Dustin Cordier
Dustin Cordier is a Certified Exit Planning Advisor and EOS Implementer®. Through his firm, StepZero Coaching, he specializes in strategy, execution and sales coaching, prioritizing ways to maximize business value and cultivate purpose-driven success. Connect with Dustin at stepzerocoaching.com or on LinkedIn.
How Any Aviation Business Can Survive Change
How can aviation business owners adapt to shifting economic conditions and thrive despite uncertainty? Surviving change requires agility, foresight and a focus on enduring fundamentals, such as safety, reliability and service.
How can aviation business owners navigate shifting economic conditions and thrive in the face of uncertainty? Adapting to change requires agility, foresight and a solid understanding of market dynamics.
Take the presidential election, for example. Every four years, the aviation industry experiences some delays in major purchase decisions. Companies and individuals hold off as they brace for potential policy shifts and economic uncertainty. This "election stall" effect arises from concerns about new leadership and the impact of their policies, which could alter tax structures, interest rates and other economic factors.
As a result, such fluctuations affect disposable income and influence perceptions, shaping both business aviation demand and travel habits. Compounding the uncertainty, leadership actions don’t always align with their public promises, leading to misaligned expectations. These dynamics put pressure on the aviation industry, which is particularly sensitive to economic cycles.
To thrive amid constant change, aviation business owners must stay nimble. And they must be ready to adapt to shifting economic realities and evolving customer demands. However, amidst all these adjustments, having a guiding principle becomes essential to maintain focus and direction.
When it comes to building a lasting strategy, Jeff Bezos offers a compelling perspective that highlights the importance of focusing on stability:
"I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one. I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two—because you can build a business strategy around the things that are stable in time..."
This shift in perspective—from predicting change to identifying what remains constant—provides a powerful framework for long-term planning. By grounding their strategies in enduring fundamentals, aviation businesses can create models that withstand external fluctuations and deliver consistent value.
In aviation, certain customer expectations, such as safety, reliability and efficient service, serve as strategic anchors. And these anchors remain constant regardless of political or economic shifts. By focusing on these core priorities, aviation firms can confidently invest in systems and practices that deliver long-term value.
This clarity helps entrepreneurs navigate uncertainty while staying grounded in customer-centric priorities. In a world of constant change, focusing on what endures allows aviation business owners not only to survive but to thrive.
Aircraft Brokerage Firms: Bridging the Leadership Gap
As senior leaders eye retirement, many aircraft brokerage firms are facing a leadership gap. Learn strategies to develop the next generation of sales talent.
As many prominent aircraft brokerage leaders near retirement, the firms they represent face a serious challenge. They’ve yet to fully develop their next generation of young sales leaders.
No doubt every aircraft brokerage firm has young, eager professionals on staff—people who love aviation and are enthusiastic to learn. But newbies in high-pressure sales environments can quickly become overwhelmed. And I don’t blame them. There’s a steep learning curve to this complex business, one that requires deep industry knowledge and strong negotiation skills. Not to mention building an extensive network of high-net-worth clients.
Without structured mentorship and proper training, a developing junior sales director will stagnate. Such a lack of commitment from the top brass can lead to high turnover, inconsistent results, and potential reputational damage to the brand.
Key Success Factors for Aircraft Brokerage Firms
We often hear that aviation is a unique industry, and it’s true. Although sales volume may be low, the stakes are incredibly high. There’s a premium placed on relationships and trust. In order to succeed, brokers must consistently prove that they are credible, likable, and trustworthy. And they absolutely must leave their legacy with well-trained junior staffers to fill the void.
But the question remains, how can brokerage leaders bridge the gap as pressure mounts prior to their retirement? Their survival hinges on how effectively they can transition leadership and replace themselves with a new generation of strong, competent and strategically-minded leaders who can hit the ground running. Without a qualified pipeline of younger talent, firms whose leaders are retiring may not only lose experiential knowledge. They’ll also lose clients to competitors—especially ones with more robust leadership development and sales training programs.
The bottom line is that brokerage firms without successful transition plans will struggle. They might not be able to keep up with evolving market conditions. They may miss out on shifts in buying styles and technological advancements. Building a strong team of junior sales directors isn’t just about succession. It’s essential for sustained growth and competitiveness.
About the Author
Dustin Cordier is a Certified Exit Planning Advisor and EOS Implementer®. Through his firm, StepZero Coaching, he helps aviation entrepreneurs create freedom, growth and legacy, while coaching aspiring sales leaders using his aircraft brokerage expertise. Connect with Dustin at stepzerocoaching.com or on LinkedIn.