A jet broker started in Washington D.C. at 23 when only a handful of firms existed and telex was standard. Over two decades, the market shifted from 80% U.S.-based to global demand from Russia, China, India, and Nigeria. He built a showroom to stand out and learned that networking matters more than just showing up.
Chapters
I started when I was 23 years old working for a jet broker in Washington, D.C. In those days, it was maybe 6 or 7 jet brokers in the United States. I don't think there were any outside the United States at the time, and it was really in the beginning of the corporate jet world. Easier to get in, but in those days you had telex machines. It was even before faxes. I didn't start until 13 years ago. I left the airplane business. I was probably in my mid-30s, and I went into private equity. So I was doing mergers and acquisitions about 15 years, and the world changed. When I left the industry, 80% of jets were in America and 19% were in Europe, and it was 1% the rest of the world. 20 years later, the whole world changed. Russia, China, India, Nigeria— all these places were the places we were buying jets. Wow, how do we get that business? It's really crazy because you can't go to see a client there, and it's even more impossible trying to get them on the telephone. When I built the showroom, it was a completely crazy idea. Now it's easy to get into the industry, but what do you do once you're in the industry? You need that network.