Falkirk Partners Ltd.

Royal Airlines

Montreal, Quebec , Canada

In the winter 1995 Royal Airlines had reached a point that their leisure charter market was increasing due to the vision and determination of the President Michel Leblanc. Mr. Leblanc had attempted the year earlier to introduce a new aircraft fleet to maximize his route planning while seeing an increase of revenue with newer fuel efficient aircraft. This plan failed due to lack of “in-house” expertise and finally cost the company over two million dollars with no final product.

 In the winter of 1996 approached to orchestrate and implement a new aircraft fleet consisting of four (Airbus A310-300) to the existing Boeing 727-200 and Lockheed L1011 aircraft fleet operating in the charter system at Royal, this for a spring of 1996 season. Less than five months to meet the leisure travel requirements.

The mandate was all encompassing in that a full division had to be created in a vertical plane. The aircraft had already been selected but needed to be accepted and delivered, flight and cabin crews needed to be selected and trained, systems and procedures required designing, testing and blending into existing structures. All existing departments needed a full reevaluation and major overhaul to meet the new aircraft.

 New and alternate systems to meet accounting, maintenance, in-flight, reservation, inventory, ground servicing, baggage and security, fuel conservation and other such important areas were but a few of the major projects that required immediate and constant attention particularly since this mandate had a window of four months to full operation which had never before been accomplished in the industry. A new departments needed to be formed and this became as well a focus. SOCC (System operational control centre) to handle all dispatch, crew scheduling supervison and maintenance control was formed. Redesign of the crew and fleet planning department was orchestrated and implemented. Emergency response system and procedures designed and implemented to meet new criteria, fuel savings and planning developed.

 As well during this time period, an opportunity arose for Royal Airlines to acquire a Toronto based Boeing 737 cargo operation. The initial acquisition audit became an additional mandate. This acquisition was completed in the late fall of 1996 and Royal developed a separate cargo division.

 The fleet went into operation three months and eleven days into the project and broke all timelines to ensure that Royal could launch the new aircraft fleet and bypass all the competition.

No sooner had this new project commenced operation when it was decided that to meet the requirements of a new tour operator, the airline would have to introduce another aircraft fleet and therefore the task of adding five Boeing 757-200 commenced. This project had similar if not further demanding requirements with a tight deadline which had large profit / loss potential.

 A majority of the team was brought to bear in making this plan reality and met the three month deadline with implementing two of the B757’s ontime with the remaining implemented as per the overall plan.

Sky Bahamas Ltd.

Nassau, New Providence , Bahamas

Following a long term business relationship with an existing commuter airline (sky Unlimited), the company principals elected to start a new company with a view to larger aircraft operating within the country and abroad.The idea for a new player in the airline market was sound but there was a lack of business acumen and airline expertise within this business group to accomplish this project.

We were approached and reviewed the overall possibilities. Researched and developed a business plan that was accepted. Organized a team with solid skill sets, devised a logical timeline with strict milestones set and imported this team to Nassau to commence to build a new company, design the systems and procedures to meet International Civil Aviation (ICAO) specifications for license issuance and determine correct mix of aircraft fleet. Also involved in this process was developing the corporation on all levels, structuring a marketing plan, reservation systems, ticketing, customer services, logo selection, corporate colours, baggage and cargo planning, personnel selection, cabin crew and pilot hiring and training, course planning, development of manuals and procedures for all departments to meet ICAO Specifications, aircraft selection, negotiation and implementation, aircraft acceptance procedures, painting and detailing, insurance negotiation, fuel contracts, route selection and planning.

This all to form the first privately funded Regional Airline in the Bahamas .

The company was finally turned over to the Bahamian National executives in July 2006

Triton Airlines

St. Johns, Newfoundland

In November 1993 Mr. Javis Roberts, the president of Trition Airlines of St. John’s, Newfoundland, contacted us for help.

 Triton Airlines had attempted to commence operation in July 1993 by using a chartered American registered Boeing 727-200 to operate scheduled air service from Newfoundland , Nova Scotia and New Brunswick to central Canada .

Following two false starts and then a one week operation that was terminated by the Canadian Transportation Agency for lack of compliancy, Triton was returned to planning stages.Following the November meetings, we were approached to review and report on the potential to reestablish the airline into a positive air carrier. We elected to accept the task and organized a team of industry professional and embarked upon completing a business plan.

The business plan became the catalyst to determine that there was potential and that the business should continue under a new structure. In January 1994 with a new core management team, new timelines, and a solid plan Triton Airlines attempted to fly again. Over the months that followed banks, creditors, finance companies, aircraft leasing companies were approached and plans implemented to ensure a clean new start up. A solid operational group was formed and started the overall process of license acquisition and the building of departments and divisions that play key vital roles in any airline. New aircraft were sought and term and agreements were met to ensure both an solid start and long term growth.

Along with constructing the company and the overall airline, financing was sought from third parties both in and outside of Canada . This exciting avenue brought three major players to the table and in a short period and agreement had been accepted. However due to managements decided not to accept the financing terms and conditions. 

Without any further success in acquiring financing from within the Newfoundland community, government or any other boutique opportunities, the Triton Airline venture terminated in October 1994.

Saggas International

Montreal, Quebec , Canada

During the summer of 2002 a set of meetings ensued were it was determined that a void had developed in the air charter market in Canada as it pertained to specialized aircraft operations. A niche market existed and had been clearly defined that had to be met by a specialized group of people who clearly understood all of the intricate parameters in this global transportation requirement.

A working group of aviation specialist convened and over a one week period designed a plan to accommodate this business proposal and what ensued was a business case that supported the entire proposed business structure.

With initial funding arranged and in place the specialized development team was brought together with a precise mandate to research, organize, design and implement a fully operational company with a Canadian based Air Operating Certificate. By mid September 2002 a twelve person team was in place, time lines completed and development underway.

 Over the next six months a new company was structured and formed, personnel hired, development was in motion on both the commercial and air operational side working towards commencement of operation by mid 2003. Part of the business plan was to have Montreal , Canada as the primary base of operations with Toronto , Canada and Nassau , Bahamas as secondary bases.

 Aircraft selected were mission effective both long range operations with capability to be as cost effective on short range flights. As well there were aircraft selected that could accommodate large quantities of passengers. The aircraft also had to meet diverse mission profiles handling the carriage of not only persons but cargo. The overall requirements were demanding but satisfying in capability to meet the needs.   

 The company became operational within the timelines decided upon and underwent an exceptional growth rate over its period of existence.

We have been engaged in projects from start to finish, short term engegements, or long term overall airlines management contracts.

Our consultants have worked globally and very comfortable in working with various cultural differences.

We work with our clients in professional manner that consists of high integrity, ethics and total customer satisfaction.

We are here to make a difference for you and your business.

These are samples of some of the projects.  Please visit the 'about us' page in this site for a more comprehensive list of our clients.