In this exclusive interview for Aviation Business News, Aleksandr Celiadin, founder of GetJet Aviation Holdings, reflects on the origins, challenges, and strategic decisions that have propelled GetJet Airlines to the forefront of the ACMI market, while also sharing insights into the company’s future growth plans.
GetJet Airlines has been a key player in the ACMI market since 2016. Could you share the story and inspiration behind the founding of GetJet Airlines?
I grew up in Vilnius, Lithuania, right next to the airport. My father was an aviation engineer and later became the technical director at Aurela Airlines. This proximity to the aviation world sparked my interest early on.
My professional aviation career started at Aurela Airlines, working as a sales associate while completing my MBA. I’ve witnessed this first Lithuanian privately-owned airline evolve and eventually go bankrupt, personally mobilising to keep one of its leased aircraft flying – this has been an invaluable first-hand challenge that paved my way into aviation.
In 2016, leveraging my seven-year experience and industry insights, I founded GetJet Airlines.
Throughout GetJet Airlines’ journey, what has been the most significant challenge the company has faced, and how did you overcome it?
We’ve navigated through tough times, especially during the Covid-19 pandemic, which we successfully survived as a result of strategic planning.
To illustrate the complexity of this operational challenge, we had to scale down our fleet from 25 to around 10 aircraft. We had to transform from a passenger airline to a cargo airline overnight.
We repurposed our widebody A330 to carry medical supplies and were the first to bring the Covid-19 vaccines to Lithuania, ensuring our relevance and utility even in difficult times.
Our ability to adapt quickly certainly allowed us to bounce back stronger, now operating with a fleet size that we find optimal at 15-18 aircraft.
In your opinion, what have been the key factors contributing to GetJet Airlines’ success, and what core principles guide the company’s strategy?
I am very proud of my team and the outstanding success they have made. 2023 was a record profit year for us.
We have built GetJet Airlines on two key principles: a top-notch team and a straightforward strategy.
Early on, I understood that as the founder I am not necessarily the best chief executive, so I focused on finding the best managers to do the job.
I take pride in our team, made up of the best in the business – talented, committed people who are the backbone of our high-quality service and customer satisfaction.
On the strategy front, we seriously focus on being flexible and quick to react, always ready to adjust our services and fleet to match the market’s changing needs. This clear focus on agility and premium service not only sets us apart from our competitors but also drives our ongoing growth and strong financial results.
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From a strategic perspective, why does GetJet Airlines operate both A320/A321s and B737s rather than focusing on a single aircraft type?
At GetJet Airlines, we hold Boeing and Airbus in equal esteem. As a crewed aircraft lessor with fully in-house maintenance capabilities and a variety of aircraft types, we can serve a broader range of clients since different airlines prefer different aircraft types.
This fleet diversity allows us to select the best aircraft for specific customers and markets, making us an attractive employer for a wide range of aviation professionals and maintaining a robust presence in the marketplace with a wider range of suppliers, lessors, and asset managers.
With such a team, we could integrate a space shuttle into our AOC and nobody would be surprised!
As a company based in the Baltics, what competitive advantages does this location provide for GetJet Airlines?
Our base in Vilnius is more than just a strategic choice – it’s a personal one. Even though I now live in Dubai, my roots and a significant part of our operations remain in Lithuania. This is where we started.
The most important aspect is the people. We’ve been lucky to gather a team in Lithuania for GetJet that’s grown right alongside the company. They’re top-notch – seriously, some of the best in Europe – and they’re the core reason we can deliver such reliable and high-quality service.
Being based in Lithuania really plays to our strengths. It’s smack in the middle of East and West Europe, which is perfect for getting to just about anywhere quickly and efficiently. This central spot helps us keep our operations lean and our response times fast. Plus, Lithuania isn’t as pricey as many places in Western Europe, so we can do more without spending a fortune.
What are the current challenges facing the aviation industry, and how is GetJet Airlines preparing to navigate them?
The aviation industry is currently grappling with several challenges, including operational disruptions and OEM supply chain issues, which have been exacerbated by the Covid-19 pandemic.
At GetJet, we’re proactively addressing these issues by investing in self-sufficiency. This includes training our own crews and enhancing our fleet maintenance capabilities to reduce reliance on external suppliers. We’ve already begun servicing our own aircraft by renting out a hangar at Riga Airport, and are further investing in a comprehensive maintenance base in Lithuania.
Financially, we’re cautious and strategic, ensuring that we manage our resources efficiently. We have been tactical about securing aircraft leases before market prices skyrocketed, as viable Covid-related lease contracts come to an end. This foresight has put us in a strong position, allowing us to offer competitive and reliable services to our long-term partners, even as other airlines struggle with rising costs and logistical hurdles.
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In a competitive ACMI market, how does GetJet Airlines distinguish itself from other players?
We are renowned as the most premium crewed aircraft leasing company, a reputation built on our ability to quickly mobilise and adapt our resources to the industry’s ever-changing currents.
While large ACMI companies move like freight trains – powerful but on fixed tracks and slow to accelerate – GetJet is like a sports car; capable of rapid acceleration and nimble turns, quickly adapting to the ever-changing conditions of the aviation market.
Our strategy is not to compete on size but to excel in agility and service quality. We are obsessed with quality and premium service instead of being concerned about size and market share. This focused and disciplined approach allows us to meet our clients’ critical needs swiftly and effectively, ensuring that when someone somewhere needs a crewed narrowbody aircraft – we are here to deliver.
GetJet has worked with over 30 renowned industry leaders such as Wizz Air, Transavia, Iceland Air, Vueling, airBaltic, TUI, and is always on the lookout for new opportunities. To be sure, we focus on delivering high-quality, premium services. This approach ensures that our clients receive the best possible service, tailored to their specific needs in any geographical location.
What are GetJet Airlines’ key markets?
We primarily focus on the pan-European market, we also operate in North and South America, and parts of Asia. To illustrate this expansion logic, GetJet Airlines Latvia, a smaller sister airline of GetJet Airlines Lithuania, has recently secured the Part 129 Operation Specification approval from the Federal Aviation Administration (FAA), allowing it to operate in the US.
Moreover, we are exploring opportunities of entering markets with no previous ACMI history. We have recently signed clients in Azerbaijan and Uzbekistan, having been among the first ACMI companies in these countries.
Looking ahead, what are the key goals and objectives for GetJet Airlines? Could you elaborate on your plans for vertical expansion?
We have ambitious plans for the future. Our primary goal is to continue our vertical expansion and enhance our value proposition. Key initiatives include establishing our own maintenance facilities, which will allow us to control quality and costs more effectively.
Over the next few years, we’re planning to attract an investment of €150 million in external capital to diversify our capabilities, aiming for a €1 billion turnover by 2030. This expansion will make GetJet Holdings a comprehensive ACMI provider, offering more services such as aircraft asset management, spare parts trading, fleet support, base maintenance, and personnel training.
Horizontally, we’re also focusing on fleet renewal, ensuring our aircraft are modern and efficient, with plans to maintain a fleet age of no more than 5-7 years old.
We remain committed to aviation innovations and monitor the developments carefully, to ensure that new initiatives are not just check-list options but bring meaningful change.
More about Aleksandr (Alex) Celiadin…
Celiadin is a serial entrepreneur best known for establishing and developing premium ACMI airlines – GetJet Airlines. Alex operates several businesses in the aviation industry and has offices in the UAE, Lithuania, Latvia, Malta, and Cyprus. In 2023, GetJet Airlines had a stellar growth year, growing its revenue to over $200 million and EBITDA to over $30 million.
The post Interview: Aleksandr Celiadin, GetJet Aviation Holdings appeared first on Aviation Business News.
