I think for the most part the comments here are accurate. The larger jet operators can be chaep at times, but BE200 operators can be just as cheap. I have found that most of the time, it's the CP, not the primary. A type in a GV is less than 1/10 of 1 percent of the aquisition cost. It's like one of us finding a penny on the floor of our living room. It has no direct effect on our bottom line. These types of "managers" operate as cheaply as possible with the thinking that they are saving money, when in fact they are costing the company more money, albeit indirectly. For example, using revisions instead of Q-service. HAving a crew member come into the office in order to update the whole USA instead of using Q Service is a blatent waste of talent, time, and resources. When you factor in the value of that person's time, the projects he/she could be working on instead of doing updates, and possible duty time issues, it's just "cave man" thinking that allows something like that to go on. Another good example is requiring a type when looking at applicants for the particular piece of equipment. Foolishness! The qualified people that will be passed over simply because their PAST employers didn't fly such and such airplane makes no sence at all. Instead, these companies "settle" on the select few that already have such and such type all the while, in my opinion, hanging the company out to dry. By running an operation that way, you get a guy that is going to come to work for you, and will probably do a good job, but he/she is not the best fit that you might have found had the scope of applicants been expanded. So, for what ever reason this guy does not work out, you have to use contract guys to fill in while looking again, send a new guy to school, indoctrinate the new individual, do the background work, ect. That continuing cycle costs time and money and can be avoided if it the hiring process were to be conducted properly. There is no reason turnover in these stable flight departments should be as high as it is. I guess my point is that most of the time the primary does not know all of this is going on, and these "old school" types need to have their policies reviewed internally by someone with nothing riding on the outcome. When we hire, which is rare, we require a Comm-ME-INST and that's it. WE probably would not hire a 250 hour person, but we certainly not be arrogant enough to loverlook him if he were submit his resume for consideration. Being receptive to change is a good thing, not a downfall as some CP/DOs might have you think. I hope things change in this industry soon, but I am not holding my breath.