One year ago, I returned to AERO CARE – the company my late father founded. And boy, oh boy, it has been a hard and challenging one.
This past year has been filled with challenges, emotions, and an unwavering commitment to continuing his legacy. Losing him just as I rejoined the company made this journey much more difficult, but it also strengthened my determination to keep AERO CARE moving forward.
I had really hoped for more time to work together. We were both so excited – we searched for office space together, chose the furniture, and shared some wonderful moments. I knew he was sick (lung cancer), but I was so sure we had at least a bit more time. He was undergoing treatment, and things seemed to be going well. While he wasn’t 100% anymore, and after more than three years of illness he wasn’t in the mood to work full-time, he had decided not to take on new contracts for AERO CARE. Still, he was excited for us to work together again. And me, even more so. Unfortunately, life had other plans, and I was very angry for months to come.
As we discussed the future of the company, I knew I had to change its direction. My father was a brilliant aircraft engineer, while I had always been focused on the commercial side of the business. So, we were shifting AERO CARE into what it is today: engines for Airbus and Boeing.
I stepped into a business that carried his vision, his values, and his reputation, and I felt the weight of responsibility to uphold everything he had built.
Running a business is never easy – especially in the first year. There were moments of doubt, late nights spent questioning decisions, and the constant pressure to prove that I could not only keep AERO CARE alive but help it thrive. The aviation industry is amazing but also tough, fast-paced, and competitive. Stepping back into it after time away – having had to free myself from my previous company and care for my father in the hospital alongside my mom -felt like jumping onto a moving train.
As I have a good reputation, quite a few people proposed teaming up to start this journey together. My first choice turned out to be the wrong one – someone who only wanted to take advantage of my name and the name of my company. Honestly, it wasn’t necessarily my choice but rather the easiest path at the time, as I was still reeling from my father’s passing. Once I realised his intentions weren’t genuine, I managed to pull myself together and move on. I need to work with people I trust, who are open and transparent, and who have built a clean reputation in the industry. I always do my research, listening to what aviation professionals have to say about potential partners. That is how I found my new partners: Broward Aviation Services.
We partnered almost a year ago, and things are going well. So well, in fact, that they requested an exclusive partnership. Broward Aviation Services is a small company in terms of employees but medium-sized in terms of turnover and the number of assets they part-out each year. Until now, they had only done airframe part-out, so AERO CARE was the perfect complement, handling engines.
And as for them as people, not just as a company – they are kind, supportive, understanding, yet fair and tough when needed. It took me some time to adjust to working with them, but now that I know them better, I am incredibly grateful to have met them. And to be honest, it wasn’t a coincidence. I was introduced to them by two former colleagues, and I am lucky to still work with one of them. Super grateful for this.
With a reliable partner in place, we faced new challenges. The biggest one? The market. New aircraft and engines aren’t entering the market as quickly as expected. Buying anything now is a struggle – expensive, high-risk, and with uncertain returns. I refused to invest in anything that might jeopardise my new partner’s money, and I reached a point where I genuinely worried about being unable to continue. I had the financial backing but couldn’t find the right asset. Finally, with the help of some amazing aviation professionals, I found a good deal. We bought an engine in August 2024 – which is always challenging, as without the right documentation, you’re just buying a piece of metal.
And then, finally, my favourite part began: selling the parts. It has gone well and continues to do so.
The aviation industry has changed significantly post-COVID. Many experienced professionals retired or left for other industries, causing delays in repair turnaround times. This, in turn, has affected cash flow, which is now only starting to stabilise toward the second half of 2024.
At this point, I feel confident that AERO CARE will survive. I am not looking to grow the company for a few years and sell it. I am not aiming to become a billionaire. I want to do what I love- sales in an industry I love, on my own terms. And to generate enough revenue to diversify my portfolio a little.
The hardest part of this journey has been adapting, learning, and making bold moves, all while carrying the emotional weight of my father’s absence. I was so stressed about the possibility of failing, about not being able to push through, about losing my father’s legacy.
But AERO CARE is still here. It is growing, evolving, and carving out its place. And I hope it stays here for a long time.
However, none of this has been achieved alone. This year has been a testament to the power of relationships in business. The incredible people in aviation – partners, clients, colleagues, and friends – have supported me, guided me, and reminded me why this industry is so special.
To all of you who have been part of this journey – thank you. You know who you are, and you are too many to mention! Your support has meant everything, and I can’t wait to see what the next year of AERO CARE brings.
Here’s to the future and to the journey ahead!