Yea, all MS did for Flight Options was make us profitable. How dare he!
MS made us profitable, eh. He did this alone, didn't he Rupert? Flight Options is profitable simply because MS is at the helm.
uke:
Our profitability was achieved with work on only one side of the ledger: slashing costs. And if you're really a FlOps pilot, you're feeling some pain from those cuts. Did we really need a former airline exec - MBA hack to be a cutter? I think not.
What is your outlook going forward, Rupert? Do you believe FlOps can maintain profitability under MS's direction? (I'd say under his "leadership", but I can't in good conscience use the word "leadership" and "MS" in the same sentence. This guy wouldn't know "leadership" if he tripped over it).
Who should answer for the massive customer disservices as a result of the incompetence in Owner Services and the OCC? I'm not talking about pilot-induced maintenance disservices. I'm referring to issues such as the blatant lying to owners on basic scheduling. Or the failure to provide a backup charter aircraft to an owner when the company was contracturally obligated to do so. Or allowing your COO to verbally abuse an owners wife. Most of the pilots can relate more than one discussion with outgoing owners who point the blame squarely at CGF, and it is a top-down problem. With MS at the helm any semblence of a "customer service" organization has gone down the toilet. I don't care how much he spews the words "team member" or how many million$ he spent on Ritz-Carlton feel-good training for the "team members". Truth is MS thinks he's still in a seat-revenue generating environment, which has little to do with the type of customer service our clientele demand. How wrong he is.
Who is going to answer for our woefully inadequate sales? Why have sales not materialized post fleet rationalization? Is it perhaps that we failed to offer an airframe product that people want to buy? And who signed off on hiring our current head of sales? This is the gentleman who is a former garage door salesman. Fractional private jet vs. garage doors. Yeah, that's close enough for MS.
So, how's THAT been workin' for us?
If the yardstick to measure the MS's success is profitability, then perhaps he has met with some success. But if short-term profitability and lack of a true go forward vision sinks the company, is he still a success story? Or perhaps this has been his goal all along.
What say ye, Rupert 'ol boy?
I know what I say: Adios, MS.
Then face reality. Dumping MS will be a smart move for FltOps. Just ask the pilots who work there, but make sure the ones you poll have a backbone and see things clearly.
Time to dig in your heels, guys! NJW
CV
