Captains, first officers, and check airmen, across the business jet, turboprop, and rotary fleet.

The contract pilot pool and the permanent pilot pool are not the same people. A pilot who has built a life around contract flying has usually chosen the variety and the autonomy on purpose. The candidate who will sit in your permanent seat for the next eight years is somewhere else: in a full-time position, reasonably content, and not answering postings. Reaching that person takes a call rather than a listing, and it takes knowing what would actually move them. In our experience it is rarely money by itself. It is the schedule, the aircraft, the home base, and whether they will spend more nights at home than they do now.

Corporate flight attendants and corporate cabin attendants, including crew with formal culinary training, long-range international service experience, and Part 135 qualification.

Discretion is one of the core competencies of a corporate cabin attendant, so the best ones deliberately keep their footprint small. The people you most want to hire have built careers on not being findable, which makes them structurally unreachable by a job posting and by any recruiter working from a database of who advertises themselves.

The market runs on reputation and referral instead, and that is a network you either have or you do not. Ours comes from placing cabin crew since 2002.

Fit here is also less about the aircraft than about the person in seat Long-tenure cabin hires come from matching temperament and service standard to a specific principal and a specific travel pattern. So the specification conversation goes further than it does on a pilot search. Whether the cabin is solo or crewed. How much of the flying is international and how many nights away that means. Whether the attendant sources and prepares catering or receives it. Dietary requirements, languages, service formality, and whether children or pets are regularly aboard. We would rather ask ten uncomfortable questions up front than present three candidates who read well and fit poorly.

Directors of Maintenance, A&P Mechanics, Engineers, Avionics Technicians, Flight Technicians, and more.

Permanent maintenance hiring has a structural problem that no recruiter can talk a department out of. You are bidding for certificated technicians against airlines and large MROs that hire in volume and pay well, and in most markets you will not win on compensation alone. What you can win on is the things those employers cannot offer: aircraft variety, real autonomy, a predictable schedule, no shift rotation, and a department small enough that the work is visible. A search that leads with those advantages performs meaningfully better than one that leads with a salary band.

The Director of Maintenance search is a leadership search that happens to require a certificate. Regulatory responsibility, budget ownership, vendor management, and audit readiness are the job, and screening for them is different from screening for a lead tech. Full detail on how we handle maintenance specifically, including what we verify, is on the aviation maintenance staffing page.

Flight dispatchers, schedulers, flight coordinators, and maintenance controllers.

These are the most under-specified roles in business aviation hiring, because the titles do not mean the same thing from one company to the next. A scheduler at a three-aircraft Part 91 department and a dispatcher at a forty-aircraft management company share a title family and almost no daily work. One is coordinating a principal's calendar against crew availability. The other is running trip releases at volume inside a certificate. Hiring from the job title alone is how a department ends up with a capable person who cannot do the actual job.

We write the specification from the work rather than the title: trip volume, international share, who holds operational control, which platform your operation runs, whether the role owns permits and customs filings, and who the position backs up when someone is out.

It is worth saying that this is also the role a department most often discovers it needs after the fact. The pattern is familiar. One person has quietly held the trip logistics together for years, that person gives notice, and the department realizes how much of the operation lived in their head and nowhere else. If you are reading this because that just happened to you, contract coverage can hold the function while we run the permanent search.

Directors of Aviation, Chief Pilots, Directors of Operations, and Aviation Department Managers.

Leadership searches are confidential more often than not, and we run them that way by default.

The quality candidates are not applying anywhere. A sitting Director of Aviation with a good operation and a good principal has no reason to browse. They will take a call from someone who understands what they actually do all day, and they will not take one from someone who does not. That is the entire sourcing mechanism at this level, and it rests on a network built over two decades rather than on a search tool anyone can buy.

These are also the hires where getting it wrong costs the most. A Director of Aviation sets the safety culture, owns the relationship with the principal or the board, and determines whether the rest of the department stays. We screen for regulatory and operational depth, but the longer conversation is about judgment, temperament, and how the person handles the meeting where the answer has to be no.