Interview with Aleksandr Celiadin, Founder of GetJet Airlines

Aleksandr (Alex) Celiadin is a serial entrepreneur best known for establishing and developing premium ACMI airlines – GetJet Airlines. Alex operates a number of businesses in the aviation industry and has offices in the UAE, Lithuania, Latvia, Malta, and Cyprus. Last year, GetJet Airlines had a stellar growth year, growing its revenue to over 200 million USD and EBITDA to over 30 million USD. 

Alexandr, can you share a bit about your journey in the aviation industry and what inspired you to pursue a career in this field?  

I was born and raised in Vilnius, and my parents are from there too. We actually lived right next to the airport in the aviation community dorms. My father, who passed away 15 years ago, was an aviation engineer and worked at the state MRO and eventually became the Technical Director at Aurela Airlines, the first privately owned charter airline in Lithuania. That’s where I got my start in aviation as a sales assistant back in 2007. Seven years later, I started my own Charter/ACMI airline, Getjet Airlines. Growing up so close to the industry, it was almost inevitable that I would develop a deep passion for aviation.

Can you introduce GetJet Airlines briefly to our readers? What’s special about it? 

Absolutely! GetJet Airlines is an agile player in the aviation industry, primarily focusing on ACMI (Aircraft, Crew, Maintenance, and Insurance) leasing. Essentially, we are the airline for other airlines. When other carriers face unexpected issues, such as aircraft shortages, maintenance problems, or sudden spikes in demand, we step in to provide seamless solutions.

What makes GetJet Airlines special is our flexibility and reliability. We pride ourselves on being able to quickly adapt to the needs of our clients, offering them fully operational aircraft complete with experienced crews, comprehensive maintenance, and insurance. This allows our clients to maintain their schedules and service quality without interruption.

We operate worldwide and collaborate with more than 30 renowned airlines, including Wizz Air, Finnair, Transavia, Icelandair, TUI Airways, Vueling, and many others.

GetJet has had sustainable growth over the years, profits are growing steadily. What is behind the success story? What principles do you think made GetJet successful?  

We always stick to fundamental principles of GetJet:

1. Hiring the right people.
2. Focusing on the right assets managing contractual risks when leasing or purchasing airframes and —airplanes and engines.
3. Accomplishing the right missions at the right price.
4. Staying customer and market-oriented while maintaining focus and discipline.
5. Not taking ourselves too seriously; at the end of the day, we’re worth a few hundred million euros—some people spend that on buying a yacht.

At GetJet, CEO, CFO, CTO, and other roles aren’t just titles; they embody the essence of our organization. I take great pride in their outstanding success, which has propelled us forward year after year. In 2023, we achieved record profits, most of which were reinvested in purchasing aviation assets and organizational upgrades, demonstrating our commitment to continuous improvement in every aspect.

What are the advantages of a Lithuania base for an ACMI operator? Why did you choose Vilnius as the headquarters for GetJet Airlines?  

Firstly, I have to admit, I am somewhat  biased because I love my country. Even though I moved my family, my wife and two kids, to Dubai in 2020, I think it’s important to never forget where you come from. In Lithuania, we were one of the first to dive into ACMI Leasing, and what really matters is how you do the job.  Here in Vilnius, we’ve managed to put together a great team at GetJet. They’ve grown with the company and honestly, they’re some of the best in Europe.  They’re the main reason we can deliver such reliable and high-quality aviation services all over the world.

Alex, but why did you move to Dubai then?   

At this stage of my life, this city caters better for my needs. Dubai is a global hub for aviation with unmatched connectivity, and it allows me to network with key industry players more effectively. While my heart remains in Lithuania, and I am deeply committed to GetJet’s success there, I have a strong team of managers in Lithuania. They ensure that operations run smoothly. Being in Dubai, the epicenter of global aviation, is essential for expanding our network and staying at the forefront of industry developments. Dubai is currently the best place for me to be.

Can you share a significant lesson you’ve learned during your tenure that has shaped your approach to leadership? 

One of the most significant lessons I’ve learned is the importance of resilience and adaptability. The hardest time ever was during the COVID-19 pandemic when the aviation industry came to a standstill. We had to make the incredibly tough decision to let go of many valued employees, knowing that they would struggle to find jobs in aviation due to the global downturn. It was a heartbreaking moment because I understood the impact on their lives and families.That experience underscored for me that leadership is all about the people.

It also taught me the importance of staying calm under pressure and adapting to rapidly changing circumstances. As an example of our adaptability, we repurposed a wide body Airbus A330 for transporting vaccines and other equipment needed for COVID-19. This initiative not only allowed us to contribute to global relief efforts but also helped keep the company afloat during the crisis.

What do you think are the biggest challenges facing the aviation industry today, and how is your airline preparing to address them? 

The aviation industry is facing some big challenges as it tries to recover from the impacts of the COVID-19 pandemic. One major issue is that the industry’s operations can’t keep up with the demand for air travel. This problem is made worse by ongoing disruptions in the supply chain, which means that parts and materials needed for aircraft are harder to get and more expensive.

Other airlines are struggling because they have to extend their aircraft leases at much higher rates, which increases their costs. However, at GetJet Airlines, we were able to secure most of our aircraft leases before these price hikes, putting us in a better financial position.

To handle these uncertain times in the ACMI market, we are investing in ways to become more self-sufficient. This means we are putting money into training our own crew and maintaining our aircraft, so we don’t have to rely as much on external suppliers. This strategy helps us control costs and ensures we can continue to provide reliable services to our customers.

Where do you see the ACMI market being in five years’ time?  

I am confident that we’ll see less significant competition in the future because I doubt the ‘too big to fail’ strategy can effectively sustain itself in our industry. Smaller, independent ACMI airlines will persist and continue to emerge, as the demand for flexibility, efficiency, and reliability remains the top priority for ACMI customers. Why would airlines opt for ACMI services from carriers struggling to manage their own fleet, crewing, or operational issues?

On a more serious note, the industry’s global nature assures me that airlines worldwide will increasingly rely on ACMI services for immediate problem-solving, rapid scalability, and flexibility, even five or ten years from now. Ultimately, it will always come down to the price they are willing to pay for such services and whether ACMI airlines can be agile and efficient enough to serve such markets.

How do you manage the competitive threats in the aviation industry? How do GetJet Airlines stay competitive?  

Our competitive advantage is agility. At GetJet, we’ve earned a reputation as the premier crewed aircraft leasing company, known for our ability to swiftly mobilize and adapt our top-tier resources to meet the industry’s ever-evolving demands. Unlike large ACMI companies, which move like freight trains—powerful but constrained to fixed tracks and slow to accelerate—we operate like a sports car or, as we internally liken ourselves, a Formula 1 team. We’re capable of rapid acceleration and nimble turns, quickly adapting to the dynamic conditions of the aviation market.

Our strategy isn’t centered on competing for size but on excelling in agility and service quality. We’re obsessed with delivering premium service and quality, rather than fixating on size and market share. This focused and disciplined approach enables us to address our clients’ critical needs promptly and effectively. When someone, somewhere requires a crewed narrow-body aircraft, we’re here to deliver.

What are some of the key goals and objectives you have set for GetJet airlines in the coming years? 

Our main focus for the coming years is on vertical growth. We plan to attract €150 million in external capital to diversify our services, aiming for a €1 billion turnover by 2030. This includes establishing our own maintenance facilities to handle repairs in-house, enhancing fleet management to reduce downtime, and developing base maintenance capabilities for thorough aircraft overhauls. Additionally, we are investing in spare part trading to minimize downtime and improve service reliability, while also offering fleet support services to our clients as an additional service.

For fleet renewal, we aim to maintain a modern and efficient fleet with all of our aircraft being no older than 5-7 years. This approach ensures that we meet the highest standards of safety and performance, allowing us to continue delivering premium service to our customers and ensuring sustainable growth in the competitive aviation market.

And finally, is it true that you are a pilot yourself? Can you fly GetJet planes?  

Yes, it’s true! I hold an FAA Commercial Pilot License. I recently got the training and added Daher TBM940 single engine turboprop to my license and enjoy private flying a lot on general aviation airplanes that gives me a bit of sense of work in crew environment, however never intend to fly commercially on big jet airplanes as I am not that skilled and talented as our Getjet crews!

Have you read?
Richest Billionaire Investors. Billionaire Winners. Billionaire Losers. Best Business Schools. Best Hotel Schools.