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Always measure yourself backwards. I thought of that and I was like, you know what? Because I think about entrepreneurs, we're always looking for, well, I didn't get this or I'm almost there, I can do this. Why didn't I do that? Or like if I would have course corrected and done this instead of like taking a breath, turning around and measure back like, holy shit, look where I came from. I mean, look, even just in the last year, the accomplishments we had now maybe we didn't hit every single goal.

Yeah.

But if we give ourselves just a little bit more pat on the back, like.

Yeah.

Because if we live in that gap of never feeling like we're good enough or we didn't get where we want. Pretty lonely and miserable gap.

I'm actually going to talk to you today from a bit of a selfish place. I've been looking at aircraft off and on for about three years myself. And you are one of the market leading industry experts in the air in the area of private jet and flying and all kinds of stuff. So talk to me a little about how you even got into this genre. Like, you know, because that's, it's a very niche genre and then obviously fell in love with it.

Yeah. Well, thank you. And, and this is my favorite part about the job is I get to talk to cool people about airplanes all day. Yeah, this is great. So to answer your question, how I got into it, growing up through high school I wanted to be an airline pilot. And after I graduated high school I was racing motocross and superbikes and, and just decided to sell cars for, for a couple years to support that rac it and then got stuck in the car world for about 15 years, started making a lot of money and, and it was like, well, gosh, I can stay here in the car world or I can go spend 100 grand in flight school and then start at SkyWest. Back then was like 30 grand a year. And so anyways, Fast Forward had a. I think that the car industry was the best education I could have ever asked for. I ended up owning a couple car dealerships. Towards the end, partner on a Ford store sold that, a couple big used car dealerships. But then I still just always had this passion for airplanes. So at 21, I went to the local private flight school here in Utah, learned to fly. So I was flying a little Cessna. I bought partnership in a Turbo 210 at 22 years old. Flying around, just loving it. And then kept buying and selling airplanes for fun. And then finally like 0809. You know, the economy was shifting. We, my partners and I started not getting along as well as we did previously. I was like, you know what? Screw it. I'm just gonna follow my pass, just put all my eggs in one basket and so sold the car dealership back and then started the. Back then it was called CB Aviation, and I had no idea what the hell I was doing.

A typical entrepreneur. It works that way. Yeah.

I bought a list of aircraft owners and just started smiling and dialing and see if they would let me sell their airplane. And so It's. That was 14 years ago in June. So we just celebrated that. So it's been a. And now we do pretty much everything in the private jet space, and I still get to fly a lot, so.

Yeah, that's awesome, dude. Well, no, I always love hearing the backstory because it's funny, I was telling my son one time, he's like, I don't know what I want to do with my life. I'm like, dude, just go knock something over. Like, you're going to find out what you're supposed to do by doing something.

Yeah, right.

So everything kind of builds upon itself, which I thought was pretty interesting. You know, as someone who has looked at aircraft off and on, I've always. Every time my flight gets delayed, because I typically fight for. I mean, I just. I fly commercial right now, but I typically do first class, obviously, because, you know, I get a free beverage and some peanuts, which is awesome. You know, there you go, Right? You know, somebody like my size, I can stretch out, so it's good. But when I do that, every time I have a delayed flight or I'm waiting on someone who's being less than cooperative with the airline in front of me or behind me or whatever, just makes the experience just not. Not great. And someone. At least for most of last year and the year before, I was traveling a great deal. I had some business things I need to take care of this year, so I haven't been traveling as much. But my travel schedule started to get packed again. I flirted with the idea of, okay, well, maybe at some point, maybe I should go ahead and buy a plane. So I've got a lot of. I have a lot of friends that own their own aircraft. And, you know, essentially when they're not using it, their aircraft is being used. You know, they're leasing it back to organizations to fly for them. I've got folks that use their aircraft on a regular basis. They're good friends of mine.

I've got.

I've got folks that just do the fractional thing where you know, you buy some, I guess you call it like a timeshare. Right.

So very similar. Yep.

Yeah. So walk me through. And again I'm gonna be a little selfish and our audience will be a little selfish too. Walk me through what you think the ideal next step is. If you have a net worth and the eight figures are better.

Yeah, Great question. And I would say it all comes back to first, how much are you gonna fly? There's a lot of people out there that own their own aircraft that really the economics don't make sense. They should be chartering or they should do a fractional program. So when we have someone that's first interested in learning to fly private, that's going to, we kind of start there, you know, where do you live, how often are you going to fly, how many people and, and whatnot. And is it business or pleasure? And so if you're going to fly, we call it less than six or seven trips a year. Privately it's best just a charter. You know, you, you can pick what type aircraft you want to go. You are going to pay the highest hourly rate, you know, highest per trip expense. But then there's no upfront expense, you know, there's no buying the asset. There's no monthly or annual fixed cost of the pilot's insurance, maintenance, all the other stuff that goes along with it. And then you don't have any of that depreciation of the asset too. So when you start flying more than that, six, seven, eight trips a year, then from there up to tell about flying once a week, really the fractional space is I think the best bang for your buck. We have a fractional program, we do a lot of charter as well and we also do full aircraft ownership. So we can help the everybody in each of those different categories. But the fractional, like you said, a timeshare where you're only buying a portion of the asset. You buy as much as, as you need for usage. The more, more bigger share you buy, the more you get a flat. So that's a one time investment typically and then it's a five year program. Most programs will sell their asset after five years and you get half your money back or thereabouts. Then you have a fixed monthly management fee in that and that is shared amongst the owners to cover all the pilots, insurance, all the other stuff. And then you just have an hourly rate on the airplane. So that's a, that, that's a really good way to get into it. I would first try chartering a few times just to make sure. Because even like that, just to make.

Sure you get puppy dog and get spoiled and then you can't help yourself.

Yeah, I mean, it's the best drug. I promise you that once you fly, but you're not going to want to do it again. Go back to the airlines. But just like going from the back of the airlines to the front of the airlines, it's expensive, you know, and this is a massive jump to fly private either way. So start charter. If you start flying enough, go fractional. And then ultimately, if you want on your own airplane or if you need to go at a moment's notice and you're flying a lot, then, then you can buy the asset, own it entirely. You can decide at that point, do I want to keep it just for me or do I want to have a company like you said, charter it out and kind of offset some of those expenses. There's some people that say you can make money owning an airplane, it's just not the case. Like you, there may be one quarter or one year you might be able to do that. Like coming out this last year was one of the hottest years in the private jet history. But typically you'll be able to offset a lot of your fixed costs through chartering your airplane out, but you're never going to make money. So yeah, that's one thing is flying private. It's really expensive until you figure out what your time's worth. And that's where a lot of these bigger organizations or successful wealthy people that have like, okay, here is what's my time is worth. And if I'm going to go visit these three cities for business, if I did that via the airlines, it's going to take me four or five days. And now I can do it in one day and make it that night for dinner with my family or go watch my kids soccer game. So yeah, it's when you take that, that consideration of your time and also being able to bring some other employees with you or, or just the experiences you, you know, a lot of people use this just for fun and they created amazing, epic experiences, their friends and family, and that's hard to put a price tag on.

No, absolutely. And you know, the reality is, is there's, I'm sure there's a lot of folks in the world that would love to fly private on a regular basis. And I think one of the things I've always been trying to back my way into is when it actually makes good business sense. Yeah, you know, it's, it's a, it's one thing to buy on Emotion. It's one thing to have a, you know, fantastic trip with a bunch of friends, like, man, oh, I should get my own airplane. And then I started looking at, I went as far as having a buddy of mine send me a performer on his, on his ownership. And I was like, dude, hanger fees, there's maintenance fees, there's. I was just like, goodness gracious. And then obviously the, the cost of fuel. How would you guys manage to navigate controlling your costs so strongly? Because obviously that's going to be the backbone of running a successful enterprise like you guys have.

Yeah, great question. So there's some of it we can control and then there's a lot that we can't. And so like in our fractional program, for example, one of the things that we cannot control is the fuel prices. They're going up and down all the time. And so like the other fractional companies, we'll have a set fuel rate that's baked into the hourly rate, but there's a fuel surcharge if we're going into an expensive airport like Jackson Hole or one of these mountainous airports. So some of that, the, we'll be able to structure it there. But, but it's been an interesting world, I'll tell you. Just the last two years, our pilot salaries have gone up about 42%. Oh, wow. And it, and they continue to climb. And so it's through 2020. I'll tell you, Stephen, I like, for a minute there, I didn't know if we're gonna make it. Like, we're like, holy cow. All of our airplanes, you know, are grounded. Everybody's, you know, in quarantine and just sitting there. And we made a, our leadership team made a pact. We're like, we're not only just going to survive through this, we're going to thrive through this. And that was like our mantra as we went through Covid. And our goal is not to let go any pilots or any managers or any full time employees. And we're able to do that. And thank God we did. Because coming out of it, what happened is there was all these people that had the means to fly private before COVID but just didn't justify it. And now they're like, you know what? I don't want to be in that tube with 300 other people. I want to go when I want to go where I want to go with just the security and privacy of my family. And so there was this Massive surge of new people flying private, which was awesome, you know, and luckily made it through the tough time. And now we've been able to very grateful that we've, we've been able to experience this rise.

Well, let's talk about building teams, right? So when you go to scale a company, you know, there's a huge aspect of hiring the right person for the right role to do the right thing at the right time. Have you struggled with that at all, building your organization or has that always been something that's been natural?

I think that's one of the biggest struggles of every entrepreneur, right? Yeah. And the last part you said is when to do it is the toughest part. Yeah. I think a lot of companies that fail because they go so heavy into hiring these people with all this massive experience and stuff, and there's just not the revenue coming in to justify the high salaries and whatnot. And then there's the opposite side of these, these entrepreneurs that, that try to do everything to everybody and then they just, they never are able to go to the next level. And so for me specifically, it was a grind. You know, for the first eight years.

It. We ran very lean and there were times we didn't know, like, I don't have any PE money or VC money. We've bootstrapped this company from day one. And, and I'm glad I did that. Now looking forward, will that change? I don't know. Maybe, maybe not. But right now I really like that we have the autonomy to do what we want to do and we're like a small ship that can move quickly. Back to your question, though.

Finally, when I felt like we got the company to a point where I knew I needed help or I'm just going to stay there and stay, barely treading water with a straw, just barely catching air, I went. I called one of my best friends that I'd known since seventh grade and he played, he had a whole different life. He went, got his master's degree into corporate America, was executive some very large corporations. And I called him. I'm like, tommy, I need help. Just come and look at my books. Like, I feel like I'm drowning, but I'm on this huge hockey stick trajectory. Like we're doubling revenue every year. Like, I'm, I'm sitting on something that could be really amazing, but. But I need help. And through that, he came and consulted for free for about a year. In the back of my mind, I'm like, come on, I know you're going to catch the bug.

And He.

And he finally did. And so for me, that was a really difficult thing. Meaning because I promised myself coming out of the car world that I would never have a partner again. But I knew this is. This company is much bigger than me now. We've got a lot of employees, and I need to find somebody that has those skill sets that I don't possess that well and let them thrive in there and just find, find, like work it so he can work in his own genius and I can. So right now he's my business partner. And we've just, in the last.

Five years, have just had some awesome growth. We just found out last week that we hit the Inc. 5000.

Congratulations.

I'm in a row. And yeah, it's awesome. For the third time. So. But, but to come back to your question, I think that is the, that is the hardest part. And sometimes ego gets involved where the entrepreneur tries to do it all. Because three years ago we didn't even have an org chart, you know, but if we did, it would have been myself and 15 people reporting.

Yeah.

And with finding the right people and then getting really structured, the other thing we did for our company that was really massive was, was we're. We're an EOS company, the Entrepreneur Operating System. So we, we really engulf that and we're like, okay, if we're going to do this, we're going to do all of it. And so now that combination, Tommy and then our. We've been able to hire just some amazing other team members in our leadership team and all of our managers came together and it's getting, getting real clear on who we are, where we want to go, how we're going to do it, and then creating the structure and putting the right people in the right seat is, Is crucial.

Yeah, no, I love it. In fact, I would. You know, I learned a long time ago I was trying to build my own organization that I started using a PRINCIP 369. So three, three true executive leaders. It's. It follows a biblical model. I'm a big Jesus guy. So Jesus had three core disciples that he poured personally into consistently, even though he had 12 disciples. Those disciples then mentored other disciples, so on and so forth. So I say three executive. Three core executive leaders, six operational leaders that support the executive team, but take the vision into action. And then from the, from the six that you have, the, the other nine that I consider senior leaders or leaders were developing to be in the. The next level. And that three, six, nine approach has been incredibly helpful. To us kind of figuring out our scale because it's like you're to your point. I did the same thing when I, when it was. When it was just me in the org chart, it was me. And you know, however many circles are on the paper. Right. And I was like, I. I'm spending great time with this person and I'm doing well with this person, but these other 18 people over here, I barely talk to.

Yeah.

And so it gave us a foundation to actually kind of build that from. And I think the other thing that we struggle with, at least when I was building my, is knowing which position to hire for first. Not even what person.

Right.

But what position. You know, and I think you, you just hit the nail on the head. I think as a strategic visionary yourself, you hired the integrator, like right out of the gate.

Absolutely. You know, and that was. So There was a book that I read called Traction that like really stuck with me and really motivated me to make those decisions. But it is, it's like, I think as an entrepreneur, not even an entrepreneur, but anybody that really wants to increase who they are in the business world, it's like, define what you're really, really good at. Figure that out. And not only what you're really, really good at, are you really passionate about that? Because if you can like combine that passion with your skill set and you put yourself in the zone of genius and then hire for the who's of everything around that. So right now, that's what I love is like, I get a fly and I. And I run our sales teams and it's like, it. That's my world that I love. And then Tommy, with the rest of our team, we've got a great team that they handle everything else. And so it's, it's, it's been a fun ride. It's not easy, though. Everybody's like, you make it. You're like, look how. How you're doing. I'm like, this is 14 years and grinding.

Yeah, it's. There's no such thing as it happens overnight, regardless of what people see on paper. I've seen that the hard learned. Learned and seen that the hard way. Building my own organizations. Curious to know what is your next now that you guys have this climbing success and things are going climbing, no pun intended, you know, you have all this cool stuff happening. What are your next three hires? Out of curiosity. Like, if you, if, if, if you could choose right now what to hire, where would you put them?

Yeah, great question. So number one is, is we want to hire a customer experience officer. You know, our, our client base is getting big enough where I never want. Let me rephrase that. So I've had one of the other clients that we sold into our fractional program. He's like, Corey, I started with NetJets a long time ago and I felt like it was very. And now I feel like I'm just a number. And I don't want any of our clients ever to feel like we're just number now. We're not perfect. We stumble all the time. And we try, we try and pick up and figure out how we stumbled and create a process so that doesn't happen. And so, but, but the customer experience officer is. I just want to have one person that, that person's job is to love. On all of our owners, just one of our main core values is to deliver the wow. Because people are paying us a lot of money to fly private. The expectations are already set very high. They expect a very nice jet, awesome pilots to be safe, on time. So for us to deliver the wow, like we need to always be thinking, what can we do to go up and beyond. And over the years, Steven, 60% of our business came from referrals of our current owners. So we've done a lot of things right. So that's long story, long answer to say customer experience officer. And then we're really getting into the managed aircraft. So what I mean by that is, let's say you said, hey Corey, I want to go buy Gulfstream and then we can help you with the buy and then we manage it and hire the flight department, do all that stuff. And so we're really focused on that. So we're, we're in the interview process to have one person that is just going to own all of the managed sales and be talking to the aircraft owners around the country and, and hopefully get them to come over with us.

Yeah, no, I love it.

And then the third, that's a gosh, we're always looking for good pilots. Yes, that's.

And it's competitive right now, I'm sure.

Super. Yeah. But it's so weird, Stephen. This market's changing very quickly. Like one of our big competitors just went out of business two months.

Oh, wow.

And there's, there's another one that's a gorilla that wheels up. They did an IPO two years ago for like 10 bucks. They got up to 12 bucks and they're down at like 15 cents right now. They did a 10 to 1 reverse, so they' showing like a buck 30 if you look at the ticker. But so that's. And there are 2, 000 pilots. They're 300 airplanes. I mean and it's, it's, it's very interesting how this.

Yeah. Out of curiosity, not, you know, we're not going to pick on wheels up per se, but what do you, what do you think's driving the decline in, in overall value?

Well, these are just my opinions of course, but I think the business model was never sound from the beginning. They, they had one goal and even if you look at the CEO that stepped down, if you look at his Pay plan, it was 100 revenue driven. There was no profitability component on it. So it was like let's drive revenue, revenue, revenue, revenue and then let's take it to ipo, which they did. But that's not how you can sustain a company. You need to make money at the end of the day.

So again, no, that makes a lot of sense. Well, the reason I asked that. Well, obviously we're not picking on anyone. Anyone airline or whatever or business model, but. Or business. I should say. What I want the other entrepreneurs that are watching because a huge data, huge audience that we have is mostly entrepreneurs or C suite professionals at some level. And what I want them to fully understand is all because your competitor in theory is in front of you doesn't mean they're really in front of you. Right. It may just be, it must be quote unquote, false success.

Yeah, absolutely.

So kind of the, the, the importance of just being steady kind of doing what you meant. You know, you and your team mentioned we're not going to survive through this. We're going to thrive through this. I dealt with the same thing in the construction industry, which is where a huge chunk of my businesses are. And in, in those terms, I remember my, my COO coming to me this time. Oh, you know, the pricing's this and supply chain this. And I'm like, dude, we gotta, we have to figure it out because at the end of this somebody's going to dominate the space and all about you. But I want it to be us.

Yeah.

You know, and it's, it's so much of that tortoise in the hare. Consistency approach. Right. And I want to say that just because I think all entrepreneurs out there, they get into a rush. They're, they're almost impatient with themselves. Like, at least for me, I'm like, I'm always thinking I'm behind even though I'm actually pretty far ahead.

Yeah.

You know, kind of thing. So that's why I wanted to bring it up specifically. And then obviously your business model is working, you know, so there's, there's things that you're doing really, really well where other companies may not be doing them as well. And again, if you can identify that, that's your unique value proposition. Right.

So yeah, you know, on that, what you just said, I was at, I have a part, another organization I go to called Strategic Coach. And they, I was there last week and, and one of the comments that came out of there, and I'll probably butcher how I said, but it's like always measure yourself backwards. I thought of that and I was like, you know what? Because I think about entrepreneurs, we're always looking forward. Well, I didn't get this, or I'm almost there, I can do this. Why didn't I do that? Or like if I would have course corrected and, and done this instead of like taking a breath, turning around and measure back to like, holy shit, look where I've came from. I mean, look, even just in the last year, the accomplishments we had, now maybe we didn't hit every single goal, but if we give ourselves just a little bit more pat on the back, like, because if we live in that gap of never feeling like we're good enough or we didn't get where we want, it's a pretty lonely and miserable gap. So I really like that. I was like, okay, I'm gonna, Yeah.

I mean, we were gonna. I mean, in that zone, if we, if we stay in that zone, we make in. We make insecure decisions which are never great for the business, especially long term, never great for the team. It tends to produce, you know, the most negative type of leadership out of us than it could possibly be. You know, I know one of the things that you and I share is.

That we have a.

We'Re vision minded all the way to the point of having a quasi vision board or you know, just things that we do to remind us of where we're going, you know. But my first mentor told me a long time ago, he's like, never lose sight of where you're going, but it's just as important to never lose sight of where you've been. So you have this, you have a, the anchor that really sets the hook for humility. So that way you're able to proceed and humble confidence. You know what I'm saying?

Yeah, humble confidence. That's the way to do it too.

Rock on. Well, look, I want to pick your brain on a couple aircraft just for fun. All Right. So I'm gonna give you three aircraft. These are ones that I've researched myself and I still don't know enough about them to know if I ever want to buy one fractional or whatever. The first one that I just love the way it looks. Now again this is. That would be the emotional side of me talking.

Right.

Is the. The Phenom 300.

I knew you were going to say that too.

The tips. Right.

The next one's the next 400 XTI.

Yeah.

Followed by the Cessna Citation CJ3 Plus.

Okay.

So walk me through the features and benefits of those aircraft and maybe, maybe what makes the most sense.

Yeah. So I've flown. I haven't flown the next tent but I've flown the cjs. I'm type rated to fly the CJ single pilot and I've flown the. The Phenoms as well. We manage a couple phenoms here. So it first again, what's the mission?

Right.

How many people? Where are you going? How often? The Phenom will go a little bit farther than the CJ and a little bit faster and hold more people. Both the CJ and the Phenom can be flown single pilot. The next always requires two pilots. The nextant would be my third choice out of all of those. So what a nextin is is they took a older airframe of the beach jet 400 and then they put it through a full overhaul. So they put new avionics in it, they put Williams engines on it so it was faster and more fuel efficient. But still a lot of those moving parts in that airplane are 20 years old. So it's a nice size cabin and it's a. It's a lot of airplane for the money. But I would, if I were to rate the airplanes, I would phenom first the CJ3 plus or CJ4 and then I would put the PC24 in that category before looking at the next interesting. So the phenom 300. So. So I fly.

Yeah. So why did you think I was going to choose the phenom 300 other gate? Out of curiosity.

They're just sexy. Everybody looks.

It's a sexier.

They've sold more of those light jets than any other light jet and for good reason. They're about around 850 of those airplanes. I've been lucky enough to go pick up two of them brand new from the factory. Went through the whole delivery experience and got a flying back here to Utah to our clients which was a really cool deal. The Phenom. So So I fly Pilates a lot too, the PC 12 turboprop, and have more time in that aircraft than anything else. And so I always thought the PC24, which is the jet of the plate, it's going to be my dream, dream airplane. I was like, that's on the vision board. Like that's going to be the airplane. Until I started flying the Phenom 300. And then it's like now it's a 50 50. So one of them.

Either one, I mean, I'd be happy. I would love to fly both of them. Actually we had one of my clients that was debating between the two and so we had both factories bring out a new one. We flew the Phenom to Vegas and then we had the, the PC 24 fly us back and. And it was like flip of a quarter. So those two airplanes are just magnificent. The CJ3 is, is less money than the other two. Still does a good job. There's a ton of them out there. There's a ton of good pilots, very safe airplane. So nothing wrong with them. They just. The Phenom or the PC.

That's why I like asking preference. Right. You know, it's, it's. Especially when you start talking aircraft. I mean I, I opened the, it's not Pandora's box because of me, but I started first, started dabbling and looking if. Yeah, I mean, the, the. There are great aircraft all over the place. You know, 4, 6, 8, 10. You get to the, some of the, what I call jumbo planes. We're not jumbo. And consideration to an airliner per se. Of course, I guess you could go up that far.

Boeing business jet. A BBJ is basically a 737, 400, 757 converter.

But. Yeah, yeah. So, you know, and digging in, I'm always curious that, you know, the people that fly the aircraft on a regular basis or own the aircraft on a regular basis, you know, what made them, you know, choose that aircraft or you know, what makes them kind of like light one aircraft or the other aircraft. It's always really good to kind of get an understanding because, you know, when I was, this is probably a couple years ago, I was looking at a used US Phenom and I want to say this is what surprised me. I looked at it one month and I looked at it like six months later, one month, it was like 3.2 or something. I forgot the hours that it had on it. The next time I looked at the same aircraft, it was almost six.

Yeah.

Like it seems like the Aircraft values go literally up and down like you'd actually own the aircraft. It could be high now, low tomorrow and high again. Is that, is that accurate?

You're exactly spot on. So like O said right before 080, now it's like 07. They just, airplanes were appreciating then we went through that crash and they kind of reset and that happened again last year. These airplanes were literally appreciating the phenoms that, that we picked up from the factory. We paid $2 million over asking price.

Oh wow.

Our clients, somebody did not to wait in line because the line was two and a half years to order a new one. And so they're like we're going to pay now, we're going to get it now. The market shifted and prices are coming back down. So there was, it was very inflated over the last last year and they're again luckily coming back down and normal transactions are happening again. But, but you're exactly right. The hardest part about when you're looking to buy an airplane is, is finding one that's going to do all your missions. It's impossible. So will we say hey, if we can find one airplane percent of your emissions, that's the unicorn. That's awesome. Yeah, like let's have that be the goal. And then for the other 20% we can charter, you can do something else.

Yeah.

That is another thing that a lot of these fractional programs like ours are also unique is because you own in one airplane. But with our program you can fly different types. So you could take a PC12 one day to a grass strip, you could get in the Gulf Stream and go to Hawaii the next day or you could take the citation and go to a business meeting in Tulsa, whatever. And so that, that gives you a.

Lot of, of aircraft options without maybe the expense of taking a large, a long range aircraft to a short range destination.

Yeah, absolutely.

That's it. All right, so I'm going to give you a hypothetical 30 flights a year within the United States could go east, could go coast to coast depending from time to time.

What you. All right, so yeah, 30 flights a year coast to coast possibilities. More mid, mid to coast. So whether on the east coast or west coast line to more the kind of like maybe Utah, Nevada, Denver, Kentucky, like that kind of like in that, in that zone you like the, you like the phenom 300 like as a, as a, as a traditional, like that's just the aircraft you like.

Yeah.

And you're looking at a fractional thing. What type of program Are you look like what. What would be the features and benefits given that model and where would.

Where would the base be currently would be.

Let's call it. We'll call it Raleigh, North Carolina, which is where I'm at until I make my butt to Salt Lake.

There we go. Awesome. Yeah, but it's beautiful here. You gotta come.

I'm so Randy and I have an ongoing conversation. There's ongoing things happening.

So nice.

So our fractional program. So there it really is only for people that live in the western 11 states. We do our charter and we do aircraft management anywhere. But living out there Plain sense does a really great job. They're a fractional company that runs PC12s and then the PC24 Airshare is another really good fractional company that services that area. They have Challenger 3 hundreds is their Super Mid and then they have Phenom 3 hundreds. So there's your Phenom 300. Our aspirations are a couple years. We're going to start moving east. But we're, but we're not there yet. But if you were to take it down to one single airplane, a Phenom is not going to make it coast to coast without a fuel stop. So as long as you'll stop, that airplane will do it. And it's just, it's interesting. So just throw some numbers out there. If you didn't want to charter your airplane, you wanted to go buy a Phenom, for example, your fixed costs with two pilots on a Phenom are going to be roughly around 450 to $500,000 before you start it. That's just pilots, insurance, hangar, all that stuff. When you go to the next category of aircraft, like up to a super mid of like we run a bunch of Gulfstream G2 hundreds or a Challenger 3, it's. You're close to a million dollars a year before you start it. And, and that's, that's where it's now I assume.

I assume these expenses are tax deductible either through depreciation. Okay.

And, and especially you still right now you get 80% bonus depreciation too. So. So if you're, if you have a tax. There's a lot of people buying airplanes for attack strategy instead of writing a check to Uncle Sam. So that's why it's like there's, there's so much difference in.

That's why I figured I'd ask the airplane Genius.

You know, I don't know about genius, but I love.

So that's awesome, dude. Well, look man, I've enjoyed hanging out with you and getting to know you some where. Can anybody find out more about you, more about the business, all that good stuff?

Yeah. Skyshare.com and then on also on all the social media platforms. And we'd love to talk airplanes, so anybody can reach out anytime.

Awesome. Corey, dude, thank you so much for coming on the show, man. I appreciate you big time.

Thanks, Stephen. Have a great day.

All right. Take care.

See ya. Bye.

Bye. I hope you liked that video. And if you did, make sure you check out this next video right here.

So I was a surfer until I nearly died. I had a real close call with almost dying at 17. And that led me to a health food store, led me to a yoga class. And that's where I met Paul Bragg.

Sam.