# 1 BEFORE THE

DEPARTMENT OF TRANSPORTATION

WASHINGTON, DC

_______________________________________________ Application of )

)

AMERICAN WEST JETS, LLC, )

as owner of RYAN INTERNATIONAL AI RLINES, ) Docket No. DOT-OST- 2014-0006

)

for waiver of 14 CFR 204.7 )

of the Department’s Regulations )

PETITION OF AJET HOLDINGS, LLC F OR REVIEW OF STAFF ACTION UNDER

14 C.F.R. § 385.30 AND APPLICATION FO R WAIVER AND EXTENSION OF

REVOCATION FOR DORM ANCY PURSUANT TO 14 CFR 204.7 BASED ON

CHANGE OF OWNERSHIP

Communications with respect to t his document should be sent to:

Drex Hansen, Lenard E. Schwartzer, Esq.

President Jas on A. Imes, Esq.

American West Aircraft CEO Schwartzer & McPherson Law Firm

American West Jets, LLC CEO 2850 South Jones Blvd., Suite 1

Executive Pilots, Inc., Director Las Vegas, Nevada 89146

3415 Manzano Circle

Las Vegas, Nevada 89121 Tele phone: (702) 228-7590

Telephone: (702) 369-1966 Facsimile: ( 702) 892-0122

Facsimile: (206) 350-1270 bkfilings@s-mlaw.com

Proposed Attorneys for

Yvette Weinstein, Trustee

David A. Colvin, Esq.

Erik W. Fox, Esq.

Marquis Aurbach Coffing

10001 Park Run Drive

Las Vegas, Nevada 89145

Telephone: (702) 382-0711

Facsimile: (702) 382-5816

dcolvin@maclaw.com

efox@maclaw.com

Attorneys for Gabriele Wuellner

# 2 BEFORE THE

DEPARTMENT OF TRANSPORTATION

WASHINGTON, DC

_______________________________________________ Application of )

)

AMERICAN WEST JETS, LLC, )

as owner of RYAN INTERNATIONAL AIRLINES, ) Docket No. DOT-OST -2014-0006

)

for waiver pursuant to S ection 1-2 of Part 241 )

of the Department’s Regulations )

PETITION OF AJET HOLDINGS, LLC F OR REVIEW OF STAFF ACTION UNDER

14 C.F.R. § 385.30 AND APPLICATION FO R WAIVER AND EXTENSION OF

REVOCATION FOR DORM ANCY PURSUANT TO 14 CFR 204.7 BASED ON

CHANGE OF OWNERSHIP

Pursuant to Subpart C of Part 385 of the Departm ent’s regulatio ns, American West Jets,

LLC, (“AWJ”) as awarded owner of Ryan International Airlines, I nc., (“Ryan”) hereby

respectfully petitions for revie w of the Department of Transpor tation (“DOT”) Order Denying

Waiver from Dormancy, Dismissing Notice to Resume Operations, a nd Revoking Certificate of

Authority (hereinafter the “O rder”). Pursuant to 14 CFR 385.31 (b), the Order should be set aside

as: (1) a finding of material f act is now clearly erroneous in that ownership and the ability to

operate Ryan is now viable; (2) a prejudicial pro cedural error occurred in that the DOT indicated

on January 15, 2014, that the DOT w as waiting for a bidder to b e nominated by the Bankruptcy

Court; and (3) a legal conclusi on is contrary to law as Ryan ha s been twice subject to bankruptcy

protection temporarily tolling the dormancy requirements of Rya n. The Decision should,

therefore, be set aside, and t his request for a waiver should b e granted forthwith.

# 3 Furthermore, to the extent the staff action is not automaticall y stayed under the provisions

of 14 CFR § 385.32, petitioner moves t o stay such action pendin g disposition of this petition by

the DOT, given that this petition s atisfies the concerns raised by the Order.

AWJ Has Standing Pursuant to 14 CFR 204.5

AWJ was awarded Ryan and nominated as the successful party in t he Nevada Bankruptcy

hearing on February 11, 2014. Pursuant to 14 CFR 385.30, a par ty who has not had the

opportunity to participate in t he staff action may now particip ate in the petition process provided

they can show good cause for not having participated. Further, they must also disclose a

substantial interest in that the y are adversely affected by the DOT staff action. Id.

Here, the DOT (as described belo w) expressly instructed AWJ not to submit its

information to qualify to become t he prospective operator of Ry an. That action, combined with

the award of Ryan to AWJ, creates the basis for why AWJ did not originally part icipate and why

AWJ is now adversely affected by the DOT Order. As such, AWJ n ow has standing and is

qualified under 14 CFR 385.30 to petiti on for review of the Ord er.

BACKGROUND

Illinois Bankruptcy

The In re Ryan International Airlines, Inc. , bankruptcy was filed in the United States

Bankruptcy Court for the Northern District of Illinois, Western Division. The Illinois

Bankruptcy Court entered an order and AJet Holdings, LLC, (a Ne vada Entity) became the

owner and operator of Ryan effective February 2, 2013. 1 

# The DOT had served its notice of

dormancy pursuant to 14 CFR 204.7 to Ryan on January 16, 2013, citing that Ryan had no

1 

# A copy of this Order Authorizing Sale can be provided upon req uest.

# 4 operated any aircraft since January 11, 2013. This notice form the DOT occurred during the

pendency of the Illinois Ryan bankruptcy and 17 days prior to t he award of Ryan to AJet.

AJet Mismanagement and Failure to Operate

AJet was required pursuant to Section 8 of the Order Authorizin g Sale to obtain the

requisite operating approval from the DOT and Federal Aviation Administration (“FAA”). AJet

failed to comply with the Illinois Bankruptcy Order and failed to operate or become qualified to

operate Ryan at any time.

Nevada Bankruptcy

A Nevada involuntary bankruptcy pet ition was filed by a credito r to AJet, Gabriele

Wuellner. The Nevada Bankruptcy saw a Trustee appointed. The Trustee regularly

communicated with the Department of Justice regarding the pendi ng issues. Additionally, the

Trustee informed the relevant agencies that 11 USC § 108(b) inv oked an automatic sixty-day

extension of the time before any action may be taken. The DOT was also noticed of the effect of

11 USC § 362(a), which imposes an automatic stay against pendin g actions. At all times, the

DOT was made aware of the status of the Nevada Bankruptcy and i ts efforts to secure a viable

operator for Ryan.

Instruction by DOT not to Proceed until Court Nominates Bidder

On January 15, 2014, Drex Hansen, President of AWJ, had a phone conference with Mr.

Damon Walker. Mr. Walker informed Mr. Hansen that no documents should be submitted to the

DOT on January 15, 2014, in order to deal with the deadline art iculated by the DOT or January

16, 2014. During that call, Mr. Walker indicated to Mr. Hansen that the DOT would await the

nomination of the bidder by the Nevada Bankruptcy Court. Mr. H ansen confirmed this

# 5 conversation in writing to Mr. Walker on the same day. 2 

# Mr. Walker did not respond to the

correspondence or state that ac tion would be taken adverse to R yan.

Additionally, the Trustee petitioned on January 15, 2014, for r elief in the form of waiver

to permit the nomination of viable buyer for Ryan.

Order Issued by DOT

On February 11, 2014, less than one month after the conversatio n between Mr. Hansen

and Mr. Walker, the Nevada Bankruptcy Court held a hearing to a ward the ownership of Ryan to

the successful bidder. The hearing was held at 2:30 p.m. PST o n that day. Less than one hour

prior to the hearing to nominat e the successful bidder, the DOT served upon the Trustee the

Order that is the subject of this Petition.

Bidder Nominated One Hour A fter Service of DOT Order

The hearing was held and AWJ was awarded and nominated as the s uccessful purchaser

for Ryan. Thereafter, an order was entered making the nominati on of AWJ effective.

AWJ Has the Qualifications and Ability to Operate Ryan

To satisfy the requirements of 14 CFR 204.5, AWJ submits the en closed information for

the purposes of qualifying as an operator of Ryan based upon th e substantial change of

ownership.

THE DECISION MUST IMMEDIATELY BE REVIEWED

AND REVERSED FOR SEVERAL IMPORTANT REASONS

A Viable Operator Makes the Fi ndings of Fact Clearly Erroneous

The denial of the petition based on the presumed lack of inform ation in the waiver

request filed by the Trustee is clearly erroneous because it do es not factor the pending award of

2 

# A true, correct and authentic c opy of the January 15, 2014, co rrespondence to Damon Walker is attached as

Exhibit 1.

# 6 Ryan to a viable buyer. The DOT was aware of the pending inten t of the Trustee to move the

Nevada Bankruptcy Court for sale of Ryan to a viable buyer. On January 15, 2014, the Trustee

did not have the necessary info rmation to supply. On February 11, 2014, as anticipated by all

parties, AWJ was approved as the purchaser of Ryan. As such, t he failure by the DOT to take

into account this short-term pending action makes the finding o f fact clearly erroneous. The

finding of fact is clearly err oneous because in light of the ev idence making the DOT aware of the

pending prospective viable purchaser, the DOT should have taken this factor and given it more

weight. The failure to do so was clearly erroneous under the c ircumstances and the Order should

be reversed.

A Prejudicial Procedural Error Oc curred In That The DOT Indicat ed On January

15, 2014, That The DOT Was Waiting For A Bidder To Be Nominated By The Bankruptcy

Court

As Exhibit 1, the letter confir ming the conversation between Mr . Hansen and Mr. Walker

confirms, the DOT instructed AWJ not to timely submit its appli cation materials so that a bidder

could be approved. Not even a mo nth later, AWJ was approved an d nominated as the successful

purchaser of Ryan. This action meets the definition of “prejud icial” in that AWJ suffered as a

result of the instruction not to submit the application materia ls and, thereby, suffering the

ramifications of the DOT Order. It also meets the “procedural error” aspect as the DOT

indicated it wanted the necessary material by January 16, 2014. The instruction by the DOT not

to timely submit the materials constitutes a procedural error t hat would have made the issuance

of the Order moot. As such, the Order should be reversed to pe rmit AWJ to become the operator

of Ryan following review and eva luation of the qualifications o f AWJ to assume that role.

# 7 The DOT legal conclusion is con trary to law as Ryan has been tw ice subject to

bankruptcy protection temporar ily tolling the dormancy requirem ents of Ryan

11 USC § 362(a) provides for stay of action against a debtor. As Ryan was owned by

AJet and AJet was subject to bankruptcy protection, the DOT sho uld not have taken the action it

did. The purpose of the dormancy regulation is one of administ ration, and not necessarily police

powers that would afford an exception to the DOT excluding appl ication of 11 USC 362(a). As

the DOT was aware of Ryan’s involvement in not one, but two sep arate bankruptcies, the DOT

should not have taken action to revoke the operational authorit y of Ryan as 11 USC § 362(a)

barred this action. The automa tic stay of actio n precluded the Order of the DOT from being

served. As such, this violation of the automatic stay mandates reversal of the Order.

Conclusion

WHEREFORE, for the foregoing reasons, Petitioner urges the DOT to review the Order,

grant Ryan’s request for a waiver as described herein to permit compliance with the necessary

operational regulations. Additionally, a stay of the pending O rder is also requested. The DOT

should reverse its Order and:

1. Permit the Notice of Intent to Resume Operations to Stand ba sed on the substantial

change of ownership and the award of Ryan to AWJ;

2. Reverse the revocation of t he certificate of public conveni ence and necessity issued

(Order 98-7-6) to Ryan pending approval of AWJ by the DOT based on the substantial change in

ownership;

3. Reverse the revocation of t he certificates of public conven ience and necessity issued

to Ryan (Order 92-5-26) pending approval of AWJ by the DOT base d on the substantial change

in ownership;

# 8 4. Review the application of AWJ to become an approved operato r of Ryan pursuant to

14 CFR 204.5 and, as supported by the enclosed information subm itted by AWJ.

Dated this 20 th 

# day of February, 2014.

By

Drex Hansen,

President

American West Aircraft CEO

American West Jets, LLC CEO

Executive Pilots, Inc. Director

Las Vegas, Nevada USA

# 9 3415 Manzano Circle, Las Vegas NV 89121, Ph: +1-702-369-1966, F ax: +1-206-350-127 

# 0

www.AmericanWestAircraft.com www.AmericanWestJets.com Drex@AmericanWestJets.com



# February 20, 2014



# ADDITIONAL INFORMATION PURSUANT TO CFR 204.3

A. American West Jets, LLC; 3415 Manzano Circle, Las Vegas, NV 891 21; (702) 369-1966

B. Limited Liability Corporation

C. Nevada

D. Statement of Good Standing from Nevada Secretary of State (see Attachment 1)

E. Copy of Drex Hansen’s current pa ssport evidencing his citizens hip (See Attachment 2)

F.

1. Names & Addresses of Key Personnel

2. Resumes

3. No voting shares

4. All are U.S. citizens

5. N/A

G. Drex Hansen only

H. List of applicant subsidiaries

I. American West Aircraft – aircr aft sale and leasing company – 43 years

J. 100% American West Aircraft; 100% American West Jets; 50% Execu tive Pilots Inc.

K. Newly formed for acquisition a nd rebranding of Ryan Internation al Airlines.

L. See page _______________

M. No actions legally binding

N. Not aware of any

O.

1. 2 MD-83 to be purchased – curre ntly analyzing the market

2. Serial 1249 and 1250 Lockheed T ristar L-10-11-500

3. They will be in compliance when submitted

P. None to my knowledge

Q. None

R. Drex Hansen bought a 1947 Taylorcraft BC-12D in March of 1959 a nd learned to fly in

Sacramento, California. He bought a 1947 Beachcraft Bonanza Mo del 35 in the

summer of 1966. While married a nd working for the Southern Pac ific Railroad, was

drafted in the largest draf t call in history in June of 1968. While finishing his active

duty in Germany, he developed a busi ness plan of interest to Am erican Aviation

Corporation later becoming Gulfs tream of Savanna h, Georgia. He opened his first

aircraft dealership and flight sc hool in Sacramento, California in May of 1970 and his

second in November of 1970 in Van N uys, California forming the company Executive Pilots, Inc. By June of 1971 he had 26 sub-dealers on the West Coast and

supplied a new demonstrator to a ll of them. There were 144 dea lers for American

Aviation. Drex Hansen’s 2 dealerships sold more than 25% of th e total production.

# 10 In 1974 he formed American West Inve stments, used for ownership and financing of

leased aircraft. In Januar y of 1980, when his VA flight traini ng benefits were about

to expire, he got a Learjet type rating and his ATP rating on the same FAA check

ride with the more stringent qualifications necessary to do bot h type rating and pilot

rating on one ride. In November of 1982, changed the name from American West

Investments to American West Aircraft, and built the largest FB O in the State of

Texas with a charter, maintenan ce type ratings a nd training at DW Hooks Airport

NW Houston (Tomball) Texas calle d Northwest Jets. He was 1 of the 19 control

shareholders and started and ra n Fallbrook National Bank in Hou ston, Texas January

2, 1985. Bought, operated, modified a nd sold several hundred a irplanes during the

1980’s in Houston, Texas. Moved to Las Vegas, Nevada in May 19 90. Many more

aircraft have been bought, modifi ed and sold , supplied aircraf t to local charter

companies, bought and sold 25,000 lin e items of parts during th e 1990’s and early

2000’s, and has been a consulta nt during the formation and plan ning stages for

several small airlines to include major carriers like Continent al. Modified and

supplied the prototype aircraft the cat pass 200 that Beachcraf t built as a model 1200.

Our lead client was Mesa Airli nes. During the past 50 years, h e has accumulated

more than 28,000 hours of violatio n-free flying and owned and/o r operated

approximately 400 airplanes. See resume on page ______________

_. S. The FAA office will be the Chicago FSDO will manage the certifi cate

T. See page ___________

U. N/A

V. Pursuant to title 18 United Sta tes Code section 1001, I [the in dividual signing the

application, who shall be a prin cipal owner, senior officer, or internal counsel of the

applicant], in my individual cap acity and as the authorized rep resentative of the

applicant, have not in any manne r knowingly and willfully falsi fied, concealed or

covered up any material fact or m ade any false, fictitious, or fraudulent statement or

knowingly used any documents which c ontain such statements in c onnection with the

preparation, filing or prosecution of the application. I unders tand that an individual

who is found to have violated the provisions of 18 U.S.C. secti on 1001 shall be fined

nor more than $10,000 or imprisoned not more than five years, o r both.

# 11Table ofContentsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014DOT PresentationbyAmerican West Jetsto includeKey Personnel ResumesPlease turn on your speakersRebranding of Ryan International Airlines, a U.S. Flag CarrierRyan International Airline Operations, for 33 years in Rockford , ILRelocating to Las Vegas early 2014Drop Box Link: https://www.dropbox.com/sh/8lksy3rl04lk1dj/iyoZWVqiAHTable ofContents3415 Manzano Circle, Las Vegas NV 89121, Ph: +1-702-369-1966, Fax: +1-206-350-1270www.AmericanWestAircraft.comwww.AmericanWestJets.com Drex@AmericanWestJets.comADDITIONAL INFORMATION PURSUANT TO CFR 204.3A. American West Jets, LLC; 3415 Manzano Circle, Las Vegas,NV 89121; (702) 369-1966B. Limited Liability CorporationC. NevadaD. Statement of Good Standing from NevadaSecretary of State (see Attachment 1)E. Copy of Drex Hansen’s current passport evidencing his citizenship (See Attachment 2)F.1. Names & Addresses of Key Personnel2. Resumes3. No voting shares4. All are U.S. citizens5. N/AG. Drex Hansen onlyH. List of applicant subsidiariesI. American West Aircraft – aircraftsale and leasingcompany – 43 yearsJ. 100% American West Aircraft; 100% AmericanWest Jets; 50% Executive Pilots Inc.K. Newly formed for acquisition and rebranding of Ryan International Airlines.L. See page 8-69M.No actions legally bindingN.1. 2 MD-83 to be purchased – currently analyzing the market2.Serial 1249 and 1250 Lockheed Tristar L-10-11-5003.They will be in compliance when submittedO.Not aware of any2 of 70Table ofContentsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 20143 of 65P. NoneQ. NoneR. Drex Hansen bought a 1947 Taylorcraft BC-12D in March of 1959 and learned to fly in Sacramento, California. Hebought a 1947 Beachcraft Bonanza Model 35 in the summer of 1966.While married and working for the Southern PacificRailroad, was drafted in the largest draftcall in history in June of 1968. While finishing his active duty in Germany, hedeveloped a business plan of interest to American Aviation Corporation later becoming Gulfstream of Savannah, Georgia. Heopened his first aircraft dealership andflight school in Sacramento, California inMay of 1970 and his second in November of1970 in Van Nuys, California forming the company Executive Pilots, Inc. By June of 1971 he had 26 sub-dealers on the WestCoast and supplied a new demonstrator toall of them. There were 144 dealers for American Aviation. Drex Hansen’s 2dealerships sold more than 25% of the total production. In 1974 he formed AmericanWest Investments, used for ownership andfinancing of leased aircraft. In Januaryof 1980, when his VA flight training benefitswere about to expire, he got a Learjettyperating and his ATP rating on the same FAA check ride with the more stringent qualifications necessary to do both type rating andpilot rating on one ride. In November of1982, changed the name from American WestInvestments to American West Aircraft,and built the largest FBO in the State of Texas with a charter, maintenance type ratings and training at DW Hooks Airport NWHouston (Tomball) Texas called Northwest Jets. He was 1 of the 19 control shareholders and started and ran Fallbrook NationalBank in Houston, Texas January 2, 1985. Bought, operated, modified and sold several hundred airplanes during the 1980’s inHouston, Texas. Moved to Las Vegas, Nevada in May 1990. Manymore aircraft have been bought, modified and sold , suppliedaircraft to local charter companies, bought and sold 25,000 lineitems of parts during the 1990’sand early 2000’s, and has been aconsultant during the formation and planning stages for several small airlines toinclude major carriers like Continental.Modified and supplied the prototype aircraft the cat pass 200 that Beachcraft built asa model 1200. Our lead client was MesaAirlines. During the past 50 years, he has accumulated more than 28,000 hours of violation-free flying and owned and/oroperated approximately 400 airplanes. See resume on pages 23 and 24.S. The Chicago FSDO will manage the certificateT. See pages 8-68.U. N/ATable ofContentsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 20144 of 70V. Pursuant to title 18 United States Codesection 1001, I [the individual signing theapplication, who shall be a principalowner, senior officer, or internal counselof the applicant], in myindividual capacity and as the authorized representative oftheapplicant, have not in any manner knowinglyand willfully falsified, concealed or covered up any material fact or made any false,fictitious, or fraudulent statement or knowingly used any documents which contain such statements in connection with thepreparation, filing or prosecution of the application. I understand that an individual who is found to have violated the provisionsof 18 U.S.C. section 1001 shall be fined nor more than $10,000 or imprisoned notmore than five years, or both.By: Drex HansenPresidentAmerican West Aircraft CEOAmerican West Jets, LLC CEOExecutive Pilots, Inc. DirectorLas Vegas, Nevada USATable ofContentsAttachment #1Certificate of Good Standing5 of 70Table ofContentsAttachment #2Evidence of Citizenship – Drex Hansen Passport6 of 70Table ofContentsTable of ContentsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 20147 of 70PagesExecutive Summary8-16Destinations Map13Routes & Frequencies Chart14Success & Profitability17-18Gross Revenue @ 66% of Coach Seating ONLY19Gross Profit @ 66% Coach Seating ONLY20Marketing & Management Team21Organization & Management Team Including Key Personnel Resumes22-59Safety Inspector –Drex Hansen24-25Director of Operations –Timothy J. Brown/Edward J. Beacon26-29Chief Pilot –Don Dodson/Timothy Drake30-34Director of Maintenance –Phillip Johnston/Steven J. Pear38-47Chief Inspector –Michael Jefferson48-50Considerations for Selecting Location60-62Competitive Comparison63-64Market Analysis65-66Assets & Liabilities67Insurance68Table ofContentsExecutive SummaryAmerican West Jets is servicing exclusively currently un-served (or underserved) routes with a highly efficient operation that will create significantprofits for the company and its investors. Our new Corporate HQ will be inthe Geographical Center of Las Vegas, Nevada, near McCarranInternational Airport.Our West Coast Fuel System is the newly renovated 2,000,000-gallon FuelFarm at the Ontario International Airport (Los Angeles area). This fuelfarm is on a direct pipeline fromthe Standard Oil Refinery and LAXinternational Airport. We do expect to be selling fuel to our competitors inthe very near future, because we have storage and many do not. OurNew Operations Offices and Heavy Maintenance Facility is at the 100,000sq. ft. of Hangars, Shops, and Offices where Boeing finished thecertification of the new Boeing 747-400-8 cargo/passenger aircraft at theOntario International Airport (Los Angeles area).8 of 70Table ofContentsExecutive Summary (cont.)Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 20149 of 70McCarran’s New International Terminal 3Ontario’s International AirportTable ofContentsExecutive Summary (cont.)The market factors in the Western United States to Central America favorinauguration of a new airline to meet the demand for additional, higherquality wide-body low fair passengerand cargo service linking the LasVegas, Nevada and Ontario, California with the rapidly expanding marketof Central America. This new service will connect these regions throughthe new International Terminal 3 at McCarran International Airport LasVegas, Nevada and Ontario International Airport (Los Angeles area). LasVegas and Southern California are 2 of the most popular traveldestinations in the world, with fifty million enplanements expected peryear within the next three years for McCarran and an additional 40-60,000per year for Ontario International Los Angeles area), which also hasconnections from LAX and Ontario International Airports.Our newly rebranded airline will base its business and marketing strategieson the previous successful airlines that we have been involved with suchas America West, South West, Allegiant, Continental and United Airlines,thus achieving high, and profitable, load factors through absorption ofunmet demand on these under-served routes for which this demandcurrently exists.10 of 70Table ofContentsExecutive Summary (cont.)Our rebranded airline will base its business and marketing strategies onachieving high, and profitable, load factors through absorption of unmetdemand in un-served and under-served routes for which this demandcurrently exists.11 of 70Table ofContentsExecutive Summary (cont.)American West Jets, is our new rebranding of 33 year old RyanInternational Airlines, and it is designed around this well-definedbusiness model: one that uses a minimum of aircraft types, pointto-point flights ensuring low operating and marketing costs,efficiency and high level of customer service and safety.12 of 70Our point-to-point service andour minimum type of aircraft forour Operations (similar to thealways profitable Southwest andAllegiant Airlines), will includethese routes (see map nextpage)Table ofContentsDestinations13 of 70Table ofContentsRoutes / Frequencies14 of 70Depart 1 Way Fare Destination FrequencyLAS (Las Vegas, NV) $440 SJD (Cabo San Lucas) 3 per weekSJD (Cabo San Lucas) $440 LAS (Las Vegas, NV) 3 per weekLAS (Las Vegas, NV) $150 ONT (Ontario, CA) 3 per weekONT (Ontario, CA) $150 LAS (Las Vegas, NV) 3 per weekTable ofContentsExecutive Summary (cont.)Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201415 of 70Experience has shown that those carriers which can maintain a"mean and lean" operation with the right fares, will not onlysurvive, but will prosper as long as they stay with service andefficiency as the primary rules that govern the management andnot the other way around.Soon we will have the newest Lockheed Tri-Starin service worldwide SN#1250Table ofContentsExecutive Summary (cont.)Investors are investing in the rebrandingof Ryan International Airline toAmerican West Jets, at a discount from the book value of the assets assignedto the airline by the parent company, American West Aircraft Corporation.This company will derive a substantialamount of profitability from unservedand underserved routes and will utilize chronologically older B-747-400aircraft at a very high tech level(upgraded Lockheed Tri-Star’s and B-747-400’s up to 460 seats). Our TriStar configuration will be 250 seats with RollsRoyce powered [similar to Boeing 747 engines] with the latest electronicupgrades as well. Very low cycle and therefore will be at a lower than usualcapitalization allowing the company to retain earnings fast enough to be ableto replace these airplanes in 2-3 years with next generation aircraft BoeingWide Body 777’s.(Executive Summary end)16 of 70Table ofContentsSuccess and Profitability of This Rebranded Airline1. Development and implementation ofcooperatives, associations, andpartnerships with other larger, moreestablished, and highly regardedairlines both within and beyond theregion through interlinearrangements, code shares, andcommon hubs, will allow theincrease of more flights from theinitial of three flights a week to eachdestination. Las Vegas is anRev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201417 of 70Feb. 12, 2014International HUB for airtransportation with more than43,000,000 total passenger enplanements during 2011 andfacilities for up to 55,000,000 inplace. Florida received40,000,000+ visitors during2012. We only need 100,000 outthis 40,000,000+ enplanementsto fill our aircraft annually.2. Utilization of the latest electronicand informational technologies insales and marketing; reservations,e- ticketing, e-scheduling andresource planning and operationaloversight. We will use some of thebest of the South West, Allegiant,and Jet Blue Airlines, originalmarketing plans; one of theseMarketing Tools will be sellingdiscounted 10 flight ticket bookscalled e-books that will consist ofdiscount tickets that can be usedwithin the buyer’s family for oneyear.Table ofContentsSuccess and Profitability of This Rebranded Airline3. Provision of high-quality, on-time andsafe service on routes and in marketsthat currently are poorly served, orunder-subscribed by existing carriers,thereby setting both a new trend and aRev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 18 of 704. Employment of cost-effective, Rolls Royce Powered Lockheed Tri-StarJumbo Jets that are sized right (up to 310 seats) for the markets and theroutes, leading to higher load factors, reduced costs, improved efficiencyand flexibility, greater passenger comfort and satisfaction, and higher netprofits. Outfitting these aircraft with the latest Aerodynamic technologies(newest type of Winglets) and global navigational equipment will helpensure the highest level of reliability, safety, with the very quiet and fuelefficient Rolls Royce RB-211524-B4i engines for customer satisfaction andenvironmentally low carbon footprint.new pace in air service within thevery lucrative Southern Baja marketas it is fast growing.Table ofContentsGross Revenue @ 66% of Coach Seating ONLYPrimary Financial Results anticipated during the first three years of operationfor 2014, 2015 and 2016 are as follows:The financial results represent a conservative approach with an averagepassenger load factor of less than 66% of coach seating only, 0 revenuefrom first class seating and cargo from our flight operations, and increasingto 85% after the year 2014.19 of 70Beginning with a small domesticroute using an MD83 and soon afterwe will add our Lockheed Tri-StarWide Body Jets and new routes toMexico.Projected operating costs for 2014are expected to be $7,575,000 (excelsheet). Additional aircraft andexpenses will occur in 2015 and2016. Gross profits are expected toincrease by their cost plus 15%.Table ofContentsGross Profit @ 66% of Coach Seating ONLYFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 20 of 70A gross profit of $3,200,000is expected for 2014 for flightoperations.An operating margin(EBIDTA) of 22% achievedwithin the first year ofoperations, and reaching36% by the end of thesecond year.A key element contributingto the success of thisrebranded carrier will be itsorganizational andmanagement team.Table ofContentsMarketing & Management Team21 of 70Joining with American West Jets are experts in their fields from major air carriersthroughout the United States and othershaving had operations in Houston,Texas, Scottsdale/Prescott Arizona andLas Vegas Nevada since 1982. AmericanWest Jets has specialized in AircraftMaintenance, Aircraft Management, CrewManagement /Training, Aircraft Sales and Financing for the company’s clients,who operate in most of the aviationsector with a long and successful trackrecord including extensive experience organizing as a consultant with other startup aviation companies with similar scope in the United States.Our President & CEO, DrexHansen,American West Aircraft(Houston Texas) and A-Jet Air Charterof Houston Texas provided aviationservices in North America to local,State Governments, and RegionalAirlines as well as two internationalairlines, such as: Continental andUnited Airlines. These companies hadan average of 1,200 flight hours permonth on domestic and regional unschedules on-demand flights.Table ofContentsOrganization & Management TeamThe services included provision of the following:Aircraft/Lease/Sales/CharterPilots & Flight TrainingMaintenance & Airframe Mods/Supplemental Type CertificatesAircraft Management Consulting/TrainingInsurance/ Financing for Clients and OperationsDrex Hansen and his team (this team has key personnel in each of theregions that we will be serving) arein charge of all aspects of thesecompanies from conception, set up and ongoing operations.The companies operated under the highest safety and security standards andnot one person has been seriously injured or killed in any of the thousands ofoperations. No operational failure was recorded during the thirty years ofthese operations. The American West Aircraft companies were involved in therescue activities and humanitarian aid to the victims of the many disasters inand around their operations and have donated many flights From Alaska inthe late ‘70’s to the Western U.S. until late in 2007.22 of 70Table ofContentsOrganization & Management Team (cont.)President & CEODrex HansenChief FinancialOfficerSenior VPMarketingChief OperationsOfficerChief SchedulingOfficerDirector ofMaintenanceAirworthiness & FARRequirementsDirector ofOperationsScheduling FlightCrewsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201423 of 70Director of SafetyFAA Drug TestingProgramChief MaintenanceInspectorOverhauls & RepairsChief PilotAcquisition/FundingConsultantTable ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201424 of 701. Safety InspectorDrex Hansen BiographySavannah, Georgia. He opened his first aircraft dealership and flight school in Sacramento, California in May of 1970 and hissecond in November of 1970 in Van Nuys,California forming the company Executive Pilots, Inc. By June of 1971 he had 26sub-dealers on the West Coast and supplied a new demonstrator toall of them. There were 144dealers for American Aviation.Drex Hansen’s 2 dealerships sold more than 25% of the total production. In 1974 heformed American West Investments, usedfor ownership and financing of leased aircraft. In January of 1980, when his VA flighttraining benefits were about to expire,he got a Learjet type rating and his ATPrating on the same FAA check ride with themore stringent qualifications necessary todo both type rating and pilot rating on one ride. In November of 1982, changed the namefrom American West Investments toAmerican West Aircraft, and built the largest FBO in the State of Texas with a charter, maintenance type ratings and training atDW Hooks Airport NW Houston (Tomball) Texas called NorthwestJets. He was 1 of the 19 control shareholders and startedand ran Fallbrook National Bank in Houston, Texas January2, 1985. Bought, operated, modified and sold several hundredairplanes during the 1980’s in Houston, Texas. Moved to Las Vegas, Nevada in May 1990. Many more aircraft have beenbought, modified and sold , supplied aircraft to local charter companies, bought and sold 25,000 line items of parts during the1990’s and early 2000’s, and has been a consultant during the formation and planningstages for several small airlines toinclude major carriers like Continental.Modified and supplied the prototype aircraft the cat pass 200 that Beachcraft built asamodel 1200. Our lead client was Mesa Airlines. During the past 50 years, he has accumulated more than 28,000 hours ofviolation-free flying and owned and/oroperated approximately 400 airplanes.Drex Hansen bought a 1947 Taylorcraft BC-12Din March of 1959 and learned to fly inSacramento, California. He bought a 1947 Beachcraft Bonanza Model 35 in the summer of1966. While married and working for the SouthernPacific Railroad, was drafted in the largestdraft call in history in June of 1968. While finishing his active duty in Germany, he developeda business plan of interest to American Aviation Corporation later becoming Gulfstream ofTable ofContentsFive FAA Required Key PersonnelDrex Hansen (Safety Inspectorcontinued)Qualifications: Pilot inCommand 28,300 hrs. + since 1961Cert. # 1594594Airline Transport Pilot, multi-engine landCommercial Pilot, single engine landLearjet Typed, Learjet Type Rating Instructor2ndClass MedicalEducation:Sacramento City College – Business Law, Management & Business PsychologyU.S. Army Adjutant General School, Ft.Benjamin Harrison, Indianapolis, IN 1968Honorably discharged from U.S. ArmyAdjutant General Corps. in June 1974Experience:3/1970 to 6/1973 – President, Executive Pilots, Inc.6/1973 to 11/1975 – Built, developed and raced drag hydroplanes (1975, World APBA PointsChampion).1976 to 1978 – Business Developer for owned hotels, restaurants, and lounges.1979 to 1980 – Contract Pilot for Stanford ResearchInstitute, National Geographic and allmedia groups including CBS, NBC, ABC, API and UPI. Cargo contractor for DHL PortlandInternational Airport to Seattle (SEATAC)1980 Learjet trained (airline transport pilot, qualified and trained Learjet pilots and FAApersonnel).1980 to 1981 – Casper Air Service, Casper, WY. SoldGulfstream aircraft intheir Turbine SalesDepartment. Learjet pilot charter department.Recommended by the Vice President of Salesof Cessna Aircraft Corporation Wichita, Kansasto Houston NorthwestAviation in Houston,Texas.25 of 65Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201426 of 701982 – Mort Hall Aviation, Houston, TX – Established multi-engine Cessna line.1982 – Present – American West Aircraft.1985-1988 – In addition to American West Aircraft, President & Chief Pilot of AJet AirCharter Inc., operating a fleet oflearjets. Control shareholder of three national banks inHouston, Texas.Training:1981 Gulfstream Pilot and maintenance training and Cessna management training.1981 to Present – Qualified transport pilot, Learjet qualified, instrument, commercial, multiengine landing, commercial single engine landing.Drex Hansen (Safety Inspectorcontinued)Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201427 of 702.Director of Operations1stcandidateTimothy J. BrownRatings:Airline Transport Pilot First Class Medical A-320 PIC TypeInstrument Rating FCC Radio License B-737 PIC TypeMulti Engine Land Current Passport P-757/B-767 PIC TypeSingle Engine CL-65 PIC type (CRJ)Land/Sea DA-20 PIC Type (FalconJet)Special Attributes:FAA CSET/ATOS TrainingOriginal member f the MAXJet Airline Certification TeamEducation:1981-1983 Confederation College Diploma Aviation Flight Mgt.1979-1981 Niagara College Mechanical EngineeringEmployment:11/2010- Present Jet Blue AirwaysFlight Operations 118 Queens Blvd.Training Pilot Forest Hills, NY 113755/2012-12/2012 SurfAirDirector of Operations 1207 4thAvenue(14CFR119) and FAA Suite 400Certification ConsultantSanta Monica, CA 90401Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201428 of 70Timothy J. Brown (Director of Operationscontinued)12/2008-2/2010 Gemini Air CargoPresident & Managing 45025 Aviation DriveLLC Member Suite 100Dulles, VA 201663/2004-8/2008 MAXjet Airways 45025 Aviation DriveVP & Director of Operations Suite 400(14CFR119) Dulles, VA 20166Original Member, Airline No longer in businessCertification TeamETOPS Program ManagerInitial Cadre Capt. B-76711/2003-3/2004 CAE Simulators 4501 Airport WaySimulator Instructor Denver, CO 80239(303) 307 98901/1995-11/2003 Midway AirlinesDirector of Pilot Training Check 5151 McCrimmon PkwyAirman / FAA Morrisville, NC 27560Designated Examiner No longer in businessCapt. A-320Capt. B-737-700Capt. CL-65F/O F-100Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201429 of 702. Director of Operations2ndcandidateEdward BeaconOBJECTIVE:Senior Management Positionwith American West JetsQUALIFICATIONS & TRAININGPilot Certificate: Airline Transport Pilot (AMEL)& Commercial/Instrument Pilot (AMEL & ASEL)ATP Type Ratings: B747-4 B747 MD-11DC-10 HS-125 LR-JET CE-500 N-265Certified Flight Instructor (Gold Seal): AMEL, ASEL, InstrumentCertified Ground Instructor: Advanced & Instrument CAT II/III, POLAR, AMU, N Atlantic (NAT)MNPS, N Pacific (NOPAC) Qualified (240 Crossings)Dept. of Defense Secret Security Clearance / FAA First Class Medical / USA Passport / FCC PermitUS FAR 121 Flag Air Carrier Training: B747-400F/ B747-300F/200F / MD-11F / DC-10-30F: Initial& Recurrent Ground School/ Simulator Training/ Flight Training International Procedures /Hazardous Materials / Security /FLIGHT TIMEGlass Cockpit 4,840Total 17,356Multi-Engine 14,183 (PIC 10,795)Night 4,614Pilot-In-Command 13,830Jet 11,375 (PIC 8,184)Instructor 2,907Simulator 914Turbo-Prop 2,534 (PIC 2,403)Instrument 1,466Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201430 of 70Edward Beacon (Director of Operationscontinued)WORK EXPERIENCEPEOPLExpress Airlines, Inc.– Chief Pilot & Director of Flight Standards – B737(3/12-Present)Senior Management Start-up Team with US FAR 119Operational Control of Airline. US FAR 121 AirCarrier start-up for scheduled domestic& supplemental Int’l passenger operations.Kalitta Air, Inc. – International Relief Captain: B747-400F(4/11-3/12)US FAR 121 Flag Air Carrier conducting Worldwide International Cargo Operations.Southern Air, Inc. – Crewmember: B-747F(11/09-4/11)US FAR 121 Flag Air Carrier conducting Worldwide Int’l Cargo Operations. (Furlough announced)Corsair Applications, Inc. – COO & Sr Exec VP/(BoD) - Aviation Consultation Group (10/09-10/12)Provided consultation services to US FAR 121 AirCarriers / Airports / Corporate Flight OperationsGemini Worldwide Airways, Inc. - Director of FlightStandards / Captain: DC-10-30F (8/08-11/09)Senior Management Start-up Team / (Acting) Directorof Safety & Security USFAR 121 Flag Air Carrierstart-up for supplemental Int’l passenger/cargo operations. (Furlough)Gemini Air Cargo, Inc. - MD11 Fleet Manager & (Acting) DC10 Fleet Manager (8/99-8/08)Captain: MD11-200F / DC10-30F. Managing FAA Check Airman responsible for all Operational &Administrative Aspects of Airline Flight Standards Program with $1B a/c & over 200 crewmembersFAA Check Airman - All Seats & Simulator Check Airman: AdministerProficiency Checks & ProficiencyTraining, Line Checks, Standards Checks, &Capt / FO Initial Operational Experience.US FAR 121 Flag Air Carrier conducting Worldwide International Operations. (Ceased Operations)Table ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201431 of 703.Chief Pilot1stcandidateDon DodsonWork History:Propeller Advisors2010 - PresentAviation Consultant GroupChief Operating OfficerPropeller Advisors provides expert analysis,experienced guidance and advice for clientsdealing with complex aviation and transportation issues. Our areasof expertise includeacquisition and disposition of aircraft, engineering, fleet planning, finance, procurement, salesand marketing, supply chain management, aswell as an in-depth understanding of theregulatory environment surroundingthe FAA, ICAO, EASA, TSA, security, airports, certification,IOSA and ATOS inspections. The Propeller Advisory team is a select group of aviationprofessionals who are recognizedleaders in their areas of expertise. Propeller Advisors cantake your project from conceptto completion, whether your project involves the launching of abrand new operation or just the expansion of an existing company. Once your project iscompleted, Propeller Advisors is available toprovide ongoing supportand management ifdesired. Propeller Advisors is a subsidiary of Propeller Investments, a private equity firm whichspecializes in targeted investments inthe aviation and transportation sectors.Ascend Airlines2008 – 2009121 Supplemental AirlineChief Operations OfficerJoined Ascend Airlines duringthe Research and Developmentphase to design and launch aprivate luxury supplemental airline operating longhaul flights to highprofile destinationsthroughout the western hemisphere. During thisperiod worked directly with Boeing, Airbusand BMW Designworks USA, Inc.to develop and design newluxury aircraft meeting bothpassenger requirements and aircraft performance requirements. Developed aircraft and crewTable ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201432 of 70Don Dodson (Chief Pilotcontinued)schedules allowing for maximum utilization of aircraft with minimum staffing. Worked withairport management to locate and designspecialized ground handling requirements.Had preliminary conversations with FAA in preparation for certification. With the collapse of theeconomy, project was shelved indefinitely until a more favorable climate exists.Eos Airlines2004 – 2008121 Flag, Domestic, Supplemental AirlineSenior Vice President Flight Operations – Director of OperationsInitial employee cadre and part of the certification teamResponsibilities included:Management and overall operational control of airline operationsDirector of OperationsControl and final authority for all daily operational requirements in support of an international flightscheduleEstablish Flight Operations infrastructureResponsible for management of:PilotsDispatchersCrew SchedulersTrainingTechnical PublicationsAdditional AuthorizationsAircraft Acceptance Test PilotLine Check CaptainTable ofContentsFive FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201433 of 70Don Dodson (Chief Pilotcontinued)FAA 9414 approval to give initial Captain Observation CheckMaintenance Deliver PilotUnited Airlines1990 – 2004121 Flag, Domestic Airline CaptainPilot on a variety of aircraft including B-737, B-747 (SP, 100, 200, and 400), B-757, B-767, B-777and DC-8ETOPS, Trans-Atlantic, Trans-Pacific, intra-Europe, intra-Asia, South America, US domestic routesand polar routes to AsiaCaptain, Co-Pilot, and Flight EngineerLicenses and certificatesAirline Transport Pilot #1747197 - B-737, B-747,B-757, B-767, B-777, DC-3, DC-9 and C500Flight Engineer #1851675 – Turbo Propeller Powered and Turbo Jet Powered FCC LicenseFederal Flight Deck Officer License #P101560Table ofContentsFive FAA Required Key Personnel3.Chief Pilot(2ndcandidate)Timothy DrakePrior to joining People Express Airlines as Director of Training, Tim served as Chief OperatingOfficer for Gemini Worldwide Airways, responsible for all airlineoperations. Tim has been activein the airline industry since1987 and was a key member of the management team at MAXjetsince early 2004. As Chief Pilot, an FAA requiredposition, he directly supervised all MAXjet pilotsand was responsible for flight operations activities. Prior to joining MAXjet, Tim was an FAAappointed Aircrew Program Designee and an All-Checks Check Airman for Midway Airlines as wellas a line Captain and was involved with two FAR121 airline certifications. He was also ChiefPilot and head of the Flight Department forLewis University. Tim has logged more than 13,000flight hours over his 27 years as an airline pilot.He holds a BS in Aviation along with numerouscertifications and type ratings.EXPERIENCE:People Express Airlines, Inc. April 2012 - present: Director of Training - Newport News, VAOversight of all company training both FAA regulatory and airport specific, Development ofairline operations and procedures and FAA certification, FAR 121 Captain and Check AirmanGemini Worldwide Airways- October 2008 to April 2012 Dulles, VAChief Operating OfficerResponsible for all airlines operationsMAXjet Airways- May 2004 to August 2008 - Dulles, VAChief Pilot and Director of TrainingCaptain FAR Part 121 International scheduled air carrierInstrumental in the certification of the airline including manual development / FAA approval34 of 70Table ofContentsFive FAA Required Key PersonnelTimothy Drake (Chief Pilotcontinued)Endeavor Airlines- November 2002 toMay 2004 - Fairview Heights, ILVice President StandardizationResponsibilities include overseeing all logisticaloperations, reported to Chief Executive Officer.Midway Airlines- February 1994 to November2003 - RDU International Airport, N.C.Aircrew Program Designee B-737 Check AirmanCaptain B-737-700Check Airman Captain FK-100Simulator InstructorGround InstructorTransparent Container Company, Inc.- March 1992 to February 1994 - Chicago, ILInside Sales: Manage a 19 state sales regionwith total sales of 1.3 million dollars.Responsibilities include customer service, newaccount start-up, maintenance of existingAccounts and providing quotes.Midway Airlines- September 1987 to May 1991 - Chicago, IL Company ceased operations on November13, 1991 FAR Part 121 scheduled air carrier.First Officer DC9, Captain DO228Recipient of Midway Airlines “Shirt off Your BackAward” in recognition of performance above andbeyond the call of duty.Lewis University- May 1986 to September 1987 – Romeoville,IL Chief Pilot: Headof University flightdepartment.CFI: Conducted commercial andprivate flight instruction.Formal university classroomground school instruction.35 of 70Table ofContentsFive FAA Required Key Personnel4. Director of Maintenance1stCandidatePhillip JohnstonEMPLOYMENT EXPERIENCEConsultantVarious Companies/Individuals6/12-Present1.Evaluated and advised on maintenance requirements for startup airlines and individualoperators.2.Scrutinized aircraft maintenance documentation to ascertain the airworthiness status ofaircraft. This included checking on AD status.3.Provided advice on costing of maintenance.Contract ConsultantAtom Aviation, California, USA12/11– 3/121.Consulting on the requirements for maintenance on a start-up airline.2.Managing the major check to bridgeaircraft back to Boeing MPDDirector of MaintenanceAmer-group, Cairo12/10 – 2/111.Responsible for the Maintenance and operations of the Company’s Gulfstream GIII andFalcon 200 aircraft.2.Oversee all maintenance activity at MRO’s3.Plan and prepare work scopes for MRO’s4.Prepare Budget Estimates for Maintenance.36 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Manager Technical PublicationsJordan Aviation, Jordan11/08 – 12/101.Responsible for the Technical Publications andLibrary for the all Departments in the Company.2.Responsible for the converting ofexisting manuals, into a new format.3.Responsible for the Issuance and Control of New Manuals.4.Responsible for the Issuance and Control of manual revisions, and Operations Specifications..5.Responsible for the Technical Libraries on the aircraft.6.Boeing and Airbus Administrator.7.Responsible for the converting of all manuals into a Share Point Program.Manager GIII OperationsJordan Aviation, Jordan01/10 – 12/101.Responsible for the Maintenance and operationsof the Company’s Gulfstream GIII aircraft.Freedom Air, GuamQuality Assurance03/08 – 05/08Duties and Responsibilities:1.Inspection of B767-200 aircraft, and supporting documentation2.Advising the General Manager, Director of Maintenance and Chief Inspectoron the requirements foradding a B767-200 aircraft to their Air Operating Certificate3.Reorganization of the aircraft parts store, and the writing of policy and procedures for the flow ofparts into and out of the company37 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Maxjet Airways, London UKQuality Control Inspector11/07 – 12/07Authority, Responsibility and Duties:1.Ensure compliance with company General Maintenance Manual (GMM) requirements.2.Provide oversight of contract maintenance during A and C checks.3.Provide oversight of Maintenance personnel byensuring compliance and reviewing aircraftmaintenance actions.4.Perform borescope inspections when required.5.Perform duties of Inspector, RII andParts Receiving at assigned station.6.Ensure reports requiring immediate actions (i.e.FAA Form 337, Weight and Balance change forms,etc.) are forwarded to Director of Quality Assurance.7.Perform Maintenance and GMM training forcompany maintenance personnel and contractmaintenance.8.Coordinate aircraft records discrepancies with Manager of Records for correct actions.9.Will be responsible for the EFB control, security and data verification and the USB Portable MemorySticks.10.Manage company stockrooms for compliance with Materials Department Local Operating ProceduresHandbook.11.Monitor assigned station tooling/equipment calibration and coordinate disposition with MaterialsDepartment.12.Perform monthly audits of station stockroom shelf life items and reportresults to MaterialDepartment.13.Perform routine on-sight audits of company ownedparts and materials for reporting to the Directorof Quality Assurance.14.Perform other duties as assigned by the Manager of Quality Control and Director of QualityAssurance or higher authority.38 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Caribex Inc., FloridaContract Inspector10/07 – On-goingPerform records audits and aircraft inspections,and prepare reports of findings, including anassessment in Cape Town.Freedom Air, GuamMechanic08/07 – 10/07Duties and Responsibilities:• Updating and revising of Company manuals to ATOS standards• Evaluated aircraft records on upgrading of aircraft.Skyking, Inc., Atwater, CaliforniaMaintenance Controller03/2007 – 08/2007Duties and Responsibilities:• Develops technical action plans for identifying and correcting chronic items on aircraft• Coordinates parts and manpower requirements forengine/aircraft repair beyond the capability ofcontract vendors and monitors repairactivities through to completion• Insures implementation of repair action plans• Insures completion of SDR reports and works inconjunction with the FAAliaison to provide followup as requested by the FAA• Analyzes problem areas and recommends corrective action through technical interaction withmaintenance vendors, engineering and flight crews• Identifies chronic aircraft problems and develops detailed action plans for their repair• Briefs maintenance management on aircraft systems problems and provides corrective actionplans• Briefs Duty Manager and above on status of all aircraft in work on shift39 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Skyking, Inc., Sacramento, CaliforniaFlight Mechanic01/2007 – 03/2007Responsible for the continuingAirworthiness of a B737-200 (Part 121, Supplemental Carrier),flying Private and Public ChartersXojet, McClellan, CaliforniaMaintenance Controller12/2006 – 01/2007Responsible for the return to serviceof aircraft for a Part 135 operationNational Air Service, Jeddah, Kingdom of Saudi ArabiaDirector Quality Management, 10/2006 – 11/2006Responsible for:1. The total Quality of the Maintenance and Operations Departments.2. Liaise with the FAA with regards tothe operation the Part 129:14 certificate3. Serve on the Company’s MRB team.National Air Service, Jeddah, Kingdom of Saudi ArabiaQuality Assurance Manger, 01/2006 – 09/2006Responsible for:1. Oversee the Quality Department for a Part 129:14 operator2. Liaise with the FAA with regards tothe operation the Part 129:14 certificate3. Perform surveillance and modification of the Maintenance Programs.4. Perform Internal and External Audits.5. Serve on the Company’s MRB team.6. Responsible for the update, revision and content of the GMM.40 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Gemini Air Cargo, Dulles, VAManger Maintenance Programs, 06/2004 – 11/2005Responsible for:1. The effective continued surveillance andmodification of the Maintenance Program.2. Create Task Cards for Ad’s and SB’s as required.3. Update and amend Task Cards as required.4. Serve on the Company’s MRB team.5. The effective management of the TRAX Maintenance Program.6. The development of new Policy and Proceduresfor the current version of TRAX, and theimplementation of new updates and improvements.Gemini Air Cargo, Dulles, VAManger “A” Check Planning, 12/2002 – 06/2004Responsible for:1. The effective planning of “A” Checks for the DC10 30F and MD11F fleet to ensure thatmaximum utilization between “A” Checks is achieved.2. Coordinating with vendors, Gemini materials and line stations to ensure that allrequirements are in place beforethe commencement of the “A” Check.3. Ensure that all time controlled Work Cards and components are scheduled to ensure fullestutilization of time.4. Help to evaluate the current MaintenanceComputer Program to ensure the properutilization and develop reports on any shortcomings.5. Develop user policy and proceduresfor the Maintenance Computer Program.6. Produce weekly and monthly reports for Maintenance, Inspection and MaterialsDepartments on a Weekly and Monthly basis.41 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Polar Air Cargo, Long Beach, CASupervisor Maintenance Programs, 10/2001 – 12/2002Responsible for:1. Updating and modifying workcards as issued by Boeing.2. Creating and writing of new Workcards,Maintenance Authorizations S.I's andFCD's, with respect toAirworthiness Directives and ServiceBulletins.Polar Air Cargo, Prestwick, ScotlandA&P Maintenance Supervisor/Avionics Specialist, 02/2001 – 10/2001Duties included:1. Supervision of mechanics on B747 100/200/400 aircraft checks.2. Supervision of Avionic personnel onFuel Quantity and FDR modifications.3. Assistance on the line for transiting B747-100/200/400 aircraft.4. Trainer for test equipment.Pacific Island Aviation, SaipanDirector of Maintenance, 11/2000 – 02/2001Duties included:1. Organize, plan and effectively manage the maintenance department for bothline and "B" checks on Shorts 360 aircraft operating between Saipan and Guam.2. Ensure coverage of maintenance on Guam, Rota and Tinian.42 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)Matsushita Avionics Corp, London, EnglandA&P Mechanic/lFE Engineer, 02/2000 – 11/2000Primary Duties included:1. Carry out maintenance and repairs to IFE equipment on American Airlines, Singapore Airlines,Saudia Airlines, Gulf Airlines, VirginAirlines and Emirates Airlines aircraft.Secondary Duties included:1. A&P trainer for new hires.2. Health and Safety Committee member.3. Supervision of contractors onFAP (modification) Program.Airwork Limited, Seeb International Airport, Sultanate of OmanElectrical/Instrument & Avionics Engineer, 01/1999 – 02/20001. 1st and 2nd Line Maintenanceon C 130 and BAC 1-11 aircraft.2. Instructing members of the Royal Air Force Oman in the correct procedures for carrying outmaintenance on these aircraft.Federal Express, Sydney, AustraliaAirframe and Powerplant Mechanic, 10/1998 – 01/19991. Responsible for the supervision ofthe contract vendor for all maintenance requirements on MD 11aircraft.2. Specialist Technical advisor on avionics systems for the MD ll aircraft.3. Support of company aircraft at all Australia, New Zealand, Guam and Nandi stationsAllegro Airlines, Dallas, TexasQuality Assurance Manager, 05/1997 – 01/19981. Responsible for the conductingof both Internal and Externalaudits to ensure that CompanyPolicies and Procedures were in compliance withDGAC (Mexican), F AA and Canadian Regulations.2. Revising and updating of the Company's G.M.M.,Aircraft Check Sheets, Work Orders and AircraftLogbooks.3. Training of all Allegro Mechanics and "Contract" Mechanics (Northwest and US Airways) in theCompany's Paperwork, Policies and Procedures.43 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)4. Assume the duties and responsibilities of the Maintenance Manager for North American Operationsduring his absence.5. Ensure that the maintenance carried out on a leased Canadian registered aircraft complied withAir Transport Canada Regulations.Allegro Airlines, Dallas, TexasMaintenance Controller, 02/1997 – 05/19971. Primary responsibility was to co-ordinate the day-to-day aircraft maintenance of B727-200, MD80and DC9 aircraft while in the U.S.A., and to ensure compliance with F.A.A. and DGAC (Mexican)regulations.2. Secondary duties were that of trainer for NorthAmerican Operations in Paperwork and Proceduresfor Allegro Airlines.S. T .S. Services, Memphis, TennesseeAirframe and Powerplant Mechanic, 11/1996 – 02/1997Contract Maintenance (including Avionics) onDHL B727 aircraft at Sacramento airportE.U.A. Air Support, Inc., Addison Airport, Dallas, TexasQuality Assurance Manager, 04/1996 – 11/1996Responsible for the following:1. The efficient operationthe Quality Assurance andInspection Departments.2. The coordination and liaison withthe F.A.A. and J.A.A. Authorities.3. The company drug program.4. Safety Officer.5. The conducting of on goingInternal and External Audits.44 of 70Table ofContentsFive FAA Required Key PersonnelPhillip Johnston (Director of Maintenancecontinued)6. The implementation of a Maintenance Departmentfor E. U .A. Airways, Inc. (A Part 135 Air TaxiOperator).7. The evaluation ofa computerized Aircraft Maintenance Tracking System.E.U.A. Air Support, Inc., Addison Airport, Dallas, TexasQuality Assurance Analyst, 02/1996 – 04/19961. Responsible for the setting upand implementation of the Quality Assurance and MaintenancePlanning Departments.2. Provided Maintenance Forecasting for several operators of Corporate Aircraft.3. Audits of all Work Orders and Logbook entries to ensure they complied with F.A.R. regulations.4. Research of aircraft records to ensure all Maintenance and Airworthiness Directives were current.5. Maintenance of the Technical Publications Library.* Extended resume available upon request45 of 70Table ofContentsFive FAA Required Key Personnel4. Director of Maintenance2ndcandidateSteven J. PearCAREER HIGHLIGHTSRespected aviation/airline operations, maintenance,engineering and quality executive with vasttechnical knowledge and deeply varied experience.Effective leader, planner and team builder knownfor compassionate management style. Wide range ofexperience in multiple aeronautical fieldsincluding aircraft maintenance management, aerospace quality management, aviation/airline customerservice, aeronautical engineering and aircraft performance; IT and telephony.Creative problem solverwith intuitive approach. Consistently exceed performance goals and benchmarks. Expert at cultivatingtrusting, lasting regulatory, customer and technical relationships. Developed and implemented FAAselected "industry best practice" vendor quality management system. Commended routinely bycolleagues and team members for outstanding organizational, analytical and dynamic skills. Officiallyrecognized with several US military civilian commendations from OCONUS commands for effectivenessand creative problem solving.DIRECT PROFESSIONAL EXPERIENCENova International Airlines 01/2013 – presentVice President, Technical Operations |Planned FAA 119.65 Director of MaintenanceMember of initial team assembled to build business plan and advance formation of the air carrierResearched and specified aircraft operating ranges,cycle costs and maintenance variables for proposedfleetAssisted CEO, COO, EVP and otherkey team executives by providingaccurate information for potentialinvestorsAir France Industries US – AMG Flite Components LLC, 1235 Profit Drive, Dallas, TX 7524708/2010 – 10/2013Director, Quality & Regulatory Compliance; Interim Accountable ManagerCo-managed repair station through major regulatory issueRebuilt customer & FAA confidence to a highly polished imageScheduled & coordinated production carrying full authority of Vice President/General Manager46 of 70Table ofContentsFive FAA Required Key PersonnelSteven J. Pear (Director of Maintenancecontinued)SJ Pear Corporation d/b/a Zone 1 Quality,11811 NE Jefferson Point Rd, Kingston, WA98346 07/2009 – 09/2010General Manager/Owner, under private contractCoordinated & directed R&D to develop &implement an aircraft retrofit projectManaged development of an automated, comprehensive maintenance, quality & risk managementsystemPerformed IOSA & C.A.S.E. preparatory auditsfor Part 129 airline & Part 145 repair station7/2007 – 8/2009Virgin America, Inc., 555 Airport Blvd, Burlingame, CA 94010FAA 119.65 Chief Inspector, CASS Manager, Modification Site Coordinator, Launch team memberCoordinated, inspected & accepted delivery of newlymanufactured aircraft at Airbus factories EuropeAuthored, implemented & managed Technical Operations Quality Assurance (TOQA) ProgramAdministered RII (Required Inspection Item) program, inspector authorizations & Approved Vendor List07/2007 – 08/2009Skybus Airlines, 4324 E. 5th Ave, Columbus, OH 43219Certification team member, Quality, Vendor Oversight & Fuel Program DeveloperAuthored manuals content relating to TechnicalOperations, Quality Control & Quality AssuranceConceptualized, authored & deployed fuel program; its associatedmanuals & customized trainingprogramCo-authored & implemented Quality Assurance & vendor oversight system 07/2006 – 07/2007Air Transport International, LLC,2800 Cantrell Rd., Little Rock, AR 72202International MX Base Supervisor & Manager, International Flight Mechanic under DOD contract,International Heavy MX Quality Inspector, Line MX Representative47 of 70Table ofContentsFive FAA Required Key PersonnelSteven J. Pear (Director of Maintenancecontinued)Managed line & mid-level maintenance bases in Japan,Okinawa, Germany & Australia, & two US citiesManaged station budgets topping1.1M & multiple teams ofdirect & indirect reportsOversaw heavy maintenance at repair facilities in Costa Rica, Peru& the US 10/1998 – 03/2006BF Goodrich Aerospace MRO, 11323 30th Avenue, Everett, WA05/1997 – 10/1998Lead Systems Mechanic; Engines, Hydraulics,Pneumatics, Avionics & Flight ControlsManaged team of nine technicians accomplishingheavy checks & overhauls on B727 & B737 aircraftAssisted with post-delivery interior installations/modifications on newly manufactured B747-400FaircraftSpecialized systems team memberon Federal Express B727 engineStage III hush kit modificationsPear Enterprises Inc., 7928 BarrowoodSt., Orlando, FL 32835 06/1987 – 11/1996Maintenance Consultant; ContractMX Representative, Flight Operations & Dispatch ConsultantCustomer base included Air Atlanta, Braniff III, Flight International, Spiritof America, InterstateAirlines, Emery Air Freight, Pan Am,Vintage Airways, IASCO, Page AvJet* Extended resume available upon request48 of 70Table ofContentsFive FAA Required Key Personnel5. Chief Inspector1st candidateMichael JeffersonI am a motivated hands-on individual, whose experience and knowledge has provided me theopportunity to lead in both the managerial and technical aspects ofcommercial aviation in the publicand private sectors. My regulatory and compliance experience provides me with the ability to performin all aspects of the industry.Work Experience01/07-Present ConsultantAirworthiness InternationalAs a consultant for many airlines, Lessor’s, Lessee’s and banks around the world, my responsibilitiesinclude the oversight of aircraft, their inspections, maintenance and transfer of ownership. My previousexperience as an FAA Inspector allows me the ability to not only oversee inspections of aircraft andrequired maintenance, it also includes the regulatory knowledge requiredto successfully transferaircraft, parts and maintenance history to civil authorities in other countries. Working on behalf of mycustomers, I assist with budgetary decisions and suggest alternative methods of accomplishing tasksthat might not be apparent at the time. Twenty fiveyears in all aspects ofthe industry have affordedme the opportunity to share my experiences to accomplish the goalsand objectives of my customers.03/04-01/07 Vice President, MaintenanceMaxjet Airways, Inc.As V.P. of Maintenance & Engineering for this start upairline, my responsibilities included the oversight of theentire maintenance department. All budgetary decisions for the department, including personnel, forecastedmaintenance costs and unscheduled maintenance were included. Additionally, it was my responsibility to ensurethat all requirements regarding the certification process were maintained. The certification process tookapproximately one and one half years to complete. My position required problem-solving skills through the useof engineering data and asset management to quicklyresolve issues before they negatively affected theoperation. Negotiating complex long term and short termcontracts, while meeting the operational needs of theairline, were also job requirements. The working environment of the position has allowed me to become efficientat making crucial decision in a timely matter.49 of 70Table ofContentsFive FAA Required Key PersonnelMichael Jefferson (Chief Inspectorcontinued)01/04- PresentPending Designed AirworthinessRepresentative (Maintenance)Federal Aviation AdministrationI have completed all required course work and am awaiting localFSDO approval as a DesignatedAirworthiness Representative (DAR) for the FAA.11/01-03/04 Vice President, Maintenance Midway AirlinesAs V.P. of Maintenance & Engineering for this established airline, my responsibilities included theoversight of the entire maintenance department. During my time at Midway, the airline evolved from athree fleet type regional carrier toa one fleet type carrier to a USAirways express carrier. Revampingof the entire maintenance department several timeswas required to properly staff each of the newoperational requirements of the airline. The budgetary decisions for the department, includingpersonnel, forecasted maintenance costs and unscheduled maintenance are included. My positionrequired problem-solving skills through the use of engineering dataand asset management to quicklyresolve issues before they negatively affected theoperation. Negotiating complex long term and shortterm contracts, while meeting theoperational needs of the airline,were also job requirements.10/00-11/01 Director, Quality Assurance Midway AirlinesAs the Director of Quality Assurance for Midway Airlines, my responsibilities included, but were notlimited to the safety and regulatory compliance of the airline. As the principle liaison to the FederalAviation Administration as well as other governmental agencies, I worked closely with managementand inspectors regarding a wide range of regulatory issues. My position as the head of oversight forthe airline required the constantreview and auditing of key aspects of the operation. RegulatoryCompliance, Safety, Training, Reliability, HazardousMaterials and interpretation Michael Jefferson50 of 70Table ofContentsFive FAA Required Key PersonnelMichael Jefferson (Chief Inspectorcontinued)of the Federal Aviation Regulations, were all requirements of my position. Theexperience I received asa federal inspector helped to prepare me for this position.09/97-10/00 Assistant Principal Maintenance InspectorFederal Aviation AdministrationAs an Assistant Principal Maintenance Inspector forthe Federal Aviation Administration, I was involvedin the oversight of the day to day operations ofnumerous FAR Part 121, FAR Part 135 and FAR Part 91operators. My knowledge and understanding of the Federal AviationRegulations, coupled with myexperience in the areas of Airworthiness Directives, Federal Security issues, Records keeping andFederal Reporting requirements as well as Trainingand Reliability, have permitted me the ability tomore thoroughly perform oversight of the operators forwhich I had responsibility.05/96-09/97 Manager of MaintenanceInternational Air Leases, Inc.As the Manager of Maintenance for InternationalAir Leases, I was responsible for the maintenanceinduction schedule, the forecasting of upcomingwork and the performance ofthe maintenance for 15mechanics. Other responsibilitiesincluded oversight of the FAADrug Compliance Program and theRepair Station vendor auditing requirements.09/94-05/96 Quality Assurance InspectorAviation Composites Services, Inc.As an inspector for Aviation Composites Services, I was responsiblefor insuring the quality of allrepairs of aircraft components during all aspects of the repair process. I was also responsible for theReturn to Service of aircraft components and the proper completionof all documentation related tothose aircraft components.51 of 70Table ofContentsOperation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201452 of 70Frank A. TerranovaOBJECTIVE:Seeking Senior Management position involving the Tour and Travelindustry with a Gaming Resort,Hotel Resort or Tour and Travel company wheremy skills, experience and extensive network ofprofessionals in the industry willbe utilized to build and improve profits and customer loyalty.Background IncludesAdministration / Operations / Marketing / SalesSpecial Knowledge of TravelIndustry & Casino MarketingQUALIFICATIONS:•30+ years in the Tour and Travel Industry including Hotel, Cruise, Casino, Time Share, Airlines,Auto, Busing and more.•Strong analytical and problem solving skills,financial management, employee development andgeneral business acumen to continually create and develop new business dimensions in an everchanging Travel environment.•Created, Developed and Implemented more thana dozen highly successful Travel Rewardprograms to increase profits and customer loyalty.•Supervised more than 500 employees and annual revenue of $200M.Experienced with sophisticated computer systems to manage, improve and enhance sales andCustomer ServiceWORK HISTORY:Hilton Grand VacationsSales ExecutiveResponsible for sales on action line2010 to presentTable ofContentsOperation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201453 of 70Frank A. Terranova (Operation Domicile Managercontinued)Vacation Village ResortsSales Director2005 to 2010 Responsible for the day to daymanagement of the front line sales teamPlayers TravelVice President Sales2003 to 2005Responsible for the Sales and Marketing of cruises asa promotional product tomajor casinos in NorthAmerica. Report directly to President and CEO.Experienced with sophisticated computer systems to manage, improve and enhance sales andCustomer ServiceWORK HISTORY:Hilton Grand VacationsSales ExecutiveResponsible for sales on action line2010 to presentVacation Village ResortsSales Director2005 to 2010 Responsible for the day to daymanagement of the front line sales teamPlayers TravelVice President Sales2003 to 2005Table ofContentsOperation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201454 of 70Frank A. Terranova (Operation Domicile Managercontinued)Responsible for the Sales and Marketing of cruises as a promotional product to major casinos in NorthAmerica. Report directly to President and CEO.Harrah’s Casino New OrleansDirector National Casino MarketingNov 2001 to Oct 2003Responsible for managing the relationship with the independentrepresentatives and well as theHarrah’s branch offices. Also responsible forthe overall bus operation and all cross propertybookings.Accomplishments: Implementation and development of a Commercial Air Seat Block program -Overall supervision of the National Casino Marketing DepartmentAmadeus Global Travel Distribution, LLC.Vice President Corporate PartnershipsOct 1997 to Apr 2001Responsible for Corporate Saleswithin the Amadeus National Marketing Company as well as thedevelopment of new strategic business opportunities. Report directlyto the President & CEO.Accomplishments: - Implementation and development of the Canadian market entry project-Overall supervision and development of the SAP initiative.Extended Resume available upon requestTable ofContentsOrganization & Management TeamTo provide service and meet theunmet demand on the chosenunserved routes.Beginning in the first year of flightoperations, we expect to achieveaverage passenger load factors of66% of coach seating only andincreasing thereafter to 85% andon to 90%+ as there is lots ofdemand!55 of 70Objectives:American West Jets will have as its primary objectives the followingelements:Restart 33 year operational international airline that is a UnitedStates Flag Air Carrier (same license as American, Delta, United) FAR121 Airline International Airline Operations being rebranded asAmerican West Jets with world wide authority, all airplaneseverywhere.Table ofContentsOrganization & Management Team (cont.)The newly rebranded airline'smission is to fill a niche in thegrowing air-travel and cargomarket in the Central Americanconnection to the West Coastand the other regions. Toachieve high and profitable loadfactors by identifying and servingkey routes/city pairs that arecurrently under-served, wheresignificant unmet demand exists,to set a new standard for airservice and professionalism.Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 56 of 70To achieve the projected results starting with 2 MD-83’s expanding to 6Tri-Star jumbo jets during the second year of operations;supplementing those aircraft with additional aircraft and cargo ascalled for by market demand.To identify and develop key interline alliances, cooperation,associations, and partnerships with other larger, more established andhighly regarded airlines through interline arrangements, code shares,common hubs, and so forth.Table ofContentsOrganization & Management Team (cont.)57 of 70Mission:By utilizing advanced aviation, electronic, and informational technologies, andby designing effective and efficient systems and building in quality controlfrom the outset, we aim to ensure the highest level of service, operations, andsafety, all based around the needs and convenience of the passengers and thecargo clients. It also will help build the strong customer satisfaction andexcellent reputation that will enable the airline to build solid interlinearrangements necessary to expand its scope and customer attraction in theearly stages.Table ofContentsOrganization & Management Team (cont.)Keys to Success:Employing an experienced, highly professional management team thatcombines vision; realism; financial ability; solid knowledge of the aviationbusiness, on-the-ground knowledge of the region and markets to be served.Senior Management - American West Jets is currently negotiatingemployment agreements with four highly qualified individuals to fulfill thesenior management positions of the Company. (Vice-president, COO, etc.).These key management personnel will be fully qualified and not only assistDrex Hansen in the running and growth of the company but fully able tocarry forth the business in Drex's absence either short-term or permanently.58 of 70Intelligent marketing that identifies theairline as a different kind of player, one thatis sharper and smarter, and with a higherlevel of professionalism and operationalstandard than is the norm on the otherairlines currently operating in and out of theSouth Pacific and in and out of CentralAmerica.Concentration on safety, with highly trained, dedicated, and professionalpersonnel and straightforward, highly competitive fare pricing, all willform key pillars of the marketing strategyTable ofContentsOrganization & Management Team (cont.)59 of 70Identification of under-served routes and city pairs in the target market areawith sufficient passenger demand to enable high load factors and profitableoperations utilizing the category of aircraft envisaged.Ownership StructureThe LLC will be sold to publiclytraded company American WestAircraft Corporation, headed byDrex Hansen, its President andC.E.O.Benefits of LLC InvestmentMembershipThe very favorable ROI is onlyavailable to the LLC Members anduntil the member units areexchanged for the Commonshares in the Publicly Traded stockin American West AircraftCorporation AWCR.Table ofContentsOrganization & Management Team (cont.)Company Summary:The plan for the new airline is anoutgrowth of the market researchand regional experience of twoentities: Southwest Airlines andAllegiant Airlines Business Modeland the research of in 2010 through2013.Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014Company Locations and Facilities:The prime basing locations for theAmWestJets will be McCarranInternational Airport in Las Vegas andOntario International Airport (LosAngeles area) with service to Cabo SanLucas.Shareholders of our Public Company,American West Aircraft CorporationPresently 695 shareholders, withexpectations of over 1,500 within 24months.Shares on the float: 14,000,000.60 of 70Table ofContentsThe following major considerations for selecting a locationto base the rebranded airline were evaluated:61 of 70High-traffic between our departure locations and key interchange pointsto provide sufficiently high load factors to our destinations.High levels of cargo traffic, including opportunities for interline transshipments of inbound and outbound cargo.The interconnection with one or more major carriers for onward inter-lineagreements.It is anticipated that most normal line maintenance will be performed atthe Las Vegas and Ontario base locations, with some minor maintenanceand repairs relegated to other locations in the route network.Cabo San LucasLas Vegas, NVTable ofContentsThe following major considerations for selecting a location tobase the rebranded airline were evaluated:We are acquiring our own engine overhaul facility to be relocated fromSan Antonio, TX to Ontario International Airport.Estimates for total labor and spare parts costs have been calculated as afixed per-hour cost.62 of 70Sufficient apron and hangarspace for staging, parking,and storing aircraft, enginesand parts as needed on ashort or long term basis forour fleet at all locations.Additionally, sufficient officespace will be necessary in ourCorporate HQ in Las Vegas,Nevada.Table ofContentsThe following major considerations for selecting a location tobase the new airline were evaluated (cont.)63 of 70While the airline may considerestablishing its own sales offices in keymarket locations, in general sales willbe handled through a combination ofInternet marketing utilizing theairline's own website as well as otherInternet travel websites, designatedgeneral sales agents in given locales,and regular travel agencieseverywhere. Our ticketing agents willbe employed from home on a log inbasis with our managing coordinatormaintaining a number of agents capable of having the highest quality of serviceof any airline during any specific time zone or season of the year. These agentsare commission based with freedom to decide when and how much they work.Table ofContentsCompetitive ComparisonSafety, actual and perceived;Cost, and range of fares offered;Destinations served;Availability of 31 & 35” seat pitchdemanded by the Islanders butnot available on any other airlinein coach;Reliability and on-time departuresand arrivals;Convenience of flight schedules,times of arrivals and departures;Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201464 of 70American West Jets has several key distinguishing characteristics that willmake it significantly better than its competitors, lower-standard airlines,currently operating both scheduled and charter domestic flights in CentralAmerica.In comparing the proposed rebranded carrier to its local competition, it isimportant to look at the factors that determine how most travelers choose anairline. They include the following:Table ofContentsCompetitive Comparison (cont.)Condition/Maintenance and readiness of aircraft;65 of 70Ease and efficiency ofreservations and ticketing;The comfort, reliability,and safety of the newairline's aircraft all willenable it to be the airlineof preference for virtuallyall business, government,and organizationaltravelers. Most leisure andpersonal travelers will alsoprefer it to the existingoptions.Table ofContentsThe MarketMarket Analysis Summary:Economic growth and the requirements of redevelopment are creatingincreased demand for domestic air services. The market combines a varietyof elements all of which demand a higher quality of air service than currentlyavailable:66 of 70Business travelers requiringreliability, safety, speed, andschedules built around businessneeds.Government and internationalorganization travelers, requiring thesame elements and they are currentlynot using any of local domesticcarriers.Personal and leisure travelers whohave the money to travel by air andwho increasingly demand a higherlevel of safety and reliability.Table ofContentsThe MarketAmerican West Jets will appeal to all these distinct groups by offeringbetter quality service at a higher level of safety and at more reasonablefares, than currently available by flying direct.This description of Initial Operational Routes is a result of our MarketAnalysis over 2010 to 2013 with information supplied by twoInternational Carriers that have Operations then and now in the region.This was done during a deep recession with higher than normal fuelcosts with every expectation of improvements that will allow this Airlineto make even more than we are projecting.67 of 70Cabo San LucasAssetsU.S. Flag Carrier 33 years of operationWorldwide Authority all airplanes everywhereFAR 121 operations. ACV$20,500,0002 Million gal. of fuel storage on refinerypipeline Fuel Farm & Boeing 747 Hangaroffices and gates. ACV 4,500,0004 ea. Passenger Aircraft; Lockheed L-1011-500s ACV 7,200,0002 ea. L-1011-200 with full Cargo Conversionincl. hard floors ACV 2,000,000Two Airline Aircraft dismantled for parts:cataloged in four containers in Canada for Oursupport & the Canadian Air ForceL-1011 Aircraft. Value ACV 1,500,00010ea Rolls Royce RB211-524-B4i Enginesfrom Serviceable to cores + spares & AD KitsACV 10,000,000Cash from the 15,000,000 member unitsbeing sold; net to the Company $12,000,000VALUE OF ALL ASSETS:$57,700,000LiabilitiesFuel & Maintenance (Leased Facilities)1styr 16M gallons fuel storage including delivery 960,000Airline Aircraft; 4 each Lockheed L-1011-500s(new balance) 2 ea. L-1011-200 Full CargoConversion including hard floors 4,550,000Airline Aircraft dismantledfor parts two ea. in 4containers 500,000Rolls Royce RB211-524-B4 Engines ... 10 B4’s 1,500,000Balance on FAR 121 International Airline U.S.Flag Carrier with International Authority. 3,800,000Operations Labor for April – Dec. 2014 550,000TOTAL LIABILITIES $11,860,000ASSETS for American West Jets, LLC.Including the sale of 20% ofthe equity in the LLC $45,840,000Capital Requirements:Cost of operations excluding labor April – Dec.2014 $9,434,720Four aircraft inspections toinclude in-service 2,300,000Facility contracts for April – Dec. 2014 640,000Total amount of capital at start-up withoutregards to escrowed ticket sales. $11,798,720Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201468 of 70Feb. 12, 2014Table ofContentsTable ofContentsForm 6510 Proof of InsuranceFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 201469 of 70Table ofContentsRisk Factors70 of 70-- End --

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