Abu Dhabi Investment Office Launches Vertiport Network to Support Air Taxi Operations

Ethiopian Airlines Enhances Retail Operations with SabreMosaic and AI Integration Ethiopian Airlines has embarked on a significant upgrade of its retail operations through the adoption of SabreMosaic Airline Retailing, a strategic move aimed at bolstering its global competitiveness. By integrating SabreMosaic’s advanced platform, the airline introduces dynamic pricing, AI-driven personalization, and contemporary distribution strategies, aligning itself with the world’s leading carriers. Strategic Vision and Technological Advancements This initiative supports Ethiopian Airlines’ Vision 2035, which aspires to position the airline among the top 20 globally by passenger traffic. Central to this transformation is SabreMosaic’s Offer Management capabilities, which enable the rapid creation and distribution of offers, moving beyond traditional retailing limitations toward a more agile, technology-driven framework. The airline’s adoption of Sabre’s AI-powered solutions—including Sabre IQ and Travel Data Cloud—facilitates optimized pricing, more efficient fare management, and expanded merchandising opportunities. The platform’s real-time offer-to-order lifecycle management harnesses AI and comprehensive market data to maximize revenue from fares and ancillary services alike, allowing Ethiopian Airlines to respond swiftly to evolving market conditions. Complementing these capabilities is Sabre’s NDC IT solution, which integrates with the airline’s existing content to introduce New Distribution Capability (NDC) offers. This enhancement broadens product diversity available to agency partners and travelers, increasing transparency and choice while strengthening Ethiopian Airlines’ presence in emerging markets and the global travel ecosystem. Challenges and Industry Implications Despite the clear advantages, the transition to AI-driven retailing presents challenges. Ethiopian Airlines must navigate potential consumer resistance and ethical concerns surrounding AI transparency. Some travelers may remain skeptical of AI-generated content, favoring human interaction. Addressing these issues will require the airline to maintain transparency in AI usage and strike a balance between operational efficiency and social responsibility. As competitors are expected to pursue similar technological advancements, the industry’s focus will intensify on the ethical deployment of AI and effective communication with customers. The broader discourse will likely center on how airlines can leverage AI to enhance efficiency while preserving trust and accountability. Partnership and Future Prospects Roshan Mendis, Chief Commercial Officer at Sabre, emphasized that SabreMosaic will empower Ethiopian Airlines to experiment with innovative retailing approaches, adapt rapidly to market fluctuations, and expand customer options. These capabilities are anticipated to improve conversion rates and increase ancillary revenue, delivering faster, smarter pricing and an enriched shopping experience that offers greater value to travelers. This adoption marks a new phase in Ethiopian Airlines’ more than two-decade partnership with Sabre, where it remains the largest Passenger Service System customer in the EMEA region. By embracing next-generation retailing technology, Ethiopian Airlines aims to accelerate growth, provide personalized experiences, and reinforce its competitive standing while carefully managing the evolving challenges of AI ethics and consumer expectations.

EATS 2025 Examines AI, Competency, and the Future of Aviation The European Aviation Training Summit (EATS) concluded last week in Cascais, highlighting the rapid transformation of aviation training amid the growing influence of artificial intelligence, competency-based methodologies, and evolving industry standards. As the sector prepares for EATS 2025, stakeholders are confronting the complexities of integrating AI, ensuring regulatory compliance, and addressing cybersecurity concerns—factors that are reshaping market dynamics and competitive strategies within the industry. Advancing Instructor Concordance and Economic Efficiency Frank Steiner of conavitra GmbH called on the aviation training community to expand their understanding of instructor concordance beyond the confines of traditional Evidence-Based Training (EBT) frameworks. Drawing on data collected from nearly 3,000 instructors, Steiner demonstrated that reliable and valid assessments not only enhance safety and credibility but also generate economic advantages by reducing unnecessary retraining. This approach underscores the importance of precise evaluation methods in improving both operational efficiency and training outcomes. Addressing Gaps in Cabin Crew Training Sessions focused on cabin crew training revealed significant deficiencies in industry standardization. Caroline Creane of Symbiotics presented survey findings indicating that, unlike pilot selection processes, cabin crew recruitment lacks widely accepted standards despite the critical safety responsibilities these personnel hold. Emily Hooker of Skypeople Training proposed that Cabin Crew Attestation be completed prior to airline training to better address motivation and readiness—areas where over one-third of surveyed professionals identified persistent challenges. However, only half of airlines currently assess foundational knowledge before training commences. Richard Kubelka from the Czech Aviation Training Centre emphasized the necessity of balancing theoretical instruction with practical skills development, drawing insights from nearly 150 trainees to support this integrated approach. Transforming Maintenance Training Through Competency-Based Approaches Maintenance training is undergoing a significant shift toward Competency-Based Training and Assessment (CBTA). Mike Miller of Boeing Global Services highlighted that performance assessment is now prioritized over traditional training methods, necessitating a redefinition of instructor roles. Florian Bausch of Lufthansa Technical Training further stressed that competence extends beyond knowledge to include judgment, teamwork, and responsibility, reflecting a more holistic understanding of maintenance personnel capabilities. Artificial Intelligence: Enhancing Training with Human Oversight Artificial intelligence emerged as a central theme during afternoon discussions, reflecting both its potential benefits and the challenges it presents. Cedric Paillard of The Airline Pilot Club showcased how Amelia’s AI toolkit reduced time-to-first-solo by 15% and increased retention of underrepresented minorities by 11% through personalized learning pathways. Shane Jordan of Hilo Aviation cautioned that “the next accident is already hidden in your data,” outlining a three-phase AI process—Structure, Analyze, Discover—that links training effectiveness with safety outcomes. The prevailing consensus emphasized that AI should function as a co-pilot rather than an autopilot, with human oversight remaining essential to governance and decision-making. Looking forward, EATS 2025 faces the challenge of integrating AI into aviation operations while maintaining regulatory compliance and ensuring robust cybersecurity measures. These complexities are intensifying competition among aviation technology providers and may influence consumer preferences toward more AI-driven services. In response, competitors are enhancing their AI capabilities and forging strategic alliances to sustain their competitive advantage in a rapidly evolving landscape. Bridging Innovation and Operational Realities A joint presentation by EasyJet, Jet2, and British Airways previewed an upcoming white paper aimed at closing the gap between conference-driven innovation and everyday operational challenges. Neil Waterman and Jeremy Goodman of ASTi traced the regulatory evolution of Simulated Air Traffic Control (ATC) Environment technology, which is now being adopted for runway incursion prevention and routine Line-Oriented Flight Training (LOFT) and Line-Oriented Simulation (LOS). A U.S. airline training director remarked, “We simply cannot sit around waiting for regulators to react to an accident,” underscoring the urgency of proactive measures. Thomas Bessiere of HINFACT concluded by advocating for a paradigm shift that integrates CBTA with emerging technologies to future-proof aviation training. As the industry navigates these transformative developments, EATS continues to serve as a vital forum for addressing the opportunities and risks that will shape the future of aviation safety and training.

Former Pilot Highlights Challenges of AI in Aviation A Harrowing Flight and the Limits of Automation On November 4, 2010, Qantas Flight 32 departed Singapore under what Captain Richard Champion de Crespigny described as "perfect" flying conditions. However, just four minutes after takeoff, the Airbus A380 suffered a catastrophic failure when engine number two exploded. The blast sent shrapnel tearing through the aircraft, damaging critical systems and triggering dozens of alarms. The five-person crew faced an overwhelming situation: 21 system failures, 120 checklists, 650 severed wires, and structural damage to the wing. Despite the chaos, all 469 passengers and crew survived. De Crespigny, a former Royal Australian Air Force pilot, attributes their survival to the crew’s ability to balance trust in the aircraft’s automated systems with decisive manual intervention. He emphasized that automation, rather than simplifying flying, often complicates it. “When black-box computers fail, and they do fail, pilots must be able to identify the failed systems, disconnect them, and fly manually,” he explained. Automation’s Double-Edged Sword The root cause of the incident was later identified as a manufacturing defect in the Rolls-Royce engine. This event profoundly shaped de Crespigny’s views on the increasing reliance on automation and artificial intelligence in aviation. While acknowledging that automation is now an integral part of modern flight, he cautions that it can hinder decision-making, particularly in emergencies. During the Flight 32 crisis, the aircraft’s digital monitoring system inundated the crew with numerous checklists. De Crespigny noted that while some were followed without question, others were deliberately ignored because completing them could have jeopardized the outcome. This experience underscores a broader industry concern about over-reliance on AI and automated systems. As airlines and manufacturers push to integrate AI into cockpit operations to enhance safety and efficiency, skepticism remains. Investors express caution, wary that the lofty promises of AI-driven safety improvements may not materialize fully, potentially causing market instability. Meanwhile, competitors in the aviation sector adopt varied approaches, but a shared priority endures: preserving strong human oversight in critical flight operations. The Enduring Role of Human Judgment Following the engine explosion, de Crespigny and his crew spent nearly two hours circling above Singapore, carefully evaluating which systems remained operational before executing a safe landing. Their measured response highlights the indispensable role of human judgment when automated systems become overwhelmed or unreliable. Since retiring from active flying in 2020, de Crespigny has authored two bestselling books, launched the FLY! podcast, and become a global speaker on resilience and crisis management. His message to the aviation community is unequivocal: as AI and automation become more prevalent, the expertise and decisiveness of skilled pilots remain crucial, especially in emergency situations.

Bombardier Expands Business Aviation Presence in Africa With a legacy spanning more than 75 years, Bombardier is intensifying its engagement in Africa’s business aviation sector, aiming to deliver exceptional service and cutting-edge innovation across the continent. In a recent interview, Eric Martel, President and CEO of Bombardier, detailed the company’s strategic approach to growth, its dedication to sustainability, and its vision for the future of business aviation in Africa. Strengthening Local Support and Infrastructure Bombardier’s operations in Africa are distinguished by its locally based customer support teams in Nigeria and South Africa, making it the only original equipment manufacturer (OEM) with such an extensive network on the continent. This infrastructure includes a dedicated Field Service Representative team trained in operations and maintenance, complemented by 24/7 customer-response centers located in Montreal, Wichita, and Singapore. Martel highlighted that this combination of local presence and a global spare parts network, supported by strategically positioned depots, ensures prompt and reliable service for African clients. “Our strategy is grounded in quality assurance and deep market knowledge,” Martel stated. “By combining proactive, locally based support with a global perspective, we continue to deliver world-class service across Africa.” Navigating a Competitive and Diverse Market Bombardier’s expansion occurs within a highly competitive environment, facing established rivals such as Gulfstream and Embraer, both of which maintain significant market shares and strong delivery records in Africa. The introduction of Bombardier’s advanced Global 8000 jets, which offer faster speeds, extended range, and enhanced passenger comfort, is expected to stimulate demand. However, competitors are anticipated to respond by upgrading their own offerings or adjusting pricing strategies, thereby intensifying competition. Martel emphasized the considerable potential within Africa’s aviation sector, noting a shift among customers from pre-owned to new aircraft. “Operators are seeking lower operating costs, customized interiors, and comprehensive warranties,” he explained. “Our Global family of aircraft delivers efficient, modern, and tailored solutions, featuring the industry’s healthiest and most comfortable cabins.” The Global 8000, in particular, establishes a new standard for performance in Africa, where connectivity and long-range capabilities are critical. Additionally, the Challenger family supports strong intra-continental connectivity, facilitating economic development by reducing travel times and enhancing links between cities and regions. Challenges and Future Outlook Despite these promising opportunities, Bombardier faces challenges related to the continent’s diverse regulatory environments and varying infrastructure standards. While the company’s recent order from Japan’s Sojitz highlights its global reach, adapting to the complexities of Africa’s markets remains a significant task. Looking forward, Martel expressed optimism about Bombardier’s contribution to Africa’s economic growth. “Business aviation is critical for improving connectivity and supporting entrepreneurship across the continent,” he said. “We are committed to fostering innovation and sustainability, ensuring that our clients can travel farther, faster, and more comfortably than ever before.” As Bombardier continues to invest in Africa, its unique combination of local support, global expertise, and a focus on innovation positions the company to compete effectively in a dynamic and evolving market.

Eve Air Mobility and Revo Deploy Vector Software at 2025 São Paulo Grand Prix Real-World Deployment of Urban Air Traffic Management Eve Air Mobility achieved a significant milestone in the urban air mobility (UAM) sector with the inaugural real-world deployment of its Vector urban air traffic management software during the 2025 São Paulo Grand Prix. In partnership with Brazilian UAM operator Revo, which specializes in helicopter flights booked by seat reservations, Eve utilized Vector to manage helicopter operations at the Interlagos racetrack from November 7 to 9. This deployment underscores Eve’s commitment to advancing scalable, automated traffic management solutions within the rapidly evolving advanced air mobility (AAM) industry. The São Paulo Grand Prix, a globally recognized event, served as an ideal platform for Eve to demonstrate Vector’s operational capabilities amid growing competition from industry players such as Archer Aviation and Joby Aviation. Beyond technological innovation, Eve faces challenges related to regulatory compliance and market acceptance, making this high-profile deployment a critical test of the software’s readiness and reliability in complex, high-density environments. Features and Industry Implications of Vector Software Vector’s modular and scalable architecture currently includes a Vertiport and Ground Operations Module, designed to enable efficient management of high-volume vertiport and heliport activities. A Fleet Operations Module, scheduled for release in 2026, will further support helicopter and eVTOL operators as UAM networks expand globally. However, the integration of Vector with existing aviation infrastructure is expected to attract scrutiny from regulators and industry stakeholders, particularly concerning safety standards, interoperability, and regulatory compliance. Johann Bordais, CEO of Eve, emphasized the importance of this deployment beyond mere technology demonstration. He stated, “Real-world operations provide invaluable insights that accelerate Vector’s evolution and ensure we deliver reliable, agile solutions for customers worldwide. Partnering with Revo at such a high-profile event delivers on our vision to lead in advanced air traffic management.” Revo, an early adopter of Vector, has collaborated closely with Eve through extensive training and deployment sessions. Joao Welsh, CEO of Revo, highlighted the company’s innovative approach to helicopter services and its vision for the future: “Two years ago, Revo innovated by offering helicopter flights with first-class service and rapid booking. Now, a new chapter begins. At major sporting events in São Paulo, eVTOLs will be an advantageous, safe, and sustainable alternative.” Strategic Partnership and Future Outlook The São Paulo deployment followed rigorous training between Eve’s TechCare and Vector teams and Revo’s operational staff, marking a pivotal step in Eve’s commercialization strategy. The software’s successful operation during the Grand Prix demonstrated its flexibility in managing complex air traffic scenarios, a crucial capability as urban centers and operators prepare for the next generation of aviation. In June 2025, Revo formalized its partnership with Eve by signing a framework agreement that includes the purchase of up to 50 eVTOL aircraft and associated aftermarket services. This collaboration aims to deliver a turnkey solution integrating Eve’s technology into Revo’s future operations, enhancing passenger experience through safe, quiet, and time-efficient journeys. As Eve and Revo deepen their alliance, industry competitors are expected to respond with strategic partnerships and increased investment in their own AAM technologies. Market attention will likely focus on the technological progress and commercial viability of eVTOL aircraft, alongside the regulatory and operational challenges confronting all stakeholders in this emerging sector.

The Enduring Role of the Boeing 767 Freighter Transition in Widebody Freighter Production Boeing is approaching a pivotal moment in its widebody freighter production as the manufacturing runs of its last two models—the 777F and 767-300F—are set to conclude by 2027. While the 767 family will continue to exist in military tanker variants such as the KC-46 Pegasus, commercial freighter production is drawing to a close. Despite this impending phase-out, the Boeing 767 is expected to maintain a significant presence in global cargo and military operations well into the latter half of the 21st century. Although the 767 has been eclipsed in the passenger aircraft market by newer models like the Boeing 787 Dreamliner, it retains considerable value in the freighter sector. Its sustained appeal stems from the proven reliability and straightforward maintenance of its CF6 engines, alongside its durable landing gear and robust engineering. The 767-300F occupies a critical position in the cargo market, bridging the gap between converted and new-build narrowbody freighters such as the 737 and 757, and larger widebody freighters including the 777F and 747-8F. Emerging Competition and Regulatory Challenges The competitive landscape for freighter aircraft is evolving rapidly. Boeing’s forthcoming 777-8 Freighter promises enhanced efficiency and performance, setting new standards for air cargo transport. Concurrently, Airbus is intensifying its challenge with the introduction of the A350F, targeting the fast-growing Asian market. Airbus projects a 45% expansion in the global freighter fleet by 2040, driven predominantly by surging demand in Asia, where both manufacturers are fiercely competing for market share. Regulatory developments are also influencing the future of freighter production. In 2022, the Federal Aviation Administration (FAA) adopted the International Civil Aviation Organization’s (ICAO) 2027 emissions standards, effectively halting new production of the 767F and 777F after January 1, 2028. Although the FAA has granted the 767F a domestic exemption until 2033, international compliance remains mandatory, restricting the aircraft’s operational future outside the United States. Nevertheless, the economics of the freighter sector differ from passenger aviation, with factors such as reliability and fleet commonality often taking precedence over fuel efficiency. Sustained Demand Amid Operational Challenges Despite these challenges, demand for the 767F and 777F has remained steady. Orders have continued through 2024, with Boeing’s backlog currently standing at 25 767Fs—five destined for FedEx, twelve for UPS, and eight for undisclosed customers. In the first three quarters of 2025, Boeing delivered ten 767Fs, evenly split between FedEx and UPS. The company is also fulfilling military contracts, including four KC-46 tankers for Israel and 60 for the United States. Boeing has faced operational hurdles, including a recent machinists’ strike that disrupted fighter jet and weapons production. Nonetheless, the company reported a strong third-quarter revenue of $23.3 billion, demonstrating resilience amid industry turbulence. As Boeing works through its remaining freighter backlog and prepares to transition to next-generation aircraft, the 767’s legacy as a dependable workhorse endures. Even as newer, more efficient models enter the market and regulatory pressures intensify, the Boeing 767 Freighter is set to remain an essential component of global cargo and military fleets for decades to come.

Billings Flying Service: The Remarkable Rise of a Montana Chinook Fleet From Humble Beginnings to Aviation Enterprise Billings Flying Service (BFS), a Montana-based aviation company, exemplifies the principle famously articulated by Apple co-founder Steve Jobs: “Don’t try to be everything to everyone. Do one thing well.” Over three generations, BFS has transformed from a modest family-run crop-dusting operation into a prominent specialist in Boeing CH-47D Chinook helicopters. The company’s origins date back to Gerhart Blain, born in 1932 near Billings, Montana. Despite having only a fifth-grade education, Gerhart’s ambitions extended far beyond the family farm. After learning to fly from a local World War II veteran, he purchased his first airplane in the 1950s and quickly found success in crop dusting, earning the equivalent of over $200,000 in his inaugural season. Over time, Gerhart expanded his fleet to include Hughes 269 helicopters in the 1970s and formally incorporated Billings Flying Service in 1982. His true expertise, however, lay in acquiring, refurbishing, and selling aircraft—a strategy that became central to the company’s growth. Gerhart’s grandson and current BFS president, Bridger Blain, recalls, “Grandpa noticed people were willing to pay a lot of money for aircraft, more than what they were worth to his operation. He would buy aircraft for his operation, fix them up, and eventually someone would come along wanting to pay a lot for them.” Expansion and Diversification Gerhart’s four children—Al, Gary, Robert, and Flori—all pursued careers as pilots. When Continental Airlines faced bankruptcy in 1990, Al and Gary Blain temporarily left their airline positions to focus on crop dusting and expanding the family business. This period marked a pivotal moment as the brothers balanced their airline careers with the growth of BFS. In the late 1990s, BFS expanded its fleet by acquiring a Bell UH-1E Huey through a creative trade, exchanging a Robinson R22 for the surplus military helicopter. Adapted for crop spraying, the Huey’s versatility in spraying, logging, and firefighting enabled BFS to establish itself as a utility helicopter operator. The company continued to grow, adding more Hueys and eventually investing in larger aircraft such as the Airbus SA330-J Puma. Specialization in Chinook Helicopters and Industry Challenges The most significant strategic shift occurred in 2013 when BFS concentrated its efforts on the Boeing CH-47D Chinook. Over the past decade, the company has dedicated itself to Chinook firefighting and heavy-lift operations, alongside maintenance, repair, and overhaul (MRO) services for these aircraft. This focused specialization has positioned BFS as a leader in the sector, though it has introduced new operational challenges. As BFS’s Montana Chinook fleet expanded, the company faced increasing demands for rigorous maintenance standards. Following the May 2025 CVSA Roadcheck, which revealed brake-related violations across North American fleets, BFS intensified its maintenance protocols to comply with evolving safety regulations. This heightened regulatory scrutiny is shaping operational strategies, prompting BFS and its competitors to adopt advanced fleet technologies and address ongoing maintenance challenges to maintain competitiveness and compliance. Through a combination of traditional ingenuity and modern specialization, Billings Flying Service continues to ascend within the demanding aviation industry, demonstrating the enduring value of focused expertise.

Boeing Unveils $300 Million 2026 787 Dreamliner VIP Edition Boeing has introduced the 2026 787 Dreamliner VIP Edition, a $300 million private jet designed to redefine luxury air travel for billionaires, royals, and heads of state. Building on the success of the original 787 Dreamliner, launched in 2011 with its lightweight composite construction and 20% improved fuel efficiency, this new iteration transforms the proven 787-9 platform into an ultra-exclusive flying mansion. Design and Performance Developed by Boeing Business Jets (BBJ), the VIP Edition offers a remarkable combination of range, speed, and comfort. Powered by twin Rolls-Royce Trent 1000-TEN or GEnx-1B engines, the aircraft boasts a range of 9,800 nautical miles (18,150 km) and cruises at Mach 0.85, enabling nonstop flights between distant global cities such as New York and Sydney or London and Los Angeles. The spacious cabin, measuring 138 feet in length and nearly 19 feet in width, accommodates between 25 and 40 passengers in a fully bespoke environment. The cabin is pressurized to an altitude of 6,000 feet, enhancing passenger comfort on long-haul journeys. Each jet is uniquely customized to the owner’s preferences by leading design firms including Greenpoint Technologies, Jet Aviation Basel, and Lufthansa Technik. John Dietrich, vice president of BBJ, described the aircraft as “the new frontier of private aviation—a jet that merges the safety and technology of a commercial airliner with the intimacy and comfort of a personal residence.” The interior prioritizes wellness, silence, and space, creating an environment more akin to a luxury spa than a conventional airplane. Market Context and Challenges The demand for wide-body VIP aircraft has surged by nearly 30% since 2020, driven by ultra-high-net-worth individuals seeking privacy and long-range mobility in the post-pandemic era. The 787 VIP Edition caters to this market by offering amenities comparable to a five-star hotel, with a focus on time and privacy as the ultimate luxuries. Amanda Ross, senior designer at Greenpoint Technologies, emphasized the importance of creating flying environments that prioritize these elements. Despite its appeal, Boeing faces stiff competition from Airbus, which offers the A350 Private Jet, and Bombardier’s Global series, both targeting the same elite clientele. These rivals are expected to enhance their offerings in response to Boeing’s entry, potentially intensifying the race for innovation in the ultra-luxury private aviation sector. The substantial $300–350 million price tag also raises questions about economic feasibility, even among the wealthiest buyers, making the maintenance of impeccable quality standards essential. Industry Outlook Market indicators remain positive for Boeing. The company’s recent $1 billion investment in expanding 787 Dreamliner production in South Carolina signals strong demand for the platform, which underpins the viability of the VIP Edition. Furthermore, Boeing Business Jets’ introduction of turnkey services for VIP 747 owners reflects a broader industry trend toward comprehensive, high-end private aviation solutions. With a customization timeline of 24 to 36 months and only a limited number of units expected to be produced, the 2026 Boeing 787 Dreamliner VIP Edition is positioned as a flagship in private aviation. It represents a fusion of engineering excellence, luxury, and exclusivity at 40,000 feet.

Willis Lease Finance Appoints David Hooke as Senior Vice President of Mergers and Acquisitions Willis Lease Finance Corporation (NASDAQ: WLFC), a prominent global lessor of commercial aircraft engines and provider of aviation services, has announced the appointment of David Hooke as Senior Vice President of Mergers and Acquisitions, effective immediately. In this capacity, Hooke will be responsible for directing the company’s global M&A strategy, with the objective of driving portfolio growth and enhancing WLFC’s leasing, trading, and aviation services platform. Leadership and Expertise Charles F. Willis, Executive Chairman of WLFC, expressed confidence in Hooke’s appointment, highlighting their longstanding professional relationship. Willis praised Hooke’s integrity, strategic insight, and leadership qualities, noting his extensive experience in investment banking as key assets that will support the company’s growth ambitions. Hooke, in turn, conveyed enthusiasm about joining the leadership team, emphasizing his commitment to fostering growth through carefully considered acquisitions and partnerships that will strengthen WLFC’s global presence. Hooke brings to WLFC over a decade of experience from Bank of America, where he served as Managing Director of Investment Banking. During his tenure, he advised clients—including WLFC—on mergers and acquisitions, public offerings, and capital markets transactions. Prior to his financial career, Hooke served 17 years in the United States Marine Corps as a KC-130J Aircraft Commander, flying combat missions in Afghanistan and other theaters, and leading more than 500 Marines and officers as a Company Commander. His combined military and financial background is expected to contribute discipline, precision, and strategic vision to WLFC’s expansion efforts. Navigating a Complex M&A Environment Hooke’s appointment comes at a time when the M&A landscape in the aviation and financial sectors is increasingly complex, marked by heightened regulatory scrutiny and antitrust concerns. Recent high-profile legal actions, such as Pfizer’s lawsuit against Novo Nordisk, underscore the challenges companies face in pursuing mergers and acquisitions. Successfully navigating these regulatory hurdles will be essential for WLFC as it seeks to expand through acquisitions and strategic partnerships. The market response to Hooke’s leadership and WLFC’s evolving M&A strategy may include increased investor interest, particularly amid a broader rise in leveraged loan activity and large-scale transactions. Competitors in the sector are also likely to respond with strategic initiatives, including consolidations and counter-acquisitions, reflecting broader industry trends observed in sectors such as convenience retail. About Willis Lease Finance Corporation Willis Lease Finance Corporation specializes in leasing large and regional spare commercial aircraft engines, auxiliary power units, and aircraft to airlines, engine manufacturers, and maintenance, repair, and overhaul (MRO) providers worldwide. The company offers integrated services including end-of-life solutions for engines and aviation materials through Willis Aeronautical Services, Inc., as well as engine maintenance, aircraft disassembly, storage, and ground handling via its subsidiaries. Additionally, WLFC is advancing sustainable aviation initiatives through its Willis Sustainable Fuels program. Forward-Looking Statements This announcement contains forward-looking statements that involve risks and uncertainties. Actual outcomes may differ materially due to various factors, including regulatory developments and market conditions. Readers are advised not to place undue reliance on these statements.

Aviation Investors Explore New Approaches Amid Budget Constraints Navigating Innovation in a Challenging Financial Landscape The aviation industry is experiencing a period of significant transformation, driven by rapid technological advancements such as electric air taxis approaching safety certification and accelerated drone development. However, despite these promising innovations, funding remains limited as airlines and manufacturers continue to struggle with fragile financial positions in the aftermath of the pandemic. Investor groups are responding to these challenges by restructuring—either spinning out as independent entities or forming strategic partnerships—to bridge the growing financial gaps and sustain innovation efforts. Nichola Bates, founder of XeleratedFifty, an innovation and investment group recently separated from Boeing, describes the current phase as a pivotal moment for aerospace. “The next generation of aviation is now real that people can see it. We can see drones and air taxis flying around. It’s actually real. Financial investors are saying, ‘okay, now it’s ready for us’,” she explains. Bates emphasizes that while these emerging technologies hold disruptive potential, immediate business pressures often take precedence. The recovery from the COVID-19 pandemic has proven more difficult than anticipated, with supply chain disruptions and infrastructure challenges delaying a full rebound. This has intensified concerns over profitability and shifted focus toward short-term financial stability. Financial Strains and Strategic Collaborations The financial difficulties facing the sector are evident in recent corporate results. JetBlue reported a net loss of $208 million in the first quarter of 2024, while Boeing recorded a staggering $11.8 billion loss for the year. In response, both companies have restructured their innovation divisions: JetBlue Ventures was integrated into aviation investor Sky Leasing, and Boeing’s accelerator program was spun out as an independent operation. Bates herself transitioned her accelerator into FiftyGroup, a broader industrial sector investor, reflecting a trend toward diversification and autonomy in investment strategies. In addition to internal restructuring, aviation investors are increasingly collaborating to address capital-intensive projects, particularly in sustainable aviation fuel (SAF). United Airlines Ventures has established a dedicated SAF fund, attracting over 22 external investors to enhance its financial capacity and independence. Similarly, a consortium of Oneworld Alliance airlines—including American Airlines, Alaska Airlines, Cathay Pacific, Japan Airlines, Singapore Airlines, and IAG, the parent company of British Airways—has collectively backed a $150 million SAF fund managed by Breakthrough Energy Ventures. Industry experts note that individual airline corporate venture capital arms face significant challenges when investing in highly technical sectors like SAF, making such collaborative efforts essential. Regulatory and Market Challenges Beyond financial constraints, the aviation sector contends with regulatory hurdles and market volatility. Turkish Airlines’ acquisition of Air Europa is anticipated to close within six to twelve months, illustrating the cautious pace of major transactions in the current environment. Regional carriers are preparing for reduced operations as the Federal Aviation Administration (FAA) implements new air traffic control measures. Meanwhile, the recent increase in charges at Schiphol Airport has prompted Air France-KLM to reconsider its operating model, while competitors explore strategic partnerships or operational adjustments to manage tightening budgets. As the industry confronts a complex interplay of innovation opportunities and financial pressures, aviation investors are reevaluating traditional approaches. They seek to balance the imperative of immediate survival with the pursuit of transformative technologies that could define the future of aerospace.