Having spent nearly 25 years in business aviation, it’s heartbreaking to see flight departments close. Too often this happens because the true value the department provides isn’t fully understood or communicated.
But there is a way for Part 91 organizations to potentially secure their future and demonstrate their worth by creating synergies between private aviation and corporate travel. In other words, by unifying business travel under one umbrella with the aviation department taking full ownership.
I recently spoke with Brian Hunter, the v-p of travel at Jack Henry who has successfully managed all aspects of corporate travel for nearly 25 years. His approach is a blueprint for how flight departments can transition from being viewed as cost centers to becoming critical assets—saving both time and money while keeping the organization running efficiently.
At Jack Henry, the in-house department manages the company’s entire travel needs, from company-owned aircraft to airline bookings. This integrated approach drives efficiencies, reduces costs through quantifiable time savings, and provides an unmatched level of service. These benefits go far beyond convenience, contributing to employee retention and enhancing work-life balance.
The Efficiency of Unified Travel Oversight
One of the key advantages of a unified approach is the elimination of silos. By managing private and commercial travel together, consistency across travel policies becomes a reality, making it easier to control costs and maintain high service levels.
Technology and data play a crucial role in this. Jack Henry uses a travel management platform that handles both private jet schedules and commercial bookings. “When you have visibility over all travel,” Hunter explained, “you can make smarter decisions. We know when it’s better to use the corporate jet and when commercial options make more sense.”
The platform enables seamless booking, expense tracking, and real-time updates for all flights, making it a game-changer. “The software was revolutionary for us,” Hunter shared. “We produce a value report every quarter that shows how much time we’ve saved employees and tracks the value of sales trips that directly lead to new business.” Last year, in time savings alone, Hunter estimated a $33 million value for the company.
Business Aircraft Access: A Key to Retention
Interestingly, access to the corporate jet isn’t just about convenience—it’s also a powerful tool for employee retention. "Our business aircraft is available to everyone," Hunter said. “It makes their work lives easier, saves time, and reduces stress."
Every time an employee chooses the corporate jet over a commercial flight, the company saves an average of 18 hours per round trip. “That’s time employees can spend with their families or being more productive at work,” Hunter noted. “We are exposing our team members to really efficient, productive travel. They love that it helps with balancing their work and personal life. We all like to get to work, and we want to get our stuff done, but then we want to get home,” he explained.
Securing the Future of Aviation Departments
Aircraft management companies and fractional providers offer a compelling value proposition, which has led some corporate aviation departments to shut down and outsource. However, for Part 91 teams looking to increase their value and secure their future, integrating corporate travel under one umbrella could be the key to stability and growth.
Unifying private and commercial travel management offers more than cost savings—it provides increased control and service quality. It also can expand the use of aircraft beyond the senior leadership team, offering access to a broader range of employees. This, in turn, drives retention and boosts productivity across the organization.
As Hunter’s experience at Jack Henry demonstrates, integrating private and commercial travel can have a profound impact. By gaining full control over all travel operations—whether it’s a corporate jet or an airline flight—companies can save millions, improve employee satisfaction, and demonstrate the true value of their in-house travel department.
Sheryl A. Barden, CAM, is CEO of Aviation Personnel International, the longest-running recruiting and HR consulting firm exclusively serving business aviation. A thought leader on all things related to business aviation professionals, Barden is an NBAA CAM Fellow and formerly served on NBAA’s board of directors and its advisory council.
The opinions expressed in this column are those of the author and are not necessarily endorsed by AIN Media Group.