Careers

A chat with a Fortune 100 "top dog"

In the coming months, this column will feature some of aviation's most influential decision-makers: the folks near the top of a corporate flow chart who make the final call on whether or not a pilot applicant is invited into the company.

Periodically, we'll spotlight managers who can claim that the buck stops here when it comes to pilot hiring. We plan to talk to executives at regional airlines, fractionals, major airlines, and others.

The launch article for this series is based on a simple thought. "What would it be like to fly for a gigantic Fortune 100 company, and how can I get that kind of job?"

These are sensitive times. Although participants in this first effort were keen to share information, anonymity was a prerequisite. Nonetheless, aspiring corporate pilots might learn something here about the inner workings of a Fortune 100 flight department that is one of the largest in the industry.

Our subject company's very first corporate pilot was the founder. As he began laying the groundwork for a global enterprise, he used his own single-engine airplane in the pursuit of real estate and customers. As his enterprise grew, he believed with fervor that his executives must stay in touch constantly with consumers and front-line staff. The best way to accomplish that goal is by getting out of the company headquarters offices, hopping an airplane, and flying to the scene of the action.

Over 40 years, that little ASEL vehicle gave way to a corporate fleet of 20 aircraft flown by some 70 pilots.

The top dog who directs this corporation's formidable travel operations is the key player in a business aviation operation that has to rank as one of the best in the industry. He himself has built a solid general aviation background that includes ATP, CFI, and former FAA designated check airman. He is a graduate of Florida Institute of Technology. Of importance to aspiring corporate aviators, our interviewee is the final decision-maker through which hopefuls join the elite team of company pilots.

Those who make their living flying business jets or turboprops invariably relate horror stories of inconsiderate bosses, being tied to a pager, experiencing treatment akin to that of a baggage handler, and simply being unable to plan much of a private life. Working for this outfit is entirely different.

There is the professionalism that rivals an airline. Five schedulers oversee aircraft deployment and the travel plans of some 30,000 employees who may eventually use the equipment. Pilots, who plan weight and balance, routing, weather, and all other facets of flight, are supported by a team of record-keeping analysts, operations, maintenance, and line service personnel.

There is a unique sense of family and appreciation for family values. The director of the operation says, "We bring about 95 percent of the fleet home every night. The pilot can still make a concert, a dinner, or a school play - all the things that the family would like to do together. Then, there are the company picnics and Christmas parties that do so much to foster team spirit and goodwill."

He adds, "Our pilots are not just pilots. Pilots are considered members of the management team and get a tremendous education in our core operations. They are expected to know the company because they are part of what makes us work."

Base salary is approximately $40,000 annually for new hires, but that number can increase substantially thanks to other benefits and incentives. Senior captains enjoy salaries in the six-figure range. Pilots are entitled to benefits such as stock options, incentive plans, executive physicals, FAA physicals paid by the company, and a 401(k) retirement plan.

As can be imagined, pilots fortunate enough to be working in the organization are quite happy. "We basically have had zero turnover in the pilot ranks in two and one-half years," says the director.

When there is a rare opening, where does the company find potential new hires? He says, "We receive close to 50 r�sum�s per week. The last hiring we did, we hired four pilots. For those positions, we had over 780 r�sum�s from qualified individuals." To be considered for a pilot position, the applicant must have a total of 2,000 hours of flight time; 500 multi; and 100 jet. A college degree is preferred. There is no requirement that a pilot have a degree, in keeping with company tradition: nearly 70 percent of company managers started as hourly workers, many without a college education.

Once a r�sum� comes in, it is scanned into a database. A courtesy letter is sent to the applicant informing the sender that the r�sum� has been received. Pilots are encouraged to submit updated r�sum�s every six months.

"But," he says, "we are not just looking for a pilot. We are literally looking for a team member. We're looking for people with great personality; team players who want to do a great job and who can project themselves as leaders."

Of special interest is the prevailing policy on personal recommendations from in-house pilots. While many operators place a high premium on references from company crewpersons, this outfit runs against that grain. "The selection process is very objective. It has to be a fair process. We treat every applicant fairly and place everyone on a level playing field. That's the company culture."

During the selection process, a team of captains, copilots, and human resources people works together to select candidates from submitted r�sum�s.

The finalists for a specific flying opportunity are first screened in a telephone interview before being invited to either Wichita or Atlanta, the location of a FlightSafety International facility. There, an in-person interview is given, an aeronautical written test is administered, and a simulator check in a LearJet is conducted. The check is run by one of the company's standardization captains, with another company captain serving as the second crewmate. The official states, "We are looking for basic flying skills and crew resource management." The director of aviation makes the final call on who is hired.

Once hired, the new pilot is brought to the corporate headquarters to look around the area. The company provides housing for up to 90 days so that the pilot can get settled, and it also pays for moving expenses.

"The new pilot's first day is on a Monday," says our source. "The new pilot will go through company indoctrination training at the home base. Next, the pilot will come out to the airport where a 'mentor pilot' will be introduced. The 'mentor pilot' will help the new-hire become acclimated to the company and the community."

At the home base, the new hire participates in four days of indoctrination ground school that encompasses flight and emergency procedures and manuals. From there, schooling continues in Tucson for two weeks of LearJet 31A training. Once completing school, the pilot will be type-rated in the aircraft. All pilots are typed, even copilots. Advancement to other aircraft is certainly possible, but the Lear is the entry-level machine for everybody.

Flying for this top-notch company is certainly a worthwhile goal for the future corporate pilot. As a point of encouragement, one of the newest Global Express captains started with the company sweeping floors when he was 16. Although working one's way up through the ranks is not essential to earn a seat in a company, it certainly doesn't hurt!

Our "Top Dog" offers this suggestion for those eyeing a career in corporate aviation. "Strive to become a well-rounded individual. Corporations like ours are not just looking for pilots. We are looking for leaders. We are looking for people who have other capabilities to bring to the table. We are also looking for people who will be with us for the balance of their careers. That is what being successful is all about."

Wayne Phillips is an airline transport pilot with a Boeing 737 type rating and is a designated pilot examiner in Colorado. He is a speaker for the AOPA Air Safety Foundation.