THUNDER BAY INTERNATIONAL AIRPORT ALSO IN THIS ISSUE FLINT BISHOP INTERNATIONAL AIRPORT • OGDENSBURG INTERNATIONAL AIRPORT NORTHERN ONTARIO’S GATEWAY TO GROWTH DEC 2025 VOL 12 AVIATION VIEW MAGAZINE
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Karen Surca Editor in Chief, Business View Publications When this issue of Aviation View comes together it is tied up in a neat little bow, just like all the gifts that were under the Christmas tree this year. The season is always a festive one and Aviation View does not disappoint! With a wish list of airport improvements and a full flight schedule ahead, all the airports we were fortunate to profile flew to new aviation heights this year and have set their GPS to a smooth flight into 2026. Well prepared for the fiscal year ahead and turbulent free, each airport impressed us with what is on their flight agenda. Airport directors have ramped up their efforts to ensure that passengers and flight crews are met with a welcoming and efficient landing every time. This has propelled airport officials to look into the best ways to provide the best amenities and services upon arrival. With the mechanisms in place to propel these airports forward all that is left is meeting passengers with a welcoming smile every time. Business View Aviation sat down with Bishop International Airport, Boulder City Municipal Airport, John Murtha Johnstown-Cambria County Airport, Ogdensburg International Airport, Paine Field Airport, Pitt Meadows Regional Airport, Sandusky County Regional Airport and Thunder Bay International Airport With every issue of Business View Aviation my hope is that you gain a little more perspective into what it takes to keep each of our airports across the continent ahead of the curve while always putting their passengers and the flying public first. Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US Editor in Chief Karen Surca Director of Aviation & Research Paul Payne Research & Sales Director Thomas Hiley Contributing Writers Brett Anningson Andrew Macfarlane Al Krulick Vice President of Production Jared Ali Digital Strategist Jon Bartlow Art Director Renée Yearwood COO Matthew Mitchell CGO Alexander Wynne-Jones Executive Publisher / CEO Marcus VandenBrink EDITOR’S NOTES Dear Readers, WWW.BUSINESSVIEWMAGAZINE.COM 2 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
VOLUME 05, ISSUE 04 21 FLINT BISHOP INTERNATIONAL AIRPORT Flint Bishop International Airport Anchors Flint’s Economic Transformation 31 BOULDER CITY MUNICIPAL AIRPORT The Leading Route Ahead 41 JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT Advanced Air Mobility Meets Workforce Innovation 51 OGDENSBURG INTERNATIONAL AIRPORT Connecting the Community to the Region and Beyond 61 PAINE FIELD AIRPORT Innovation and Aviation in Motion COVER THUNDER BAY INTERNATIONAL AIRPORT 2 EDITOR’S NOTES 5 OPENING LINES AVIATION VIEW PAINE FIELD AIRPORT 61 3 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. THUNDER BAY INTERNATIONAL AIRPORT 99 71 PITT MEADOWS REGIONAL AIRPORT Reaching New Aviation Heights 89 SANDUSKY COUNTY REGIONAL AIRPORT Positioned for Growth in Ohio’s Manufacturing Heartland 99 THUNDER BAY INTERNATIONAL AIRPORT Northern Ontario’s Gateway to Growth
BIZAV SECURITY EXPERTS SHARE VETTING TIPS FOR POTENTIAL VENDORS Source: www.nbaa.org, News Editor, First Published Jan/ Feb, 2026 With the accelerating pace of change across today’s business aviation landscape, effectively screening potential vendors is increasingly critical to ensure security, as well as quality and safety, across multiple areas of your operation. “It could be fuel; it could be a third-party providing flight planning and scheduling solutions; it could be a caterer; it could be a vendor you’re bringing in for contract maintenance,” said NBAA Security Council Chair John Cauthen, vice president, global security services and products, aviation and maritime at MedAire.“You’re going to see changes happening all the time, so, it’s important to make sure that you’re vetting as much as possible where you can to help protect yourself.” It’s critical to do what you can to make sure potential vendors are following the law and can meet the necessary safety and security protocols of your organization. Companies should conduct due diligence on vetting potential vendors as if they were hiring a new employee, including background checks, obtaining references and researching the potential vendor’s financial health. “This is especially true if you’re transitioning from a legacy known provider who’s been in the industry for a number of years or decades to something new,” Cauthen Opening Lines 5 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
said.“Businesses are changing all the time. Technology is moving at an extraordinarily fast pace, especially with some of the AI developments out there.” “The company aircraft is an extension of the executive offices,” said Gregory Kulis, CAM Fellow and founder/ owner of Business Aviation Safety and Security LLC.“So, your security and safety policy has to be integrated and aligned with the corporate culture.” Kulis, who also serves as a business aviation safety and security consultant with Lane Aviation, added that properly vetting vendors is especially important for flight planning and inflight security. “I like to view the flight’s progression from beginning to conclusion and look at the points during the flight’s operation where we are using vendors,” said Kulis, a former chair of the NBAA Security Council. GROUND TRANSPORTATION CONSIDERATIONS “Comprehensive vetting of ground transportation providers is vital to travel security for flight crews as well as passengers,” Kulis said. “When traveling, and something bad happens, the odds are very high that it is going to be related directly or indirectly to the ground transportation segment. When you are going from the aircraft to the hotel, keep in mind the detailed information that the person taking you there has about you and the flight operation.” Confirm that the driver handling the trip is the person actually hired by the ground transport company, Kulis suggested. “There are some very well vetted, well qualified ground transportation providers out there, and they’re not difficult to locate,” he said. Many flight departments routinely fly to the same destinations and use the same vendors over and over, added Kulis. “However, it is also important when using the same vendors that periodically operators review or audit things from a procedural standpoint to ensure that a vendor is maintaining the standards that were evaluated when that operation began using them,” he said. “So standardized maintenance reviews are also important.” CONSIDER USING AI FOR DEEP RESEARCH The growth of artificial intelligence can make vendor research less time-consuming. “I would say with the advent of a lot of the new AI models out there, especially the large-language models, like [OpenAI] GPT-4, or [Anthropic] Claude or [Microsoft] Copilot, it doesn’t matter if you have limited resources,” said Cauthen.“Dive deep in your research and be sure to phrase your queries properly to get the information you’re looking for.” For financial research, Cauthen recommends specialized information services such as Dun & Bradstreet, which offers fairly affordable options. REFERRALS FROM PEERS AND CLIENTS Experts also suggest getting referrals from industry peers or from existing clients of potential vendors. Site visits also can be a good idea when checking out vendors. 6 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
BIZAV SECURITY EXPERTS SHARE VETTING TIPS FOR POTENTIAL VENDORS—CONT. Larger flight departments affiliated with bigger companies often have access to the parent company’s security resources when vetting vendors. “A lot of flight departments operate under a separate legal entity than say the parent company,” said Cauthen. “However, they may have some shared capability to use corporate legal, or maybe there’s a corporate security department, or maybe there’s a risk and insurance component back at corporate. You can ask them to do some deep diving into potential vendors to see what they can find as well.” CONSIDER THIRD-PARTY RESOURCES “For very small flight departments that rely on doing a lot of stuff in-house there are third-party riskmanagement systems and applications out there that you can vet vendors through,” said NBAA Director, Flight Operations and Regulations Laura Everington.“But many of the larger flight departments will either have their own in-house corporate compliance, which handles all of that aspect, not necessarily the flight department itself, but more in their legal department and corporate compliance.” Consistency and dedication are primary ingredients in developing and implementing a sound vetting system. For the most part, the experts say business aviation operators understand the importance of properly vetting potential vendors. “If you take an SMS approach to things, it is a process of continuous assessment and evaluation and improvement where you can always do better,” said Cauthen.“So how you frame this and the resources that you can tap into are largely going to be predicated on the size of your organization and really the time constraints.” PRE-VETTING AND DUE DILIGENCE • Start with a solid foundation: Begin by researching the vendor’s reputation, ownership structure and basic credentials online. • Check for required certifications: Verify that the vendor holds all necessary certifications for the services they provide, such as AS9100 for quality management systems in the aerospace industry. • Review financial health: Investigate the vendor’s financial stability and ownership information to ensure they are a viable and trustworthy business partner. • Ask for references: Request and call references, especially those from similar operations. To get a more complete picture, ask references for additional references themselves. • Conduct site visits: If possible, visit the vendor’s facilities to observe their operations firsthand and ensure they meet your standards. SAFETY AND OPERATIONAL CONSIDERATIONS • Safety management systems: A vendor’s alignment with your flight department’s safety culture is critical. Inquire if they have a formal, documented SMS in place that covers risk management, hazard reporting, and quality assurance. • Safety records: Review the vendor’s accident history, OPENING LINES 7 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
safety record, and track record of on-time service. You can gather this information through industry databases, audits, and peer recommendations. • Reputation and references: The business aviation industry is small. Ask peers for recommendations and contact former clients for in-depth references. Go beyond the provided reference list to get a more complete picture of the vendor’s reputation. • Operational security: Evaluate how vendors handle security, especially when it involves access to your aircraft or sensitive information. This includes background checks for their employees, access control procedures, and data security policies. DUE DILIGENCE AND FINANCIAL STABILITY • Background checks: Vetting should be as rigorous as the process for hiring new employees. Conduct background checks on prospective vendors’ employees, especially those who will have direct access to your aircraft or crew. • Financial health: Perform a financial review to ensure the vendor is stable and can fulfill the terms of the contract. This includes reviewing ownership information and credit reports. • Insurance and licensing: Confirm that the vendor has the appropriate insurance coverage and licensing for the services they provide. Review policies for both primary and secondary vendors in their service chain. • Site visits and audits: Conduct periodic site visits to review the vendor’s processes and facilities. Ensure their employees are following established procedures and that their security standards are being upheld. CONTRACTUAL AND PERFORMANCE DETAILS • Clear scope of work: Define the scope of work, responsibilities and key performance indicators in a clear contract.This minimizes disputes and ensures expectations are transparent for both parties. • Training requirements: Verify that the vendor’s personnel are properly trained and certified for the work they perform. This is especially important for maintenance and ground handling services. • Disaster recovery and contingency: Understand the vendor’s business continuity and disaster recovery plan.This is crucial for managing disruptions to the supply chain caused by events like natural disasters or geopolitical issues. • Termination and payment: Include clear termination clauses and a detailed payment schedule in the contract. For contract flight crews, negotiate a retainer or a guarantee for their availability, even if a trip is canceled. • Monitoring and feedback: Establish procedures for ongoing performance monitoring and regular feedback.This ensures the vendor continues to meet your standards and allows for collaborative process improvements. 8 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
Source: www.nbaa.org, News Editor, First Published Jan/Feb, 2026 Employees need to be able to admit mistakes without fear of reprisal. That concept is the basis of how a just culture is created and safe business aircraft operations are held to the highest possible standards. In fact, the rise of just culture, together with robust FAA/industry educational outreach and training, has significantly contributed to lower general aviation incident and accident rates. In 2023, the GA fatal accident rate was just 0.762 per 100,000 flight hours, down from 1.118 per 100,000 flight hours in 2013. In the first 10 months of 2024, the rate of serious runway incursions fell by 73% compared to the same period in 2023. In a just culture, employers create an environment where employees are encouraged to report mistakes to a designated investigative body within the company. The information is then integrated into the flight operation’s safety management system (SMS).Although staff are protected from punishment for decisions made in good faith, cases involving gross negligence, willful violations or deliberate harmful actions are not exempt from accountability. “One of the reasons I’m drawn to safety is that every day is harder than yesterday in terms of making gains,” said Antonio I. Cortés, Ph.D., an aviation safety expert at GMR Human Performance.“Just culture is an attempt to take what’s already there in SMS and other safety tools and enhance effectiveness. Hopefully, your flight department is looking for new interventions for threats and errors and, at the same time, rolling out a just culture environment – empowering and encouraging people to report dangerous situations, hazards and errors.” AN ‘ONGOING JOURNEY’ The foundation of a just culture is trust. Building trust relies upon clear, constant communication across all levels of an organization, said Rob Lewis, aviation safety officer at Jack Henry, who served as safety coordinator for almost 15 years and is still active in maintaining the company’s SMS. JUST CULTURE: STRENGTHENING BUSINESS AVIATION SAFETY THROUGH TRUST OPENING LINES 9 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
“It’s definitely a constant, ongoing journey and it evolves over time,” Lewis said. “You may have one instance where someone is unhappy because their safety report wasn’t answered the way they expected, while the rest of the department is perfectly fine with it. Now, you’ve got one dissatisfied person.” The challenge is making sure, as an organization, you are chasing that moving target.This means reassuring the individual who feels unsatisfied that the system is working, that it’s moving forward, and that the process must continue, said Lewis. “All employees should understand that when you file a safety report or have a conversation with your manager, sometimes things won’t go the way you’d like. But it’s important to recognize that it’s for the greater good,” Lewis said. “Your concern may not be resolved right away, but with strong communication and persistence, there’s a good chance it will eventually evolve into an outcome that works for you.” EVOLVING RISKS Strong communication is essential for mitigating impacts of evolving risks, said Kevin Honan, director of product development at Nimbl. Formerly known as AviationManuals, Nimbl supports more than 4,000 operators worldwide with international procedures, regulatory updates and more. New technologies can be invaluable tools, but they also bring huge potential challenges. Data breaches, ransomware attacks and malware can pose possible threats. Making sure every employee understands the risks is key to safeguarding against them. “Communication is the important element here; making sure your data security policies are communicated in a way that makes sense in their day-to-day workflows helps with buy-in,” said Honan. “It is also beneficial to explain the reasons why these policies are put into place, to show that the changes come from a real threat rather than a change just for the sake of it.” DATA-BASED LEARNING Craig Erickson, safety programs manager at San Francisco Bay Area-based aircraft management and charter sales firm Solairus Aviation, said the company is able to use data to improve its just culture and operational safety in ways that were not possible five years ago. “We went through the top-25 airports and areas that 10 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
we fly into and [focused on] the top five. Then we started looking at our risk analysis for every flight and how that intersects with where we’re operating,” said Erickson. The No. 1 risk assessment item that Solairus pilots and flight crews mark off is landing below Class B airspace at smaller airports. “Coincidentally, that is where we also found that most of the reports for a near-miss event are coming in. “So now we can go back out to our flight crews and say, ‘If you’re going into this certain environment or this airport or underneath the Class B airspace, you should be aware that your risk going into those areas is higher.’ This, in turn, improves the situational awareness of our crews,” said Erickson. REMOTE WORKING CHALLENGES But how can teams continue to communicate effectively when working remotely? It can become easy to lose those important people skills when working in relative isolation, and that can cause complications regarding a company’s culture. During the pandemic there were some attempts at trying to patch this, such as remote happy hours, but some teams found those to be awkward and forced, said Honan. In-person events, such as those offered by NBAA, are a good tool for combating isolation. “I highly recommend getting involved in your local business aviation association, as they have great discussions and educational opportunities,” Honan explained.“They are also a great place to have face-to-face conversations to discuss challenges and successes, and also a great melting pot of ideas that can prove very valuable.” It’s important to have regular, effective check-ins and training with account managers at each operating location.“This is to make sure that, No. 1, they have that direct lifeline back to the head office and are checking in regularly with their point of contact,” said Erickson. “We also have a consistent message coming out of the head office across the organization. “A consistent message is really important, especially in a decentralized and global model like we have,” Erickson added. MEASURING JUST CULTURE HEALTH While the challenges of maintaining a just culture continue to evolve, so do the processes used to measure its health. Maintaining personal communication with all staff members is key.“You have to because once you start losing your connection with your employees, that’s when people can start filling in the blanks, damaging the culture,” Lewis said. Also, consider using NBAA’s safety culture survey to assess your organization’s just culture.“These surveys, JUST CULTURE: STRENGTHENING BUSINESS AVIATION SAFETY THROUGH TRUST—CONT. OPENING LINES 11 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
on safety initiatives and demonstrating commitment, it goes a long way to building a strong safety culture,” said Honan. USE DATA WHEN REPORTING TO C-SUITES Entering the conversation with data from safety systems typically helps when reporting to C-suites, Honan said, whether it be information from safety performance indicators showing a reduction in a certain type of error, or newly identified threats that have been mitigated. As an example, Honan described a crew member’s honest report of an unsafe towing practice.The report may have prevented a ground handling accident with potential damages valued in the six-figure range. FEAR = HIGHER RISKS AND COSTS According to NBAA Director, Safety and Flight Operations Mark Larsen, CAM, demonstrating value to company executives ties into a broader effort to communicate the overall value of an organization. “Without a just culture, companies often resort to punitive measures, such as firing employees after mistakes,” Larsen said. “With today’s shortage of qualified aviation professionals, the cost of losing a trained employee has risen sharply.” Replacing an employee brings significant direct and indirect costs. When employees fear punishment, issues may be hidden instead of addressed, creating greater long-term risks and expenses. Larsen noted that organizations embracing just culture often frame it in financial and strategic terms, showing leaders that while mistakes carry short-term costs, the long-term value of learning and employee retention is far greater. typically conducted anonymously, ask employees a variety of questions, ranging from their opinions on the company’s safety policies to whether they feel their safety submissions will be met with reprisal,” Honan said. Instances of active participation and listening by management personnel are also helpful metrics. Honan said software-based SMS like Nimbl can demonstrate this, tracking metrics such as user login frequency information and management communications. “A just culture is demonstrated from the top down and, if management is actively involved and speaking with their employees on safety matters, being transparent 12 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
Source: www.nbaa.org, News Editor, First Published Jan/Feb, 2026 The Department of Transportation recently released its 2026 testing rates for safety-sensitive positions covered by mandatory drug and alcohol testing programs, and the rates for 2026 remain unchanged from previous years. The required testing levels will remain at 25% for random drug testing and 10% for random alcohol testing for safety sensitive positions, including pilots flying under Part 135, mechanics for Part 145 repair stations, air traffic controllers and others. “These rates are the minimum testing levels prescribed by DOT, reflecting the aviation industry’s high compliance rate with drug and alcohol avoidance mandates,” said NBAA Senior Vice President of Safety, Security, Sustainability and International Affairs Doug Carr. Random drug testing rates may remain at the minimum rate if the drug test positive rate is less than 1.00%. In 2024, the random drug test violation rate was 0.816%. Random alcohol testing rates may remain at the minimum rate if the violation rate remains under 0.50%. In 2024, the random alcohol test violation rate was 0.131%. DOT DRUG AND ALCOHOL TESTING RATES REMAIN AT MINIMUM LEVELS, REFLECTING INDUSTRY’S GOOD COMPLIANCE RECORD OPENING LINES 13 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
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Source: www.nbaa.org, News Editor, First Published Jan/Feb, 2026 As the business aviation industry seeks workforce solutions in a tight labor market, operators are paying more attention to the work-life balance of flight crews, including making sure that pilots can receive time off on specific, pre-planned days. For many business aviation pilots, devoting time for family and friends, as well as for maintaining physical and mental health, has become a high priority. At the same time, a challenging workforce landscape is pushing many Part 91 and Part 135 operators to prioritize pilot recruitment and retention. These two key factors, and others, have been driving changes in business aviation workforce dynamics. The numbers tell much of the story: In the next eight years, 33,000 new business aviation pilots will be needed to match projected industry growth and replace retiring aviators, according to CAE. The data indicates a tightening labor market, making it more important than ever for business aviation operators to find the best and most promising aviators and to keep the pilots they have. California-based Part 135 pilot Keith Wolzinger’s company allows him to request days off for the subsequent month, and he almost always gets approval – an important benefit that he values highly.“With no minimum number of available days or maximum number of days off, we have complete control of our own monthly schedule,” Wolzinger said.“No ‘10 days on, six off’ or anything like that. As long as we’re reasonable with our days-off requests.” “For a long time, the business aviation industry didn’t pay attention to the need to consider a pilot’s personal life needs,” said Megan Knox, CAM, senior operations manager at M&N Aviation.“The industry expected pilots to build flight time above anything, so scheduled time off wasn’t a priority. Everything worked around the expectation that pilots only wanted to fly. “As the industry has grown over the past 15 years, the FAA has taken a hard look at the issues of pilot fatigue and has implemented some mandates to make sure pilots have ‘protected time off,’” Knox said.“And while the FAA’s regulations (for Parts 121, 125, and 135) have had an impact, it’s the demands of the pilots themselves that have really forced SATISFACTION GUARANTEED: BIZAV PILOTS ARE GETTING SCHEDULED DAYS OFF OPENING LINES 15 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
business aviation to adopt a new way of looking at the importance of scheduled time off.” “Being paid to fly was our jackpot,” said James Lara, principal at Gray Stone Advisors.“Today, it’s a totally different environment.” AS PRIORITIES SHIFT, AVOID TURNOVER “While it can’t be said for everyone, it’s pretty common that pilots and maintainers aren’t as focused on climbing the corporate ladder as the generations before them,” Lara said. “Today, the priority is balancing what they do with who they are, and the company’s efforts to achieve that balance are key to attracting and retaining the best talent. “Think about it: If you turn over a Gulfstream pilot today, between hiring, training and compensation, it’s going to cost the company around $300,000 the first year, so you want to avoid turnover at all costs,” 16 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
said Lara.“That’s why giving pilots more control over their scheduling and being cognizant of their worklife needs is now a top priority.” And while it can be challenging for typical Part 91 and Part 135 flight operations to meet the varied professional/personal scheduling needs of its pilots, try doing it for an operation that specializes in the life-and-death business of moving donor organs for transplants. “We have 18 aircraft and 65 pilots, and more than half of our fleet is dedicated to transporting donor organs, so it’s a pretty demanding business,” Knox explained. “We fly a lot on the backside of the clock, and obviously, pilot scheduling and aircraft availability are critical. “For example, with our [Bombardier] Challenger 300s, the crew works two weeks on, and off for one week,” she continued.“It’s a very set schedule for the most part, and that week off is ‘protected’ time off. They can’t be called in for any reason. “It’s a huge challenge for us to coordinate everyone, and we try to be proactive in making the schedule as far in advance as we can,” Knox said.“We typically let the crews know by the 15th of the month prior so they can make their plans.” Another thing Knox stressed was the company’s commitment to meeting the needs of its many managed aircraft clients. While the crew scheduling may not be as rigid as with their medical flights, the M&N Aviation schedulers work hard to keep the aircraft’s owners apprised of the availability of their pilots, so they can schedule their travels to avoid any interruptions. ENCOURAGE ‘OPEN GIVE-AND-TAKE’ Although many operators still base vacation scheduling on seniority, our experts agree that this is not the best model to use in today’s world. “We work with lots of flight departments, and the best operations do this kind of scheduling on a collaborative basis,” Lara said.“They get all the pilots together in early November and tell them there will be a scheduling meeting in December to set next year’s vacation schedules. “They can get with their families and figure out what time they want off next year and then come back together and figure out what works,” he said.“If there’s open give-and-take among the pilots, then things go much smoother. If any bargaining needs to be done, everyone is involved in the process. The important thing is it’s not the boss dictating who gets what.” SATISFACTION GUARANTEED: BIZAV PILOTS ARE GETTING SCHEDULED DAYS OFF—CONT. OPENING LINES 17 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
Of course, while long-range negotiations may work very well for planned time off, life doesn’t follow that kind of scripting. So, scheduled vacation time and “days off” need to be viewed in a different light. It’s also essential to keep the parent company’s management informed regarding pilot and aircraft availability, especially when working around the FAA’s mandates for pilot rest. “A pilot may be ‘home’ for a few days, but that doesn’t always impact the regulatory requirement for ‘days off’ before flying again,” Knox said.“It can be hard to make everyone understand that a ‘day off’ is only a ‘day off’ if you know it is coming.” DEALING WITH SURPRISES Business aviation is nothing if not built on flexibility, and that goes double for the need to seamlessly react to the inevitable phone call from a pilot saying they “can’t fly today”– for whatever reason. “Unexpected time off needs happen to everyone,” Knox said. “Pilots get sick. Doctors’ appointments change. Family issues happen. All kinds of things come up, and we try to work with our pilots the best we can.” And while the solution is most likely to come from another pilot on your staff filling that last-minute, left-seat need, there are times when you will need to bring in a contract pilot. “What we see in the top-tier flight departments is that they’ve planned for this need in their yearly budgeting and pre-authorizations, so there’s no scrambling at the last minute and risk of canceling the flight,” Lara explained.“You need to make these planned actions, not reactions to the need.” Effectively solving these kinds of unexpected situations is the result of planning and ongoing communication between everyone – from the flight crew to maintenance to schedulers to the CEO’s executive assistant, who are all involved on a continual basis, said Lara. “Building good relationships with the pilots and the aircraft owner’s assistant is key,” Knox said.“They both need to understand that the scheduler is trying to find a solution that works for everyone. It’s not about disrespecting the personal needs of the pilots; it’s about providing a travel resolution that works for everyone.” “The entire team must work together to coordinate pilot time off, aircraft maintenance or anything that impacts aircraft availability so that it has minimal impact on the executive team’s ability to travel,” said Lara. “While our business is always evolving, ensuring that the aircraft owner’s travel needs are met is the one part of business aviation that will never change.” 18 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
Aviation View FLINT BISHOP INTERNATIONAL AIRPORT FLINT BISHOP INTERNATIONAL AIRPORT ANCHORS FLINT’S ECONOMIC TRANSFORMATION BOULDER CITY MUNICIPAL AIRPORT THE LEADING ROUTE AHEAD JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT ADVANCED AIR MOBILITY MEETS WORKFORCE INNOVATION OGDENSBURG INTERNATIONAL AIRPORT CONNECTING THE COMMUNITY TO THE REGION AND BEYOND PITT MEADOWS REGIONAL AIRPORT REACHING NEW AVIATION HEIGHTS PAINE FIELD AIRPORT INNOVATION AND AVIATION IN MOTION 19 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
SANDUSKY COUNTY REGIONAL AIRPORT POSITIONED FOR GROWTH IN OHIO’S MANUFACTURING HEARTLAND THUNDER BAY INTERNATIONAL AIRPORT NORTHERN ONTARIO’S GATEWAY TO GROWTH 20 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
FLINT BISHOP INTERNATIONAL AIRPORT ANCHORS FLINT TRANSFORMAT AT A GLANCE FLINT BISHOP INTERNATIONAL AIRPORT WHAT: M ichigan’s fourth-busiest commercial and general aviation airport WHERE: F lint, Michigan WEBSITE: www.bishopairport.com MICHIGAN’S FOURTH BUSIEST AIRPORT IS CREATING CONNECTIVITY THAT FUEL REGIONAL GROWTH. 21 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
T’S ECONOMIC TION Bishop International Airport in Flint was founded in 1928 when banker and General Motors board member Arthur Giles Bishop donated 220 acres of farmland to the city. Since then, the airport has evolved into Michigan’s fourth busiest facility, processing over 300,000 passengers annually.“The airport is positioned strategically between two of the major interstates in Michigan, so you have to pass Flint Bishop International Airport in order to go south or north,” explains Nino Sapone, the airport’s chief executive officer. “We’re in a good location.” Operating as an ultra-low-cost carrier airport, Bishop International maintains what Sapone describes as a competitive advantage through its cost structure. G JOBS AND 22 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
The facility retired all debt and bonds from its last terminal expansion, enabling it to keep operational costs remarkably low.“Our cost structure is very low to operate out of here. We take pride in that,” Sapone notes.The airport’s two runways, including an 8,000foot main runway capable of handling Group V and Group VI aircraft, feature modern technology with recent pavement rehabilitation and lighting upgrades completed four years ago. Allegiant Air anchors the airport’s commercial service as a base operation, housing three Airbus A320 aircraft and employing 88 crew members in a $77 million investment that launched in February 2022. “We have three aircraft and now we’re up to 11 destinations, and growing,” Sapone says. United and American Airlines complement this service with daily flights to Chicago, providing global connectivity through major hub airports. TERMINAL MODERNIZATION AND COMPLETE TRANSFORMATION Bishop International Airport launched a comprehensive terminal modernization plan in 2023, beginning construction in 2024 with a focus on creating what Sapone calls “a sense of place” for the community.“The current terminal flooring project will display images of Flint, as well as historic landmarks embedded in the terrazzo,” Sapone explains.“When you come into the airport, you’re going to see the cherished elements of the community reflected.” The terminal roof rehabilitation project includes stripping the membrane down to the structure and rebuilding it with energy-efficient materials. “The project includes new insulation, soundproofing, and a white roof reflective membrane for solar and energy efficiency,” Sapone notes. Phase one was completed last year, while phase two targets the airside terminal. “All casework and ticket counters on both landside and airside have been replaced, and the airport is currently remodeling all bathroom facilities throughout the terminal,” he adds. Future projects in design will address wayfinding through upgrading signage, digital displays, terminal roadway rehabilitation, and parking lot improvements. In addition, the airport is exploring covered parking spaces in the terminal lot. Concessions vendor, Tailwinds, will transform the restaurant and bar into a tiki-themed space. “Whenever you start your vacation here at the airport, it’s going to be like you’re at a tropical destination,” Sapone says. The 23 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04 FLINT BISHOP INTERNATIONAL AIRPORT
majority of the terminal modification projects are funded primarily through FAA and Department of Transportation terminal grants, maintaining the airport’s low-cost structure without impacting the rate base. AVIATION GROWTH AND EXPANDING OPERATIONS Bishop International Airport’s aviation infrastructure supports a diverse mix of operations, including flight training, maintenance, and hangar development. Two flight schools operate on campus: Crosswinds Aviation, which expanded from one aircraft in 2019 to five currently, and Lapeer Aviation. “The flight school is really doing well,” Sapone says of Crosswinds’ growth trajectory. “The schools’ benefit from the airport’s federal grant-funded upgrades to pavement and lighting systems, which maintain modern operational standards across the airfield.” AeroDesign Services signed a 50-year lease for aircraft maintenance, certification, and overhaul facility in one of the airport’s three major hangars. The company is investing in upgrades with a grand opening scheduled for next month. “Having a Maintenance Repair Operation (MRO) on campus, at the airport, current carriers don’t have to wait for maintenance to be done on the aircraft when they have it right here,” Sapone explains. The MRO facility addresses a critical industry bottleneck where airlines currently face two-year scheduling delays for maintenance checks and complete overhaul. Future master plan development on a 40-acre parcel of land for hangar development is in the design phase for hangar construction. Currently, a taxiway is in final design to connect the 40-acre parcel to the runway, with construction starting in 2026.“This development will support a wide range of aviation sector jobs and enhance the airport’s capability to attract additional air service.” Sapone notes. The airport is also working with current airlines to add additional destinations, along with attracting new carriers that align with passenger demands. TOURISM AND REGIONAL CONNECTIVITY Bishop International Airport is an economic gateway with a catchment area of approximately 3.5 million people. It is a broad region of central and southeastern Michigan, encompassing several nearby metro areas and extending to the Canadian border. The airport conducted a second-home study with its aviation consultant, Ailevon Pacific, to identify destination opportunities, leading to recent route 24 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
A PROVING GROUND FOR THE DRIVEN As student outcomes remain a key benchmark for higher education, Kettering University is gaining national recognition for combining rigorous academics with industry-embedded experience. Launchpad Rankings recently named Kettering the top undergraduate institution in the nation, citing its strengths in experiential learning and student retention. In addition, a Georgetown University study ranked Kettering No. 21 nationwide for return on investment, ahead of Harvard, Yale, and other elite institutions. While these rankings validate Kettering’s excellence, the university’s ultimate measure lies in the influence of its graduates. Alumni have gone on to top executive roles at General Motors, Ford Motor Company, Reuters, Valvoline, Caesars Entertainment, and Benchmark Capital, reinforcing the university’s track record of producing leaders across industries. Continuing its tradition of industry-firsts, Kettering recently received approval from the Higher Learning Commission (HLC) to launch the nation’s first Accelerated Bachelor of Science in Semiconductor Materials and Devices. This Co-op-integrated, high-intensity degree is built to fast-track students into careers at the forefront of one of the world’s most critical and rapidly evolving fields. As industries evolve at an unprecedented speed, Kettering is shaping graduates ready not only for today’s careers but for the leadership roles of tomorrow. NOT EVERYONE rebuilds an engine at home when shop class doesn’t move fast enough. NOT EVERYONE knows that impatience can be the fuel that makes things happen. NOT EVERYONE sees LEGOs as the building block for a championship — and a scholarship. But Kettering Isn’t For Everyone — IT’S FOR YOU. FLINT BISHOP INTERNATIONAL AIRPORT
additions.“Many of the markets we’ve added recently came directly from analyzing that data,” Sapone explains. “Take Phoenix-Mesa, for example — there is a strong second-home market there for people in our region of Michigan. Jacksonville is similar, and the I-95 corridor overall is a sweet spot for us, with a lot of Michiganders owning second homes along that stretch.” Passenger numbers indicate sustained growth, rising from 285,000 in 2022 to over 350,000 in 2025, representing a 20 percent increase. The airport actively cultivates business travel through enhanced Chicago connectivity. Both United and American now operate three daily flights with dualclass aircraft, a service upgrade that enables sameday business trips. “They’ve upgraded the aircraft, which gives you a better product for business travel, with additional frequencies,” Sapone says.The airport works directly with local business leaders to identify destination needs and provide data to airlines. Canadian travelers also contribute significantly to traffic, drawn by lower fares and convenient highway access that places the airport 90 minutes from the border. COMPETITIVE ADVANTAGES Bishop International Airport’s operational philosophy centers on maintaining one of the lowest cost structures among Michigan airports, a strategy that proved decisive in attracting Allegiant Air’s base operation in 2022. The airport achieved this position by retiring all debt and bonds from previous terminal expansions, freeing capital while keeping per-passenger costs low. “Our cost structure at this airport is among the best in the industry,” Sapone explains. “When you look at our per-passenger and employment costs, we are among the most competitive in the industry. For anyone looking to launch a business or for an airline interested in starting service, getting up and running here is seamless. There’s no major capital investment required, and we take immense pride in keeping our rates low and our business environment easy to work with.” 26 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
The ultra-low-cost carrier model aligns perfectly with the airport’s leisure market focus, where vacation traffic to Florida, Las Vegas, and Arizona destinations dominate passenger volumes. Allegiant’s growth from less than seven percent of airport traffic in 2016 to over 54 percent by 2021 and currently 80 percent, keynotes the market’s appetite for affordable leisure travel. The airline’s unique point-to-point network means all three-based aircraft depart from Flint each morning and return by evening, creating what Sapone describes as regular eight-hour workdays for flight crews. The model created 88 high-wage jobs in the region that previously did not exist, including pilots, flight attendants, and maintenance technicians. The airport’s capital improvement projects proceed without increasing rates, funded instead through FAA and Department of Transportation grants that support terminal modernization while preserving the competitive cost advantage. LEADERSHIP VISION FROM PITTSBURGH TO FLINT Nino Sapone arrived at Flint Bishop International Airport with 26 years of experience at Pittsburgh International Airport, where he served as vice president of operations through a transformational period. His background includes a bachelor’s degree in education from California University of Pennsylvania and credentials as an accredited airport executive, along with service as past president of the Northeast Chapter of the American Association of Airport Executives and served on AAAE Board of Directors.“My primary goals are to grow the airport’s air service portfolio, foster economic growth, create employment opportunities and make a positive impact on where I’m at, and that’s why I’m here,” he says. Pittsburgh’s evolution from a struggling postindustrial city to a thriving hub of medical technology, high-tech industries, and thriving educational institutions provided a roadmap for 27 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04 FLINT BISHOP INTERNATIONAL AIRPORT
CERTIFIED AVIATION SOLUTIONS WITHOUT LIMITS Since 2002, ADS has kept aircraft where they belong in the air. With FAA Part 21 certification for component production and FAA Part 145 approval as a complete MRO, airlines and operators worldwide rely on ADS to minimize downtime. Our FAA Part 21 operation offers precision engineering and manufacturing services. Our FAA Part 145 repair stations in Flint, MI, and Roswell, NM, deliver trusted maintenance and repair. From interiors, tooling, and component production, ADS offers end-to-end solutions spanning concept, build, and long-term support. Our capabilities are broad and proven, with expertise in NDT Level III testing, composite and sheet metal repairs, and DER-approved engineering. Whether extending fleet life with structural repairs, designing VIP cabin upgrades, or reverse-engineering hard-to-source parts, ADS is built to solve problems quickly, safely, and cost-effectively. ADS has supported global carriers including New Pacific Airlines, American Airlines, and Air New Zealand, along with leading MROs such as AerSale and ST Engineering. Projects range from haildamage inspections on wide-body fleets to cabin conversions and precision manufacturing when the open market fails to deliver. With facilities in Michigan and New Mexico, ADS blends agility, certification, and expertise to meet critical deadlines. When projects demand speed and precision, operators trust ADS to deliver.
Flint’s potential.“The Pittsburgh International Airport reinvented itself from being a major hub, primarily serving connecting passengers for US Airways to an originating and destination (O&D) market, where passengers start their travel at the airport and return to the same destination.” Sapone applies this experience to Flint. Flint has faced well-documented challenges over the years. In meetings with local leaders, he addresses perceptions directly.“I gave my background. I questioned,“What do you think of Pittsburgh?”The first thing they said was, ‘Ah, smog steel town.’ I’m like, yeah, that was probably 20, 25 years ago”, Sapone recounts. “You can’t change your past. You can only change your future and where you’re going.” SUSTAINABILITY AND FUTURE PRIORITIES Bishop International Airport integrates environmental responsibility across its capital improvement program, from LED lighting upgrades funded through utility rebates to advanced water remediation projects.The airport recently partnered with Dynamic Carbon Credits, a local company that evaluates carbon footprints and positions the facility to earn government carbon credits through efficiency improvements. Sapone emphasizes the importance of environmental stewardship in the community. “Sustainability is a high priority for me; to be able to put this airport in the spotlight of what we’re doing is my goal,” he says. A significant environmental project addresses PFAS contamination. The airport, in cooperation with an FAA pilot program, employs plasma destruction technology to treat groundwater, running it through cycles that remove contaminants before releasing clean water to outfalls. The study, conducted by LimnoTech using DMAX Plasma equipment, uses argon gas bubbles to move PFAS to the water’s surface, where plasma breaks down and destroys the contaminants. “It’s not good for the water, your groundwater. And it is a big push on trying to eliminate the PFAS,” Sapone explains. “The goal is to remove the PFAS or any kind of contaminant and 29 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04 FLINT BISHOP INTERNATIONAL AIRPORT
PREFERRED VENDOR/PARTNER n Kettering University www.kettering.edu Founded in 1919 as General Motors Institute, Kettering University blends rigorous STEM academics with up to 2.5 years of full-time, paid Co-op experience. With 570+ employer partners across the U.S. and abroad, Kettering students graduate prepared to innovate, lead, and make an immediate impact. n AeroDesign Services, LLC www.aerodesignservices.com AeroDesign Services delivers certified engineering, manufacturing, and MRO solutions across the aerospace, automotive, and transportation. Our FAA Part 21 operation provides precision engineering and manufacturing. Additionally, our FAA Part 145 repair stations in Flint, MI, and Roswell, NM, deliver trusted maintenance and repair services. From aircraft interiors, tooling, and component manufacturing, AeroDesign offers comprehensive end-to-end solutions, spanning concept through production, maintenance, and repair. n Metcalf Electric, Inc. www.metcalfelectricalinc.com Established in 2004 with over 25 years of experience, Metcalf Electric Inc. provides licensed, insured commercial and industrial electrical services. A proud NECA and Chamber member, our professional team delivers flexible, design-build solutions that exceed expectations. We’re part of the team that can’t be beat, who are trusted on major projects locally and beyond. also revived community engagement through an airshow in June 2024, the first in 35 years, drawing unexpected participation from local RC clubs and generating renewed interest in aviation across the region. The airport positions itself as an economic generator for Flint’s manufacturing renaissance, creating jobs and connectivity that support the area’s broader transformation from its industrial past into a diverse, technology-driven future. have clean water so you can release clean water to the outfalls.” Technology improvements include a transition to ticketless parking next month through license plate recognition systems provided by Metropolis. Director of Marketing and Public Relations, Kasey Posa, highlights the sustainability benefits: “Removing ticket spitters means we are not using hundreds of paper tickets each day.” The new system offers a quick registration process and will allow vehicles to enter the airport parking entrance. The system will recognize the vehicle’s license plate. When the vehicle exits, it will again recognize the license plate, and they will be charged upon exit with a receipt arriving via text message. Looking ahead 18 to 24 months, airport priorities center on supporting current carrier expansion, along with bringing in new air carriers while maintaining competitive cost structures.The taxiway construction connecting 40 acres of developable land will trigger the development of hangar construction. Sapone 30 AVIATION VIEW MAGAZINE VOLUME 05, ISSUE 04
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