but the incident sparked a lot of controversy.
In 2021, police escorted a female rapper off an Alaska Airlines flights after it landed, for wearing black shorts and a crop top on the flight.
Hawaiian Airlines clearly states what’s not allowed: bikini bottoms, Speedos and bare feet, along with clothing that is “lewd, obscene, or patently offensive to others.” They also specify clothing must “cover the upper part of the torso”. Hawaiian also clarifies that tank tops, tube tops, and halter tops are allowed, along with shorts, but with no specifications about length.
Of course, what is considered “appropriate,” “lewd,” and “offensive” is vague. Airline employees have plenty of leeway in determining what is or is not allowed.
We raise a toast to the Fighting Falcon. Also known as the Viper, it’s one of the most lethal and maneuverable aircraft ever made. Below, watch as the first pilot recalls the first flight of the F-16.
The multi-role iconic jet first took to the skies on 20 January 1974. Developed by General Dynamics, the prototype YF-16 was piloted by Phil Oestricher.
ABOVE: Watch pilot Phil Oestricher recall flying the first YF-16
The jet wasn’t supposed to fly that day
On the day of the test at Edwards AFB, Oestricher didn’t expect to fly at all. It wasn’t even in the plans. It was supposed to be a high speed taxi test to better evaluate handling in the takeoff regime. The jet itself, however, had other ideas.
The F-16 was the first aircraft to have a fixed stick. The stick used to control the aircraft interpreted forces to move the fly-by-wire control surfaces but did not actually move at all. The test that day was just supposed to be a high speed ground test. Oestricher never got a “feel” for the jet until that day.
Photo: USAF
As he raced down the runway, Oestricher raised the nose and applied aileron control to check lateral response. The jet, however, went into a dangerous roll oscillation. The left wing and right stabilator scraped against the ground.
Think of it like trying to control an angry Stallion that wants to do what it wants.
Fly or Crash–A Decision To Be Made
As the jet started veering off into the desert, he decided that, instead of crashing and possibly killing himself and the program, he would hit the throttle to get it in the air to try and save it.
Lockheed Martin photo YF-16
Oestricher struggled to control the jet, waiting for his airspeed to reach a point that would provide enough lift to really get flying. It worked. He recovered and flew the jet on an unscheduled first flight for six minutes before returning safely to Edwards.
Another, almost identical, No. 2 prototype YF-16 was also made. It first flew in spring 1974 but skidded across the grass next to the runway while landing at a flight demonstration for General Dynamics employees and friends in Texas in May 1975.
The pilot couldn’t get the landing gear to deploy, but brought the jet down safely with expert execution. The aircraft came out in decent shape, and the pilot was fine, but he was quite unhappy about what happened. Nevertheless, the F-16 had arrived, and it was here to stay. The original YF-16 No. 1 made the first transatlantic flight to Europe soon after, to secure potential NATO sales and perform a flight demonstration in Paris.
F-16 Enters Service
The F-16 was built under an agreement between the United States and NATO countries Belgium, Denmark, the Netherlands, and Norway. Together, they jointly produced an initial 348 F-16s for their air forces.
USAF F-16 Viper demo (Mark Streit Photography, check out his amazing work here)
The first single-seat F-16A first flew in December 1976. Two years later, on 17 August 1978, the first operational USAF F-16A was delivered to the 388th Tactical Fighter Wing at Hill Air Force Base, Utah.
The rest, as they say, is history. Half a century after first being unleashed into the air, the jet is still in production. Though the USAF no longer buys new F-16s, the Fighting Falcon’s story is far from over. Modernized variants continue to find eager customers overseas, and in 2025, this iconic jet still wears the crown as the world’s most widely flown combat aircraft, with more than 2,000 in active service around the globe. Over 25 nations continue to operate the F-16 for their various air forces.
The USAF Flight Demonstration Squadron Thunderbirds also fly the F-16 for millions of spectators across America every year, with occasional visits to other countries. A single-ship F-16 Viper Demo team also flies for air shows where the Thunderbirds do not appear.
USAF Vipers have also seen plenty of action, deploying for combat numerous times. In the Persian Gulf in 1991, for Operation Desert Storm, they flew more sorties than any other aircraft.
They also served in Operation Allied Force, and have played a major role in the war on terrorism, flying thousands of sorties in support of operations Noble Eagle (Homeland Defense), Enduring Freedom (Afghanistan), and Iraqi Freedom.
You can read more about the F-16s history operating with the USAF here.
Ohio Air National Guard taking off into sunset (Mike Killian Photo / avgeekery)
For the sixth year in a row, Boeing trailed behind Airbus in aircraft deliveries, closing out 2024 with 348 deliveries—a stark contrast to Airbus’s 766.
Despite booming demand for new jets, Boeing’s delivery numbers were the lowest since the pandemic, and net orders came in at just 377, less than half of Airbus’s 826.
Boeing reported year-end numbers on 14 January, while Airbus reported its numbers on 09 January.
With production challenges, labor strikes, and ongoing financial struggles, 2024 proved to be yet another turbulent year for the aerospace giant.
But with a new CEO, fresh strategies, and some encouraging late-year orders, could 2025 finally be the year Boeing turns things around?
Another Tough Year for Boeing in 2024
Image from the NTSB investigation of the accident involving Alaska Airlines Flight 1282 on a Boeing 737-9 MAX | IMAGE: National Transportation Safety Board, Public domain, via Wikimedia Commons
Boeing’s string of difficult years extended into 2024, marked by production disruptions, financial losses, leadership changes, and lingering reputational challenges. The year began on a troubling note with the infamous Alaska Airlines Flight 1282 incident. On 5 January, a mid-flight door panel failure on a 737-9 MAX shocked the world.
The near-tragedy underscored ongoing quality control issues within Boeing’s manufacturing processes. In response, the FAA imposed a cap of 38 units per month on 737 MAX production. While this limit reflected the regulator’s concerns over Boeing’s safety standards, the company remained unable to reach even this reduced production rate for most of the year.
Strikes and Workforce Challenges
Boeing facilities in Everett, Washington in October 2011 | IMAGE: Jeremy Elson, CC BY-SA 3.0, via Wikimedia Commons
Labor unrest added to Boeing’s challenges. In mid-September, 33,000 machinists represented by the International Association of Machinists and Aerospace Workers (IAMAW) went on strike—the first such action in 16 years.
The strike lasted 53 days and brought production of the 737 MAX, 767, and 777 programs to a grinding halt. The work stoppage, coupled with pre-existing supply chain issues, delayed deliveries and deepened Boeing’s financial woes. Production of the 737 MAX did not resume until early December, and widebody production restarted just before Christmas.
Compounding these difficulties, Boeing announced in October that it would lay off 10% of its workforce. This was in addition to the nearly 5,000 layoffs announced earlier in the year. These reductions were a stark reminder of the financial and operational strain the company faced as it grappled with declining revenue and escalating losses.
Leadership Transition Amid Turmoil
The Boeing lineup of aircraft | IMAGE: Boeing
In March, Boeing’s long-time CEO Dave Calhoun announced plans to step down by year-end. On August 7, he handed over the reins to Kelly Ortberg, a seasoned executive tasked with steering Boeing out of its crisis.
Ortberg’s leadership style marked a departure from Calhoun’s, with a greater emphasis on direct engagement with factory workers. By requiring company executives to spend time on the production floor, Ortberg sought to address morale issues and improve communication across the organization.
While Ortberg’s tenure began with bold promises of change, he inherited a company in turmoil. Boeing’s losses totaled $8 billion by Q3 2024, a staggering 260% increase year-over-year. With Q4 results yet to be announced, the financial outlook for the year remained grim.
Program Delays and Certification Challenges
The new Boeing is 777-9 is the largest of the new 777x family. Seen here at the rollout ceremony back in early 2019. Photo: Dan Nevill from Seattle, WA, United States [CC BY (https://creativecommons.org/licenses/by/2.0)]
Further setbacks in Boeing’s key programs added to the company’s woes. The 777X program, once heralded as a game-changer in the widebody market, faced additional delays. These delays have pushed its entry into service to late 2026.
Certification flights for the 777-9 resumed on 16 January after a months-long grounding due to thrust link issues, but the program’s delays have already cost Boeing significant market share.
The 737 MAX 7 and MAX 10, intended to bolster Boeing’s narrowbody lineup, also faced continued certification delays. These setbacks have limited Boeing’s ability to compete with Airbus’s highly popular A320neo family, further eroding the company’s position in the narrowbody market.
Lingering Repercussions of the MAX Crashes
Grounded Boeing 737 MAX aircraft at Boeing Field in Seattle in 2019 | IMAGE: SounderBruce, CC BY-SA 4.0 via Wikimedia Commons
Boeing’s struggles cannot be divorced from the legacy of the Ethiopian Airlines and Lion Air 737 MAX crashes in 2018 and 2019. Together, these two tragedies claimed 346 lives. These tragedies led to a 20-month global grounding of the 737 MAX, severely tarnishing Boeing’s reputation. While the aircraft has since returned to service, lingering distrust among airlines and regulators has hampered its recovery.
The fallout from the crashes continues to weigh on Boeing’s finances. Outstanding criminal cases related to the incidents total nearly half a billion dollars. These cases reflect the long shadow cast by these events. Meanwhile, the Airbus A320neo has cemented its position as the best-selling narrowbody jet. As a result, the 737 MAX is struggling to regain its pre-crisis dominance.
A Global Supply Chain Squeeze
Rebuilding the Giant: Boeing’s Fight to Regain Its Wings 18
The pandemic-era disruptions to global manufacturing and logistics continue to echo across the industry. Suppliers, still recovering from workforce shortages and financial pressures, are struggling to meet the growing demand for components, particularly for engines, avionics, and advanced materials. For Boeing, which sources parts from a vast network of global suppliers, even small delays can cascade into significant production bottlenecks.
However, supply chain challenges are not unique to Boeing, as its European rival has also grappled with similar disruptions. Delays in securing parts for the A320 family and A350 widebodies slowed Airbus’s production capabilities in 2024, even as demand for its aircraft surged. Without these obstacles, Airbus would likely have widened its lead over Boeing even further.
A Dual Strategy for Recovery
The fuselage of a 737-800 on its way from Spirit AeroSystems in Witchita, Kansas to the Boeing factory in Renton, Wash. | IMAGE:
Dan Bennett from Seattle, USA, CC BY 2.0, via Wikimedia Commons
To address these challenges, Boeing has begun implementing a dual strategy of internal consolidation and supplier collaboration. In 2024, the company acquired the majority of Spirit AeroSystems, a move aimed at regaining control over critical components like fuselages and flight decks for its flagship programs, including the 737 MAX and 787. This acquisition marks a return to a more vertically integrated production model, which Boeing hopes will reduce its reliance on external suppliers and improve quality control.
Additionally, Boeing is working closely with its remaining suppliers to streamline production and secure a steadier flow of parts. Investments in digital tracking systems and predictive analytics are helping the company identify potential disruptions earlier and mitigate their impact. While these measures are promising, their full effect may not be felt until 2025 or beyond.
For now, Boeing’s supply chain remains a fragile link in its recovery strategy. As the company seeks to rebuild its reputation and ramp up production, addressing these bottlenecks will be critical to meeting its ambitious goals and regaining its competitive edge.
Bright Spots Amid the Clouds
Turkish carrier Pegasus Airlines has ordered up to 200 Boeing 737-10 aircraft | IMAGE: Boeing
Despite a rocky year, Boeing did experience several high-profile wins. Turkey-based Pegasus Airlines placed a blockbuster $36 billion order for 100 737 MAX 10 aircraft, with an option for 100 more. Flydubai added 30 787-9s to its fleet, while American Airlines committed to 85 737 MAX 10s.
On the production front, the company plans to ramp up 787 Dreamliner production from five per month to ten by early 2026, signaling confidence in the long-term outlook.
Facing Airbus Head-On
Airbus A350-900 OH-LWC NRT
Author: Masakatsu Ukon (CC BY-SA 2.0)
Airbus continues to dominate, delivering 602 A320-family jets in 2024, including over 300 A321neos—a model for which Boeing has no direct competitor. In widebodies, Airbus’s A350 secured 57 deliveries and 138 net orders, while Boeing’s 777-9 program remains stuck in delays until at least 2026
Airbus is also aiming to make headway in the American cargo market, historically Boeing’s stronghold. With production of the 767 freighter winding down by 2027 and the 777-9 freighter delayed until at least 2028, Airbus sees an opening with its A350F, which already has 60 orders.
The Stakes Are High for 2025
IMAGE: Boeing
Boeing’s challenges in 2024 underscore the depth of its operational and financial struggles. From declining deliveries, high-profile incidents, labor unrest, and leadership changes, the company has faced a near-perfect storm of adversity.
However, with new leadership, a commitment to quality, and some promising late-year orders, Boeing is positioning itself for a comeback. Key priorities include overcoming production challenges, accelerating deliveries, and restoring customer confidence.
The stakes couldn’t be higher. Airlines and the flying public have little patience left after years of delays, scandals, and safety concerns. For Boeing, 2025 must be a year of action and results.
As Ortberg leads the charge, the aviation world is watching closely. Can Boeing reclaim its place at the top? The answer lies in the months ahead. For now, all eyes are on 28 January, when Boeing will release its Q4 financial results—and perhaps, a clearer picture of its flight path forward.
Researchers have used a variety of aircraft and technologies to perform cloud seeding operations in the 78 years since scientists first began developing it. Cloud seeding is an approach to modify weather, most often for increasing precipitation. The usefulness and safety of this technology has mixed reviews with people and organizations both in favor of it and against it.
B-17, aircrew, and support personnel. The bomber flew the first cloud seeding mission in 1947. | Image: NOAA
The first bomber flew at cloud level above the hurricane and dropped crushed dry ice from its belly. The second B-17 followed a half mile behind to monitor cloud changes, and the B-26 trailed behind, directing the first two. The first B-17 made a half-hour run over 100 miles and dumped 80 pounds of the dry ice. The idea was for the dry ice to make drops of water vapor and ice crystals in clouds stick together, forming large, heavy droplets that would fall as rain or snow. The B-17 made two more passes, dropping another 100 pounds of dry ice.
They circled back and noticed the cloud deck below beginning to break up and the cloud top starting to grow larger. This convinced the crews and scientists that the seeding had an effect, but it did not turn out the way they expected. The next day, the storm made a sudden 135 degree turn to the west and strengthened. It struck Savannah, Georgia on 15 October, killing one and causing $2 million, or about $28 million in today’s dollars, in damage in Georgia and South Carolina.
First arguments appear against cloud seeding
This caused a public outcry that the experiment had caused the storm to turn, and people threatened lawsuits. Eventually, scientists proved that other storms had made similar turns without human influence, and the lawsuits did not move forward.
In the years since 1947, researchers have continued developing cloud seeding methods to be able to increase precipitation. Today they are performing cloud seeding operations with more modern platforms including fixed wing aircraft, turboprop aircraft, helicopters, and drones.
Modern aircraft used for cloud seeding
The Beechcraft King Air C90/200 is one such design. Weather Modification International (WMI) in Fargo, North Dakota has installed cloud-seeding equipment on over 100 aircraft including 5 Beechcraft King Air 350s in the past 24 months. These modifications include installing weather research, atmospheric measurement, and cloud-seeding equipment such as ejectable flare racks, burn in-place flare racks, and firing-control boxes. Some of the other aircraft WMI has modified for cloud seeding and atmospheric research include the Hawker 400, Piper Seneca II, and Cessna 340A.
Beechcraft King Air with flare racks on trailing edge of wing. | Image: Weather Modification International
Aircraft deploy flares into clouds to spread particles
The aircraft deploy pyrotechnic flares to scatter cloud seeding agents or particles into clouds. The flares burn as they drop through clouds, releasing particles that promote ice crystal formation. Along with dry ice, silver iodide is also often used for cloud seeding. Its structure is similar to ice crystals, and it can cause water vapor to freeze and grow and then fall as precipitation.
Particle flare rack on wing of aircraft. | Image: NMI
A newer technology for cloud seeding is an electric charge producing device. It uses an electrode to create a strong electric field around the device to release ions from air molecules. These ions attach to water droplets in clouds, making larger droplets
“Charge can influence how a droplet population evolves into larger drops, sometimes reaching raindrop sizes,” said author Giles Harrison.
Electronic charge device developed to increase size of water droplets and increase precipitation. | Image: Fargojet.com
Obstacles and arguments against cloud seeding
Despite the research and advancement in cloud-seeding operations, it faces some obstacles. Some scientists claim it is not really effective in producing precipitation or cost effective. There is also some debate on whether the silver iodide could be harmful to the environment.
Worldwide interest remains strong
These questions do not seem to be impacting interest in cloud seeding. Currently, more than 50 countries around the world are experimenting with and using the technology. These include China, India, Dubai, Russia, Australia, and South Africa.
Cloud Seeding Is Real. Here's How It's Done 24
Another view of equipment mounted on aircraft for cloud seeding. | Image: Fargojet.com
Japan Airlines is featuring a commercial jet with Super Mario, the Minions, and other popular characters for a limited time. The occasion? The airline and Universal Studios are commemorating the opening of a brand new themed area.
A Colorful Medley of Mascots
Japan Airlines has unveiled a special livery with Mario and other pop culture characters for one of its Embraer 190 aircraft. The aircraft is named ‘Donkey Kong Country Opening Commemorative JAL x Universal Studios Japan Jet 2’.
The livery is to commemorate the opening of the Donkey Kong Country area at Universal Studios Japan. The design features a picture of Donkey Kong on the tail, but also sports Super Mario, the Minions, Harry Potter, Elmo and Cookie Monster, and Woody Woodpecker. Each image represents a different area found at the theme park.
The new Donkey Kong area opened on 11 December, 2024. The special jet entered service with the limited-time design on 14 January, 2025. Its last flight with the design will take place some time in June 2026.
Japan Airlines revealed the livery at a special ceremony featuring mascots of Sesame Street and Woody Woodpecker characters. A video later shows the jet taking off from Osaka to Fukuoka, Japan.
The jet will make seven flights during the month of February, flying from Osaka to seven other Japanese prefectures.
Universal Goodies on Japan Airlines Flights
Aside from the Donkey Kong Jet, travelers on board one of the airline’s Boeing 737-800 or Boeing 767-300ER will receive several freebies. These souvenirs include a boarding pass sticker sheet, a headrest cover, and a collectable paper cup. Unfortunately, these items are while supplies last.
Japan Airlines Senior Vice President of Marketing Ryo Kanazawa had this to say during the unveiling ceremony:
“As the official airline of Universal Studios Japan, JAL plays an important role in transporting customers from all over the country to Kansai and then to the park, and we are conducting joint marketing…Through this specially painted aircraft, we hope to deliver super excitement and thrills to people in various regions of the country, and make them feel super energetic. We hope to further strengthen our partnership with JAL and make many people happy.”
A C-10 Could Have Replaced The VC-137 (707) for Air Force One
Air Force One is the descriptor for any aircraft carrying the President of the United States, but to avgeeks, it generally refers to the highly customized Boeing 747-200 (VC-25A) with the unique Raymond Loewy-designed paint livery. It is a powerful symbol of the United States of America and commands a presence wherever it travels.
When the president travels, the White House serves as a mobile command center. It features over 4,000 square feet of space that accommodates the President, his staff, and a small traveling press pool. Many wonderful and detailed books have been written on the history of aircraft that have transported the President.
It Was Time For A Replacement Air Force One Aircraft
The Special Air Mission (SAM) VC-137 was a specially outfitted Boeing 707. It has been replaced by a 747. SAM 26000 is on display at the NMUSAF (NMUSAF Photo)
In 1985, the VC-137C was reaching nearly twenty-five years in service. As a result, the United States Air Force (USAF) began to plan for a replacement aircraft. After internal requirements had been set, the USAF began to send out requests for proposals (RFP) to Boeing, Lockheed, and McDonnell Douglas.
General John Michael Loh was appointed to Air Force Director of Operational Requirements in 1985, and Loh’s job was to find a replacement aircraft and suitable proposals for the aging VC-137Cs. There were really only two choices at the time of this new RFP from the USAF: The Boeing 747 and the McDonnell Douglas DC-10. Lockheed’s L-1011 had ceased production, not to mention it barely met the endurance requirement the Air Force had set, and Lockheed wasn’t about to build an all-new aircraft for the VC-137C replacement, nor restart the L-1011 production line.
Boeing, of course, offered the Boeing 747-200 aircraft, even though the Boeing 747-300 had entered service two years prior. The 747-200 had more in common with the current fleet of E-4B aircraft, the Advanced Airborne Command Post, which were flying for the USAF.
Boeing knew that with the E-4Bs flying, the current Presidential aircraft being a Boeing with four engines, and that the 747 easily met or exceeded all the operational requirements, it had the advantage to walk away with the contract award. Boeing was also keenly aware that both Lockheed and McDonnell Douglas had no interest in competing for what they viewed as a sole-sourced competition that had already been decided in their view.
Smart Maneuvering by Gen Loh
What happened next was chronicled in Air and Space Weekly in a fascinating article by Lara Seligman back in 2016. Seligman interviewed Gen Loh for an article that discussed the latest acquisition of the Boeing 747-8i to fulfill the role as the next Air Force One.
According to the article, Boeing met with Loh and presented its proposal: two Boeing 747-200 aircraft retrofitted with all the custom fitment, countermeasures, and other operational requirements that the USAF requested at just under $1 billion USD in 1985 ($2.4 billion adjusted for inflation in 2020). Boeing was in for a rude awakening.
The list price of the Boeing 747-200 in 1985 was $112 million for green aircraft (new), or $224 million for two aircraft, and this was the list price before discounting (which generally occurs).
Boeing was then adding nearly four times the cost of the aircraft for customization and fitment to meet the USAF’s requirements. Loh was reportedly furious at the estimate and knew that unless he had a viable and alternative proposal, he’d have very little leverage against Boeing’s proposal.
McDonnell Douglas was already 100% focused on its struggling C-17 airlifter. However, facing delays, cost overruns, and the threat of cancellation, Loh convinced McDonnell Douglas to compete for the Air Force One replacement.
Seligman reported that Loh already knew the DC-10 was a viable alternative to the 747, and with McDonnell Douglas struggling, Loh told McDonnell Douglas, “Look, if you are interested in keeping your C-17 and building a strategic airlifter, I think you ought to be interested in bidding on Air Force One.” What Loh knew that wasn’t quite clear to McDonnell Douglas was that Defense Secretary Caspar Weinberger was considering cancellation of the C-17 project and would instead go with Boeing’s proposal for a new C-X alternative based on the 747.
McDonnell Douglas Made a Real Effort With the C-10
Model of C-10. Jim Keeshan Model collection
McDonnell Douglas submitted a proposal based on the DC-10. They produced a book in 1985 called “C-10 – The Presidential Aircraft” with details about their proposal. The C-10 was centered around the DC-10-30 as the baseline aircraft because of its longer endurance range, time in service, and in-service reliability.
The offering had integrated air stairs at the center-main passenger and rear doors on the port side, and numerous options, including inflight refueling. For comparison purposes, McDonnell Douglas compared the C-10 to an ‘equivalent’ competitive aircraft: the Boeing 747SP, not the proposed 747-200. The C-10 was also presented as an aircraft that can operate from many more airports than the 747SP could. Comfort, performance, and reliability were based on the commercial DC-10 counterpart.
McDonnell Douglas showed the C-10 as 17% less expensive per flight vs. the 747SP, with an estimated operating cost of $30,000 for a 2,000 nautical mile trip (using $1 a gallon fuel cost from 1983), and that the maintenance and fuel costs were 37% more efficient vs. the Boeing aircraft (using a Boeing performance report #D6-33819).
McDonnell Douglas took another dig at the Boeing 747 by noting that it couldn’t utilize the existing hangars at Andrews AFB. The USAF had already estimated that new hangar facilities would add another $40 million to the cost of operating any 747. The C-10 could use the existing hangar facilities.
C-10 Had A Unique Floorplan
The C-10 even included a proposed floor plan that featured a stateroom in the front of the aircraft and a radio operating station in place of the forward galley (which had been moved to in front of the main door entrance).
Medical and conference facilities were mapped out, as well as sections identified for traveling staff, executives, and areas for media. The rear featured a full galley as well as stairs to the lower deck, while the front galley had a lift to the lower deck.
McDonnell Douglas Once Proposed A DC-10 For Air Force One 29
The 747 Proposal Was The More Robust Solution In The End
The Current Air Force One, SAM 28000, is a specially equipped Boeing 747, designated VC-25. Note: the call sign applies only when the President is on board. When the President is not aboard, the aircraft is identified by its tail number, 28000. (USAF Photo)
The McDonnell Douglas proposal was substantially lower than Boeing’s and had the desired effect that Loh had wanted: Boeing dropped the price in their proposal from nearly $1 billion for two modified aircraft to just $249 million in a fixed-price contract, according to Loh.
In the end, Loh’s pressure on McDonnell Douglas to submit a proposal for a VC-137C replacement was a win-win for both the USAF and McDonnell Douglas.
The USAF saved nearly $700 million ($2.1 billion adjusted for inflation in 2025), and it won brownie points for McDonnell Douglas at the USAF, negating a sole-source bid from Boeing. Boeing was awarded the newly designated VC-25 contract to build the replacement aircraft for the VC-137s, and the rest is history.
The C-10 Made Boeing’s Air Force One Cheaper
In the end, however, Seligman notes in her article that Boeing had to absorb nearly $600 million in unforeseen costs before the first VC-25 was delivered and entered service, bringing the actual cost of each aircraft to approximately $425 million each ($1.3B in 2025 dollars).
This figure doesn’t include the upgrades to the VC-25 fleet over the years after delivery. Loh maintained in the article that every Presidential aircraft, every single part from the airframe to the rivets, should have competitive bids to ensure the USAF (and the taxpayer) receives value for their money.
The C-10 Wasn’t Meant to Be Air Force One
The C-10 never became Air Force One. It was a long shot from the beginning. With less space, just three engines, and a mixed public perception of the jet, the odds were not in McDonnell Douglas’ favor. It remains a unique footnote in aviation history, leaving many avgeeks to wonder what could have been after all these years.
SpaceX’s Starship was lost today over the Caribbean on the company’s 7th flight test. The rocket itself performed great, and even landed successfully back at its launch site in south Texas. However, the prototype spacecraft itself suffered an unknown fatal anamoly shortly after separation from the booster.
Photos and videos circulating on social media show dramatic scenes of fireball debris raining down Turks and Caicos.
Spacecraft had numerous upgrades over previous versions
Today’s incident is what flight tests are for. The vehicle incorporated numerous upgrades over the previous 6 vehicles. Its forward flaps were reduced in size and shifted towards the vehicle tip and away from the heat shield. Doing so significantly reduces their exposure to reentry heating while simplifying the underlying mechanisms and protective tiling, according to SpaceX.
“Redesigns to the propulsion system, including a 25% increase in propellant volume, the vacuum jacketing of feedlines, a new fuel feedline system for the vehicle’s Raptor vacuum engines, and an improved propulsion avionics module controlling vehicle valves and reading sensors, all add additional vehicle performance and the ability to fly longer missions,” says SpaceX.
2025 will be a transformational year for Starship development
Elon Musk’s company is developing Starship to be a fully reusable rocket and crewed spacecraft to send crew and cargo to Earth orbit, the Moon, Mars and beyond. The booster is the most powerful launch vehicle ever developed, capable of carrying up to 150 metric tonnes fully reusable and 250 metric tonnes expendable.
“This new year will be transformational for Starship,” added SpaceX. “Our goal is bringing reuse of the entire system online and flying increasingly ambitious missions as we iterate towards being able to send humans and cargo to Earth orbit, the moon and Mars.”
When companies and government organizations want to deploy satellites and other objects into space, they usually go to Low Earth Orbit (LEO), and they have only a few options. That is about to change. Impulse Space is developing a space transport vehicle that promises to reduce the time to take objects to orbits above LEO from months to just hours.
Helios Space Transport vehicle deploying from a Space X Rocket | Image: Impulse Space
Impulse Space CEO Designed Space X Engine
Impulse Space, based in Redondo Beach, California, is focused on providing space transport, or space-tug capabilities, for satellites and other payloads. With its Helios spacecraft, Impulse plans to develop a fleet of transportation vehicles. The CEO and founder of Impulse is Tom Mueller, a founding member of Space X and chief designer of the Merlin engine. New versions of the Merlin now power Space X’s Falcon 9 Rocket and Falcon Heavy launcher.
Outline of rocket carrying a Helios Space Transport Vehicle. | Image: Spacevoyaging.com
Helios to Launch on Space X Falcon 9 Rocket
A typical mission profile could be for a Falcon 9 to first launch a Helios space transport vehicle into LEO. From there, the Helios would take its payload up to Geostationary Orbit (GEO) or higher. For comparison, LEO is anything below 1240 miles and GEO is much higher, at about 22,000 miles above Earth.
Helios will be able to transport objects weighing as much as 11000 pounds. Its engine, the “Deneb”, will produce 5,000 pounds thrust and use up to 14 tons of liquid oxygen and methane for fuel. Helios will be almost like a third stage for the Falcon-9.
Impulse Space designed the Deneb engine for its Helios space transport vehicle. Image: Impulse Space
The goal is for the Helios to “max out the lift capability of a single stick Falcon 9,” said Mueller.
Impulse is also developing the Helios to be able to launch on other platforms besides the Space X rockets.
Helios to Reach Orbits Above LEO in Hours Instead of Months
One of the main advantages Helios will provide is time savings. It might currently take several months for a space transport, using electrical propulsion, to deliver a payload above LEO. Impulse has designed Helios to do it in less than 24 hours.
“This changes the mission value proposition significantly in several ways, including decreasing the time to reach operational status, limiting potential radiation exposure, and reducing the overall payload mass by decreasing the size of thrusters and amount of fuel required,” said Martin Halliwell, former CTO of SES Satellites.
Helios carrying multiple small satellites. | Image: Impulse Space
There are not many opportunities for companies to launch these smaller satellites alongside larger payloads, and Impulse wants to fill this need for potential customers. The company plans to buy its own launch vehicle, most likely a Falcon 9, and sell slots for transport to orbits above LEO.
Impulse plans to continue testing Helios this year and begin regular service in 2026. They have contracted with Space X for three Falcon 9 rocket launches for their first missions.
Hot fire test of an Impulse Space engine. | Image: Impulse Space
Helios First Missions Will Support DoD
Impulse is already attracting customers, and its first payload will be a DoD spacecraft. The U.S. Space Force is interested because it wants to be able to deploy satellites tactically, or quickly, and Helios will give it that capability. The first flight will be to support the DoD VICTUS SURGO mission, deploying an optical payload.
For this mission, Helios will carry the Impulse Mira spacecraft. This smaller transport vehicle can maneuver and deliver objects within an orbit. Helios will carry Mira from LEO to Geosynchronous Transfer Orbit (GTO). The Mira then will carry and deploy the DoD spacecraft.
“Helios’ ability to open access to high-energy orbits like GEO, with availability when needed or requested, is not only a valuable commercial service but can also help enable a strong national defense posture in space,” said Mueller.
Impulse is also hoping to serve customers involved in communications, imaging, and scientific research.
Helios carrying satellite into orbit. Image: Impulse Space
PLAY Airlines will reportedly close service to Hamilton in the spring, its only destination in Canada. This move was made just two years after its Hamilton debut.
Some travelers may be curious to know why PLAY will soon leave Canada and if the airline might close its routes in the US in the future.
PLAY Packing Up In Great White North
John C. Munro Hamilton International Airport officials have confirmed that PLAY Airlines will soon cease service to the city. The low-cost Icelandic airline makes its last flight to Hamilton on 22 April. PLAY first opened service in Hamilton in 2023.
PLAY currently flies a route between Hamilton and Reykjavik, Iceland four times a week. Reykjavik is PLAY’s hub city. Passengers can connect via Reykjavik to other European destinations like Dublin, Ireland and Paris, France.
With PLAY Airlines pulling out of Hamilton, the carrier will no longer serve any cities in Canada. This latest pullback mirrors other reductions of low cost service in Canada. Canada’s budget airline market has shrunk over the past year with Lynx Air closing down in 2024, Jetlines going out of business, and WestJet’s SWOOP subsidiary merging back into the main airline after a six year endeavor.
PLAY Airlines Exiting Canada, Says Transatlantic Markets "Falling Short" 37
PLAY Airlines CEO Einar Orn Olafsson reportedly told members of the media that the airline’s hub-and-spoke model from Iceland is falling short of its financial goals, especially involving North American travelers.
Hamilton travelers can continue to book PLAY flights from Hamilton airport until 23 April. Some travelers, however, have scheduled flights with play past this date. The airline has not yet announced any refunds or alternative arrangements for flights after 23 April.
Hamilton Airport Moving On
Hamilton airport spokeswoman Colleen Ryan issued a statement to the Toronto Star about PLAY’s eventual exit:
“I can confirm that, unfortunately, PLAY Airlines will end its service from John C. Munro Hamilton International Airport as of April 22, 2025. While we are disappointed with this decision, we remain confident in the future of Hamilton International.”
No word yet On How PLAY Will Alter US Service Yet
With a pointed comment by PLAY’s CEO on transatlatic service, one must wonder whether additional changes are in store for the US market.
For the time being, PLAY will continue to serve travelers in the United States from New York City, New York, Baltimore, Maryland, Boston, Massachusetts, and Washington D.C.
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
An Avelo Airlines Boeing 737-800 at Hollywood Burbank Airport on 07 April 2021 | IMAGE: Joe Scarnici/Getty Images for Avelo)
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
Avelo Airlines’ route map as of January 2025 | IMAGE: Avelo Airlines
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.
Avelo COO Greg Baden (center) cuts the ribbon at the carrier’s new crew base at Raleigh-Durham International Airport (RDU) in 2024 | IMAGE: Avelo Airlines on Facebook
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
Avelo COO Greg Baden (far right) and other Avelo employees celebrate the first scheduled passenger airline service out of Linder Lakeland International Airport (LAL) in Florida | IMAGE: Avelo Airlines on LinkedIn
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.
IMAGE: Avelo Airlines
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
BURBANK, CALIFORNIA – APRIL 07: The Avelo aircraft is seen at Hollywood Burbank Airport on April 07, 2021 in Burbank, California. (Photo by Joe Scarnici/Getty Images for Avelo)
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.
An Avelo Airlines Boeing 737-800 (reg. N802XT) | IMAGE: Avelo AIrlines
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
An Avelo Airlines pilot leans out the window while parked at the gate | IMAGE: Avelo Airlines on Facebook
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.
An Avelo Airlines crew gets ready for departure | IMAGE: Avelo Airlines on LinkedIn
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
Avelo Airlines COO Greg Baden participates in the grand opening of Avelo’s station at Harry Reid International Airport (LAS) | IMAGE: Avelo Airlines on Facebook
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.
Passengers board their flight at Tweed New Haven Regional Airport (HVN) | IMAGE: Avelo Airlines on Facebook
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
Baden celebrates the establishment of a new Avelo Airlines base at Charles M. Schulz–Sonoma County Airport in Santa Rosa, Calif. | IMAGE: Greg Baden on LinkedIn
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.
Avelo Airlines COO marks the carrier’s first flights from Hartford’s Bradley International Airport (BDL) | IMAGE: Avelo Airlines on LinkedIn
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
Avelo Airlines COO Greg Baden high-fives a participant in the airline’s Aviation Career Exploration (ACE) program | IMAGE: Greg Baden on LinkedIn
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
Baden passes the aviation torch to the next generation | IMAGE: Greg Baden on LinkedIn
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.
Air Wisconsin and American Airlines are set to part ways this spring, ending an on-again, off-again regional partnership that began in its most recent form in March 2023.
According to a press release issued by Air Wisconsin last week, the capacity purchase agreement will conclude by the end of April, with the airline ceasing CRJ-200 operations for American on 3 April.
While the announcement comes as a surprise to some, Air Wisconsin describes the move as a “strategic shift” toward new opportunities, including federally subsidized Essential Air Service (EAS) routes and charter operations.
A Pioneer in Regional Aviation
A Swearingen Metroliner, DeHavilland Dash 7, and a BAe 146 aircraft lined up at Fort Wayne International Airport (FWA) | IMAGE: Air Wisconsin on Facebook
Founded in 1965, the Appleton, Wisconsin (ATW)-based carrier has long been a trailblazer in regional aviation. Air Wisconsin pioneered the concept of code sharing in the 1980s, forging partnerships with major carriers like United Airlines and later AirTran Airways. In its heyday, it was the largest regional airline in the U.S. and even invested in US Airways during its bankruptcy in exchange for a long-term operational contract. Over the years, Air Wisconsin has transitioned through partnerships with United, US Airways, and most recently, American Airlines.
Its current partnership with American Airlines began with a five-year contract signed in 2022, enabling Air Wisconsin to operate up to 60 CRJ-200s for the American Eagle brand. However, American’s decision to end the agreement after just one year leaves Air Wisconsin without a mainline carrier partner, raising questions about the airline’s future.
American’s CRJ-200 Era Winds Down (Again)
Ramp personnel marshall in an Air Wisconsin CRJ-200 at Appleton (ATW) | IMAGE: Appleton International Airport
Air Wisconsin operates a fleet of 62 Bombardier CRJ-200s, though only 38 of these 50-seat regional jets are active. With an average age of over 22 years, the fleet is based primarily out of Chicago O’Hare (ORD). As the airline exits its role as American’s only CRJ-200 operator, the focus will shift to utilizing these aircraft in EAS and charter operations.
American Eagle previously discontinued CRJ-200 operations during the pandemic. However, the capacity purchase agreement with Air Wisconsin resurrected the type for American flyers once again in 2023.
While the CRJ-200 might be on its way out for American Eagle, the carrier still operates the larger CRJ-700 and CRJ-900, as well as the Embraer ERJ-145.
The CRJ-200’s small size and operational flexibility make it well-suited for underserved markets, and Air Wisconsin appears poised to capitalize on these strengths. In the press release, CEO Robert Binns expressed optimism.
“This strategic shift underscores our adaptability and commitment to delivering reliable, customized air travel solutions where they are most needed,” Binns said. “As we diversify into EAS and grow our charter operations, we remain committed to delivering safe, efficient, and quality service to every community and customer we serve.”
A pair of Air Wisconsin CRJ-200s at the gate | IMAGE: Air Wisconsin on Facebook
Air Wisconsin currently operates just one EAS route: the twice-daily route between Chicago (ORD) and Iowa’s Waterloo Regional Airport (ALO). However, American Airlines controls the route, which will not transfer after the partnership ends. This means Air Wisconsin has no EAS contracts of its own.
As such, and to diversify its revenue streams, the airline has applied for EAS contracts to serve Quincy, Illinois (UIN), and Burlington, Iowa (BRL). These small, federally subsidized markets could provide a lifeline for Air Wisconsin, though competition for EAS contracts remains fierce.
Charter operations also represent a promising avenue for growth. With recent changes in collegiate athletic conferences increasing travel distances for sports teams, Air Wisconsin is positioning itself as a go-to provider for NCAA charters. The CRJ-200’s capacity and range are well-suited to these needs, and the airline’s debt-free status offers financial flexibility to pursue new opportunities.
Uncertainty Looms as Air Wisconsin Looks Forward
Air Wisconsin CRJ-200 “El Guapo” | IMAGE: Air Wisconsin
Despite its ambitious plans, Air Wisconsin faces an uncertain future. Without a single EAS contract currently in place and no mainline partner, the airline will need to move quickly to secure new business.
In last week’s press release, Binns announced that the carrier has recently “retired all remaining debt on its aircraft,” allowing it to “embark on this new direction with enhanced financial flexibility.” The retirement of its aircraft debt is indeed a positive step, but the fate of its 62 CRJ-200s remains a question mark.
For an airline with such a storied past, this moment represents a critical juncture. Will Air Wisconsin succeed in carving out a niche in the EAS and charter markets? Can it sustain operations without a mainline carrier? Only time will tell.
As one chapter closes, Air Wisconsin embarks on a new journey. For now, aviation enthusiasts and industry insiders alike will be watching closely to see how this resilient regional carrier adapts to its next challenge.
