NJI History
Majik said:
And this brings up an interesting point. Why does the guy that is in charge of both NJI and NJA decide to treat one group better than the other side? The major difference is because one side is unionized. Seems like the big boy is trying to punish the NJA folks and you tend to agree with him to keep those nasty, unionized pilots in their place. NJI pilots have no ability to affect their pay or work rules; they must take what is offered. Lucky for you the big guy is using you as a tool to try to punish NJA's union. I don't blame you for being concerned about losing your status as the favorite son. I don't blame you for being fearful that the out-of-favor son is unhappy and attempting to increase his lot by legally leveling the playing field and asking for an equal share from the father. A level playing field would suck for you and I don't blame you for not wanting to lose your current advantage. I wish us both luck in our struggle; mine for fairness, yours for continued favoritism.
Once again, I have to get involved here. This time to keep the Army's facts straight.
NJI, then EJI, most certainly negotiated their work rules, compensation and home basing with Richard, Vince, Jim Jacobs and David Orlinsky at Montvale.This is how they got there.
The time is January 1995. NJA (EJA at that time) was known for it's low pay and history of hiring turbo-prop regional pilots into jets (at least that was our conception at Gulfstream). These pilots were willing to accept the work rules, duty periods, gateways and poor compensation their union had negotiated for them in return for jet time. They were flying mostly Citation IIs.
Richard Santulli approached Teddy Forstman, the then current owner of Gulfstream, saying he would like to start an international operations company using Gulfstreams. Forstman handed the deal to Bill Boisture, then President of Gulfstream, to make happen.
The initial contract between Gulfstream and NetJets was a Bill Boisture - Richard Santulli deal. Gulfstream provided the first three "core" aircraft because Santulli and Executive Jet were unable to capitilize them at that time (Richard had not yet sold his company to Warren Buffet so there was not a lot of cash on hand). In order for Gulfstream to provide these aircraft and be part of the deal, it was agreed that only well experienced Gulfstream pilots would be hired for the new venture because safety was to be a key marketing point and NJI buyers would be guaranteed highly qualified, internationally experienced Gulfstream pilots.
Gulfstream did not want unqualified or marginally qualified pilots flying their aircraft and their $100 million investment in NJI postioned them to demand this requirement.
It was originally determined that only pilots with a minimum of 2,500 hours in Gulfstreams would be hired. To draw the kind of pilots desired, work rules as well as starting and subsequent salaries were set to be industry standard (and still are).
The first EJI office was in the Gulfstream Customer lounge. Rick Schwartz, Ray Roberts and Peter Hanchak interviewed pilots while Joe Murphy, the present NJI President, shuttled between Savannah and Montvale hammering out compensation, homebasing, organization, workrules and duty periods.
Compensation for current hire NJI pilots is 50% percentile NBAA. The Captains who have been there for 10 years do considerably better.
As NJI has matured their hiring policies have changed. The initial cadre were all Gulfstream captains. Now, they hire First Officers and while prior Gulfstream experience is still the preference these pilots are hard to find so select non-Gulfstream rated First Officers are hired.
In order to keep the pilots happy (and this is a principal concern at NJI), the pilots are divided into groups with each group having a leader. In this manner even the most lowly new hire first officer can communicate his concerns, b!tches, or better ideas to his group leader who will inturn pass it up to a very receptive leadership group.
Presently, maintenance and sales relationships exist between Gulfstream and NJI. Gulfstream sells Shares to existing Gulfstream customers and large cabin aircraft owners. NJI sells Gulfstream Shares to mid and small cabin aircraft owners as well as "Concept Buyers."
Gulfstream has a close relationship with NetJets. Raynor Reavis (along with Susan Mitchell) at Gulfstream set up the Gulfstream Shares Program. He then went to NetJets to be their Vice President for Sales. He is now back at Gulfstream as Gulfstream Vice President for Sales and Marketing. Kevin Russell, who is the current NetJets VP for Marketing came from Gulfstream Marketing and of course, your President is our former President.
NJI is an autonomous company with their own President, executive staff, maintenance and dispatch/scheduling operations chartered in South Carolina, a "Right to Work" state. It will be interesting to see how the International Brotherhood of Teamster's single carrier suit plays out.
We had a couple of 1/8th shares and under NJI's rules the owning companies' pilots can fly in command on NJI aircraft as long as they meet NJI qualification and experience requirements as well as passing written, oral and flight checks. As such, I flew as an NJI Captain on our share aircraft for over a year and know many of the line pilots (some of whom I flew with at Andrews AFB) very well. I also know the Okatie leadership group from Gulfstream's efforts in initially establishing the EJI program as well as from working special joint projects with them. I think they are rightly proud of the organization they worked hard to build and that it is ironic that a the non-union organization was able to negotiate better compensation, work rules and home basing than could the union pilots.
GV
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