00
Where each capability lands
The eight disciplines are not a menu. They are eight points at which an independent read changes the outcome, arranged along the life of the asset.
Read left to right: acquisition, operation, shop visit, transition, late life, exit. Most owners meet us at a single point. The ones who get the most from the relationship engage before the point they were worried about.
The pattern
The earlier in this line we are involved, the more paths remain open — and the cheaper the eventual decision tends to be.
01
Technical Due Diligence
Before the asset is yours. Records, condition, compliance and what the seller has not volunteered.
Capital moves on the quality of the technical picture, and the technical picture is rarely as clean as the data room suggests. We report what we find, including the findings that complicate the transaction.
At this point
Everything downstream inherits what you accept here. A gap in records at acquisition is a discount at every subsequent sale.
02
Asset Strategy
The plan that governs every later decision: shop visit timing, utilisation, and the point at which the asset is worth more as modules.
Strategy set early is cheap. Strategy set during an unscheduled removal is not strategy — it is triage with a budget attached.
At this point
This is the document every subsequent recommendation is measured against. Without it, each decision is argued from scratch.
03
Engine & Asset Transactions
Acquisitions, sales, exchanges and remarketing — supported, never participated in.
Because we take no position in the asset and no commission on the trade, our valuation and our negotiating advice serve one interest. That is not a claim; it is a structural fact about how we are paid.
At this point
The counterparty has an advisor whose incentives are visible. You should too.
04
Engine Advisory
The full decision set on the engine itself — repair, exchange, purchase, retire — quantified before commitments are made.
This is where CFM56 depth earns its keep: workscope review, shop quote analysis, LLP strategy and life-cycle modelling on the family we know best.
At this point
The engine is where aviation economics concentrate. Most of the money in this line is spent, or saved, right here.
05
MRO Advisory
Independent representation for the duration of the shop visit.
An unrepresented event is where budgets quietly expand. We review findings as they arrive, challenge scope creep, hold the schedule, and verify that what is invoiced matches what was necessary.
At this point
The quote is not the bill. The findings review is where the bill is actually written, and it happens without you in the room unless someone is there.
06
Asset Management
Continuous oversight between events: condition, maintenance forecast, residual value.
Value erodes quietly in the gaps. Monitoring keeps the technical position and the market position aligned so decisions arrive on a schedule the owner sets.
At this point
The difference between managing an asset and reacting to it is whether you knew the number before the event forced you to find out.
07
Lease Transition Support
Return conditions, inspections, records and redelivery — planned rather than argued.
Redelivery is where lease economics are won or lost and where disputes get most expensive. Meeting the conditions deliberately costs less than negotiating a claim afterwards.
At this point
Both sides read the same contract. Only one of them usually prepared for it months in advance.
08
Market Intelligence
Values, capacity, lead times and technical trends, in a form an investment committee can act on.
Every decision above depends on context that changes: what comparable assets transact at, where shop capacity is tightening, which trend is about to move the calculus.
At this point
Context is what turns a defensible technical answer into a defensible commercial one.
