Much has been made of various aspects of MetroAir recently; new fleet acquisitions, technical improvements and training developments, to name a few.
In particular, we talk about fleet types a lot. We’ve discussed the choice of the A319 vs the 737NG, the resilience of the 732A and the short-term 762 solutions. However the choice of fleet types, whilst involving a critical set of decisions, is eclipsed in its complexity by the issue of fleet utilisation.
It’s one thing to have the right aircraft for the job; ensuring that you have the right number of aircraft, and that they’re assigned to the correct routes at the correct times in the correct configuration is another matter altogether. Consequently, after a few months of this CEO’s frustration at considering all the necessary factors involved, we were fortunate enough to find Kim Gesch, a man who with his real-world experience brought to the table the expertise required to provide a comprehensive scheduling framework for MetroAir; one that accounts not only for demand-governing economic factors that dictate where our aircraft need to be, but also ensures that consideration is given to covering any issue or emergency that may take place.
Scheduling requires a huge amount of:
- Strategic planning (where do we want to send our newest A319? How many weekly frequencies can that route sustain?)
- Problem solving (how are we going to get this aircraft back to base in order to take up a given route the following morning? Can we make revenue doing it?)
- Hard work (laying out the schedules in spreadsheets, creating multiple formats to account for different aspects, converting into a format that can be uploaded to the site).
Ultimately, Kim’s role in MetroAir is not to be under-estimated, and so on behalf of the management team I want to thank him for his tireless efforts behind the scenes keeping MetroAir running, and running profitably.