I have spoken with current and former FAA inspectors who spent years reviewing dry lease operations in the field. They are the ones who review the paperwork, walk through how flights are conducted day to day, and decide whether an operation holds together as a legitimate dry lease or starts to resemble something else. This article reflects the patterns they see repeatedly when documents, control, and real-world conduct are compared.

Introducing the Scissortail Brief, a weekly snapshot of the forces shaping U.S. business aviation, from regulatory decisions and fuel market shifts to new aircraft entering service and changes in how and where operators fly. Each edition cuts through the noise to highlight what matters most to operators, owners, and industry leaders, pairing timely updates with practical context so you can anticipate impacts, adjust plans, and move forward with confidence.

Business aviation stakeholders often think in terms of aircraft performance, operating cost, and asset utilization. But Greenland's situation brings another, often-overlooked and taken-for-granted, variable into focus: the geopolitical stability of the free world. A forced annexation becomes more than a diplomatic provocation. It becomes a stress test for a deeply interconnected industry. When assumptions about rule of law, treaty durability, and economic cooperation begin to unravel, the effects cascade through aviation ecosystems faster than many planning models account for.

Cost control is often a primary driver for engaging consulting support. Reducing expenses in business aviation does not require cutting safety margins or limiting capability. Instead, it requires identifying inefficiencies that increase costs without providing operational value. These inefficiencies frequently appear in maintenance planning, vendor relationships, resource utilization, and budgeting processes. By applying private aviation management expertise, consultants help flight departments align spending with actual operational needs, resulting in improved cost predictability and stronger financial control.

At its core, just culture is about how an organization responds to human error, at-risk behavior, and intentional misconduct. The FAA defines just culture as an environment where individuals are encouraged to report safety concerns and mistakes without fear of unfair punishment, while still holding people accountable for reckless or intentional violations. The objective is not to remove accountability, but to apply it in a way that supports learning and improvement rather than silence.

Reducing corporate flight department costs starts with recognizing the connection between safety and efficiency. Inefficient processes often create conditions that increase both cost and risk. Reactive decision-making, compressed schedules, and unclear responsibilities add pressure to daily operations and increase the likelihood of error. Improving structure and predictability reduces unnecessary expense while supporting safe outcomes.

Understanding federal contracting begins with recognizing how government procurement differs from commercial business development. Federal agencies operate within structured regulatory frameworks designed to ensure transparency, competition, and accountability. Aerospace startups that understand these frameworks and prepare accordingly are far better positioned to compete effectively.

Flight departments manage complex systems that generate large volumes of data. Scheduling, maintenance tracking, crew management, safety reporting, and cost control all rely on accurate information and timely decisions. As operational complexity increases, relying solely on manual processes and individual experience becomes more challenging. AI-driven tools can support flight departments by identifying patterns, highlighting risks, and improving coordination across functions.

Understanding the distinction between Part 91 vs Part 135 begins with the role of compensation and operational control. Part 91 governs non-commercial operations conducted in support of an owner’s internal business or personal needs. Part 135 governs commercial on-demand operations where transportation is provided to others for compensation or hire. The difference is not philosophical. It is regulatory, enforceable, and closely scrutinized by the FAA.

FAA compliance should be viewed as a strategic consideration rather than a regulatory obstacle. When regulatory requirements are understood and integrated effectively, they support safer operations, clearer governance, and long-term sustainability. For operators operating near the boundary between Part 91 and Part 135, compliance clarity protects both the organization and its leadership.

Aviation compliance consulting can be valuable during audit preparation, particularly for flight departments with limited internal bandwidth or those facing new oversight. An objective review helps identify gaps before the FAA does and allows corrective action to be taken on the operator’s timeline rather than during an inspection. Even limited outside perspective can provide clarity and reduce stress.

Many vendor management challenges arise not from poor intent, but from limited internal bandwidth. Flight departments are focused on execution, leaving little time for strategic review of vendor performance. Periodic evaluation provides an opportunity to reassess relationships, adjust expectations, and confirm that services continue to meet operational needs.

Private aviation operations that scale successfully share a common approach. They anticipate change, assess risk deliberately, and adjust systems before problems emerge. Growth is treated as a controlled process rather than an organic expansion. This mindset reduces disruption and supports sustainable performance.

One of the challenges in adopting analytics is data quality. Inconsistent recordkeeping, fragmented systems, or incomplete reporting limit the usefulness of analysis. Improving data discipline enhances confidence in the insights derived and supports better long-term outcomes. Clear definitions and consistent entry practices are essential.

Accountability is essential. A strong aviation consulting partner helps establish measurable outcomes and supports follow-through. This may include improved compliance alignment, reduced operational risk, or increased efficiency. Consulting engagements that end with a report but no path forward often deliver limited value.

Private aviation can be a game-changer when the strategy behind it really fits your needs. This piece looks at a few common ways flight departments and family offices drift off course, and how small adjustments can make a big difference in efficiency, cost, and peace of mind.

Business aviation remains safe and steady during the government shutdown, even as FAA FSDO offices operate with limited staff and slower response times. In our latest article, I explain how Part 91 and Part 135 operators can stay confident, compliant, and prepared while certification, inspection, and administrative functions are delayed. The key is maintaining strong documentation, focusing on safety and compliance, and preparing now for post-shutdown backlogs. For those in Texas, the San Antonio FSDO is prioritizing safety-critical work, so operators should document communications and be ready to re-engage quickly once normal operations resume. Read the full piece for practical steps to stay ahead.

For Texas individuals and family offices, placing a jet on a Part 135 certificate can unlock multiple tax benefits: exemption from state sales tax, a lower property tax valuation, a recent federal excise tax exemption for owner flights, and renewed 100 percent bonus depreciation. By offering the aircraft for charter, owners can generate revenue while meeting the business‑use tests required to secure these incentives.

“The aviation industry is broad and complex, and no single firm or individual can claim to be an expert in every area,” said Clayton Corn, Founder of Scissortail Aviation Advisors. “Our model lets us assemble a team of associate advisors based on a client’s specific needs, bringing the right people to the table at the right time. That way, we deliver not just answers, but the best possible answers.”