1 

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 of 14 CFR 204.7 ) 

of the Department’s Regulations ) 

PETITION OF AJET HOLDINGS, LLC FOR REVIEW OF STAFF ACTION UNDER

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

REVOCATION FOR DORMANCY PURSUANT TO 14 CFR 204.7 BASED ON 

CHANGE OF OWNERSHIP 

Communications with respect to this document should be sent to:

Drex Hansen, Lenard E. Schwartzer, Esq. 

President Jason 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 Telephone: (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 Section 1-2 of Part 241 ) 

of the Department’s Regulations ) 

PETITION OF AJET HOLDINGS, LLC FOR REVIEW OF STAFF ACTION UNDER

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

REVOCATION FOR DORMANCY PURSUANT TO 14 CFR 204.7 BASED ON 

CHANGE OF OWNERSHIP 

Pursuant to Subpart C of Part 385 of the Department’s regulations, American West Jets, 

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

respectfully petitions for review of the Department of Transportation (“DOT”) Order Denying 

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

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

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

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

on January 15, 2014, that the DOT was waiting for a bidder to be nominated by the Bankruptcy 

Court; and (3) a legal conclusion is contrary to law as Ryan has been twice subject to bankruptcy 

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

therefore, be set aside, and this request for a waiver should be granted forthwith. 
3 

Furthermore, to the extent the staff action is not automatically stayed under the provisions 

of 14 CFR § 385.32, petitioner moves to stay such action pending disposition of this petition by 

the DOT, given that this petition satisfies 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 the Nevada Bankruptcy 

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

opportunity to participate in the staff action may now participate in the petition process provided 

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

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

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

information to qualify to become the prospective operator of Ryan. That action, combined with 

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

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

qualified under 14 CFR 385.30 to petition for review of the Order. 

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 Nevada 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 request. 
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 the award of Ryan to AJet. 

AJet Mismanagement and Failure to Operate 

AJet was required pursuant to Section 8 of the Order Authorizing 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 petition was filed by a creditor to AJet, Gabriele 

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

communicated with the Department of Justice regarding the pending issues. Additionally, the 

Trustee informed the relevant agencies that 11 USC § 108(b) invoked 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 pending actions. At all times, the 

DOT was made aware of the status of the Nevada Bankruptcy and its 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 articulated 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. Hansen 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 action would be taken adverse to Ryan. 

Additionally, the Trustee petitioned on January 15, 2014, for relief 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 conversation between Mr. Hansen 

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

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

prior to the hearing to nominate the successful bidder, the DOT served upon the Trustee the 

Order that is the subject of this Petition. 

Bidder Nominated One Hour After Service of DOT Order 

The hearing was held and AWJ was awarded and nominated as the successful purchaser 

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

AWJ Has the Qualifications and Ability to Operate Ryan 

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

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

ownership. 

THE DECISION MUST IMMEDIATELY BE REVIEWED 

AND REVERSED FOR SEVERAL IMPORTANT REASONS 

A Viable Operator Makes the Findings of Fact Clearly Erroneous 

The denial of the petition based on the presumed lack of information in the waiver 

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

 

2 A true, correct and authentic copy of the January 15, 2014, correspondence to Damon Walker is attached as 

Exhibit 1. 
6 

Ryan to a viable buyer. The DOT was aware of the pending intent 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 information to supply. On February 11, 2014, as anticipated by all 

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

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

finding of fact is clearly erroneous because in light of the evidence 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 circumstances and the Order should 

be reversed. 

A Prejudicial Procedural Error Occurred In That The DOT Indicated On January 

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

Court 

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

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

could be approved. Not even a month later, AWJ was approved and nominated as the successful 

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

result of the instruction not to submit the application materials 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 that would have made the issuance 

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

of Ryan following review and evaluation of the qualifications of AWJ to assume that role. 
7 

The DOT legal conclusion is contrary to law as Ryan has been twice subject to 

bankruptcy protection temporarily tolling the dormancy requirements 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 should not have taken the action it 

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

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

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

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

barred this action. The automatic stay of action 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 Order is also requested. The DOT 

should reverse its Order and: 

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

change of ownership and the award of Ryan to AWJ; 

2. Reverse the revocation of the certificate of public convenience 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 the certificates of public convenience and necessity issued 

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

in ownership; 
8 

4. Review the application of AWJ to become an approved operator of Ryan pursuant to 

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

Dated this 20th 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, Fax: +1-206-350-1270 

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 89121; (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 passport evidencing his citizenship (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 – aircraft sale and leasing company – 43 years 

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

K. Newly formed for acquisition and rebranding of Ryan International Airlines. 

L. See page _______________ 

M. No actions legally binding 

N. Not aware of any 

O.

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

2. Serial 1249 and 1250 Lockheed Tristar 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 and learned to fly in 

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

summer of 1966. While married and working for the Southern Pacific Railroad, was 

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

duty in Germany, he developed a business plan of interest to American Aviation 

Corporation later becoming Gulfstream of Savannah, Georgia. He opened his first 

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

second in November of 1970 in Van Nuys, 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 all of them. There were 144 dealers for American 

Aviation. Drex Hansen’s 2 dealerships sold more than 25% of the total production. 
10 

In 1974 he formed American West Investments, used for ownership and financing of 

leased aircraft. In January of 1980, when his VA flight training 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 both 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 FBO in the State of 

Texas with a charter, maintenance type ratings and training at DW Hooks Airport 

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

shareholders and started and ran Fallbrook National Bank in Houston, Texas January 

2, 1985. Bought, operated, modified and sold several hundred airplanes during the 

1980’s in Houston, Texas. Moved to Las Vegas, Nevada in May 1990. Many more 

aircraft have been bought, modified and sold , supplied aircraft to local charter 

companies, bought and sold 25,000 line items of parts during the 1990’s and early 

2000’s, and has been a consultant during the formation and planning stages for 

several small airlines to include major carriers like Continental. Modified and 

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

Our lead client was Mesa Airlines. During the past 50 years, he has accumulated 

more than 28,000 hours of violation-free flying and owned and/or operated 

approximately 400 airplanes. See resume on page _______________. 

S. The FAA office will be the Chicago FSDO will manage the certificate 

T. See page ___________ 

U. N/A 

V. Pursuant to title 18 United States Code section 1001, I [the individual signing the 

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

applicant], in my individual capacity and as the authorized representative of the 

applicant, have not in any manner knowingly and 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 the 

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

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

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

 
11 
Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014

DOT Presentation by American West 

to include Key Personnel Resu

Please turn on your speakers

Rebranding of Ryan International Airlines, a U.S. Flag C

Ryan International Airline Operations, for 33 years in Rockford , IL 

Relocating to Las Vegas early 2014

Drop Box Link: https://www.dropbox.com/sh/8lksy3rl04lk1dj/iyoZWVq
3415 Manzano Circle, Las Vegas NV 89121, Ph: +1-702-369-1966, Fax: +1-206-350-1270 

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

ADDITIONAL INFORMATION PURSUANT TO CFR 204.3A. American West Jets, LLC; 3415 Manzano Circle, Las Vegas, NV 89121; (702) 369-1966

B. Limited Liability CorporationC. NevadaD. Statement of Good Standing from Nevada Secretary 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/A

G. Drex Hansen onlyH. List of applicant subsidiaries I. American West Aircraft – aircraft sale and leasing company – 43 years

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

K. Newly formed for acquisition and rebranding of Ryan International Airlines.L. See page 8-69

M. 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 submitted 

O. Not aware of any
Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

P. None Q. NoneR. Drex Hansen bought a 1947 Taylorcraft BC-12D in March of 1959 and learned to fly in Sacramento, C

bought a 1947 Beachcraft Bonanza Model 35 in the summer of 1966. While married and working for the SouRailroad, was drafted in the largest draft call in history in June of 1968. While finishing his active duty in Gedeveloped a business plan of interest to American Aviation Corporation later becoming Gulfstream of Savannopened his first aircraft dealership and flight school in Sacramento, California in May of 1970 and his second 1970 in Van Nuys, California forming the company Executive Pilots, Inc. By June of 1971 he had 26 sub-dealCoast and supplied a new demonstrator to all of them. There were 144 dealers for American Aviation. Drex Hdealerships sold more than 25% of the total production. In 1974 he formed American West Investments, used financing of leased aircraft. In January of 1980, when his VA flight training benefits were about to expire, he rating and his ATP rating on the same FAA check ride with the more stringent qualifications necessary to do bpilot rating on one ride. In November of 1982, changed the name from American West Investments to Americand built the largest FBO in the State of Texas with a charter, maintenance type ratings and training at DW HoHouston (Tomball) Texas called Northwest Jets. He was 1 of the 19 control shareholders and started and ran F

Bank in Houston, Texas January 2, 1985. Bought, operated, modified and sold several hundred airplanes duri

Houston, Texas. Moved to Las Vegas, Nevada in May 1990. Many more aircraft have been bought, modified aircraft to local charter companies, bought and sold 25,000 line items of parts during the 1990’s and early 200consultant during the formation and planning stages for several small airlines to include major carriers like CoModified and supplied the prototype aircraft the cat pass 200 that Beachcraft built as a model 1200. Our lead Airlines. During the past 50 years, he has accumulated more than 28,000 hours of violation-free flying and owoperated approximately 400 airplanes. See resume on pages 23 and 24.S. The Chicago FSDO will manage the certificateT. See pages 8-68.U. N/A
Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

V. Pursuant to title 18 United States Code section 1001, I [the individual signing the application, who shall b

owner, senior officer, or internal counsel of the applicant], in my individual capacity and as the authorized reprapplicant, have not in any manner knowingly and willfully falsified, concealed or covered up any material fact 

fictitious, or fraudulent statement or knowingly used any documents which contain such statements in connectipreparation, filing or prosecution of the application. I understand that an individual who is found to have violat

of 18 U.S.C. section 1001 shall be fined nor more than $10,000 or imprisoned not more than five years, or both

By: Drex Hansen

PresidentAmerican West Aircraft CEOAmerican West Jets, LLC CEOExecutive Pilots, Inc. DirectorLas Vegas, Nevada USA
Attachment #1 Certificate of Good Standing
Attachment #2 Evidence of Citizenship – Drex Hansen Passport
Table of ContentsFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 Executive Summary 

Destinations Map 

Routes & Frequencies Chart 

Success & Profitability 

Gross Revenue @ 66% of Coach Seating ONLY 

Gross Profit @ 66% Coach Seating ONLY Marketing & Management Team Organization & Management Team Including Key Personnel Resumes 

Safety Inspector – Drex Hansen Director of Operations – Timothy J. Brown / Edward J. Beacon Chief Pilot – Don Dodson / Timothy Drake Director of Maintenance – Phillip Johnston / Steven J. Pear Chief Inspector – Michael Jefferson 

Considerations for Selecting Location Competitive Comparison Market Analysis Assets & Liabilities 

Insurance 
Executive Summary

American West Jets is servicing exclusively currently un-served served) routes with a highly efficient operation that will create sprofits for the company and its investors. Our new Corporate Hthe Geographical Center of Las Vegas, Nevada, near McCarran International Airport. Our West Coast Fuel System is the newly renovated 2,000,000-Farm at the Ontario International Airport (Los Angeles area). Thfarm is on a direct pipeline from the Standard Oil Refinery and Linternational Airport. We do expect to be selling fuel to our comthe very near future, because we have storage and many do noNew Operations Offices and Heavy Maintenance Facility is at the sq. ft. of Hangars, Shops, and Offices where Boeing finished the certification of the new Boeing 747-400-8 cargo/passenger aircrOntario International Airport (Los Angeles area).
Executive Summary (cont.)Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

McCarran’s New International Terminal 3

Ontario’s Interna
Executive Summary (cont.)

The market factors in the Western United States to Central Ameinauguration of a new airline to meet the demand for additionalquality wide-body low fair passenger and cargo service linking tVegas, Nevada and Ontario, California with the rapidly expandinof Central America. This new service will connect these regions the new International Terminal 3 at McCarran International AirpVegas, Nevada and Ontario International Airport (Los Angeles aVegas and Southern California are 2 of the most popular travel destinations in the world, with fifty million enplanements expectyear within the next three years for McCarran and an additional per year for Ontario International Los Angeles area), which also connections from LAX and Ontario International Airports. Our newly rebranded airline will base its business and marketinon the previous successful airlines that we have been involved was America West, South West, Allegiant, Continental and United thus achieving high, and profitable, load factors through absorpunmet demand on these under-served routes for which this demcurrently exists.
Executive Summary (cont.)

Our rebranded airline will base its business and marketing stratachieving high, and profitable, load factors through absorption odemand in un-served and under-served routes for which this decurrently exists.
Executive Summary (cont.)

American West Jets, is our new rebranding of 33 year old 

International Airlines, and it is designed around this wellbusiness model: one that uses a minimum of aircraft typ

to-point flights ensuring low operating and marketing cosefficiency and high level of customer service and safety. 

Our point-to-point service and 

our minimum type of aircraft for our Operations (similar to the always profitable Southwest and Allegiant Airlines), will include these routes (see map next page) 
Destinations
Routes / Frequencies

Depart 1 Way Fare Destination 

LAS (Las Vegas, NV) $440 SJD (Cabo San Lucas) SJD (Cabo San Lucas) $440 LAS (Las Vegas, NV) LAS (Las Vegas, NV) $150 ONT (Ontario, CA) ONT (Ontario, CA) $150 LAS (Las Vegas, NV) 
Executive Summary (cont.)

Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

Experience has shown that those carriers which can maint"mean and lean" operation with the right fares, will not onsurvive, but will prosper as long as they stay with service efficiency as the primary rules that govern the managemenot the other way around. 

Soon we will have the newest Lockheed Tri-Star 

in service worldwide SN#1250
Executive Summary (cont.)Investors are investing in the rebranding of Ryan International AirAmerican West Jets, at a discount from the book value of the asseto the airline by the parent company, American West Aircraft CorpThis company will derive a substantial amount of profitability from and underserved routes and will utilize chronologically older B-747aircraft at a very high tech level(upgraded Lockheed Tri-Star’s and 400’s up to 460 seats). Our TriStar configuration will be 250 seats Royce powered [similar to Boeing 747 engines] with the latest elecupgrades as well. Very low cycle and therefore will be at a lower tcapitalization allowing the company to retain earnings fast enough to replace these airplanes in 2-3 years with next generation aircraWide Body 777’s. (Executive Summary end)
Success and Profitability of This Rebranded Airli

1. Development and implementation of 

cooperatives, associations, and partnerships with other larger, more established, and highly regarded airlines both within and beyond the region through interline arrangements, code shares, and common hubs, will allow the increase of more flights from the initial of three flights a week to each destination. Las Vegas is an 

Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014

Feb. 12, 2014 

International HUB for transportation with m43,000,000 total passplanements during 20facilities for up to 55,0place. Florida received 40,000,000+ visitors 2012. We only need 1this 40,000,000+ enpto fill our aircraft annu

2. Utilization of the latest 

and informational techsales and marketing; re- ticketing, e-schedulresource planning and oversight. We will use best of the South Wesand Jet Blue Airlines, omarketing plans; one Marketing Tools will be discounted 10 flight ticcalled e-books that widiscount tickets that cwithin the buyer’s famyear. 
Success and Profitability of This Rebranded Air

3. Provision of high-quality, on-time and 

safe service on routes and in markets that currently are poorly served, or under-subscribed by existing carriers, thereby setting both a new trend and a 

Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

4. Employment of cost-effective, Rolls Royce Powered Lockheed 

Jumbo Jets that are sized right (up to 310 seats) for the markroutes, leading to higher load factors, reduced costs, improveand flexibility, greater passenger comfort and satisfaction, and profits. Outfitting these aircraft with the latest Aerodynamic te(newest type of Winglets) and global navigational equipment wensure the highest level of reliability, safety, with the very quiefficient Rolls Royce RB-211524-B4i engines for customer satienvironmentally low carbon footprint. 

new pace in air service within the very lucrative Southern Baja market as it is fast growing.
Gross Revenue @ 66% of Coach Seating 

Primary Financial Results anticipated during the first three years of for 2014, 2015 and 2016 are as follows:

The financial results represent a conservative approach with an passenger load factor of less than 66% of coach seating only, 0 from first class seating and cargo from our flight operations, and to 85% after the year 2014. 

Beginning with a small domestic route using an MD83 and soon after we will add our Lockheed Tri-Star Wide Body Jets and new routes to Mexico.Projected operating costs for 2014 are expected to be $7,575,000 (excel sheet). Additional aircraft and expenses will occur in 2015 and 2016. Gross profits are expected to increase by their cost plus 15%.
Gross Profit @ 66% of Coach Seating ON

Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

A gross profit of $3,200,000 is expected for 2014 for flight operations.An operating margin (EBIDTA) of 22% achieved within the first year of operations, and reaching 36% by the end of the second year. 

A key element coto the success of rebranded carrier organizational anmanagement tea
Marketing & Management Team

Joining with American West Jets are experts in their fields from majothroughout the United States and others having had operations in HoTexas, Scottsdale/Prescott Arizona and Las Vegas Nevada since 1982West Jets has specialized in Aircraft Maintenance, Aircraft ManagemeManagement /Training, Aircraft Sales and Financing for the companywho operate in most of the aviation sector with a long and successfurecord including extensive experience organizing as a consultant with up aviation companies with similar scope in the United States. 

Our President & CEO, DHansen, American West A(Houston Texas) and A-Jet of Houston Texas provided services in North America State Governments, and RAirlines as well as two inteairlines, such as: ContinenUnited Airlines. These coman average of 1,200 flight month on domestic and reschedules on-demand fligh
Organization & Management Team

The services included provision of the following: 

Aircraft/Lease/Sales/Charter Pilots & Flight Training Maintenance & Airframe Mods/Supplemental Type CertificatAircraft Management Consulting/Training Insurance/ Financing for Clients and Operations 

Drex Hansen and his team (this team has key personnel in each oregions that we will be serving) are in charge of all aspects of the

companies from conception, set up and ongoing operations. The companies operated under the highest safety and security stanot one person has been seriously injured or killed in any of the toperations. No operational failure was recorded during the thirty these operations. The American West Aircraft companies were invrescue activities and humanitarian aid to the victims of the many and around their operations and have donated many flights From the late ‘70’s to the Western U.S. until late in 2007. 
Organization & Management Team (con

President & CEO

Drex Hansen

Chief Financial 

Officer

Se

Ma

Chief Operations 

Officer Chief Scheduling Officer

Director of 

Maintenance

Airworthiness & FAR 

Requirements

Director of 

Operations

Scheduling Flight 

Crews

Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

D

Chief Maintenance 

Inspector

Overhauls & Repairs

Ch

Acquisition/Funding 

Consultant
Five FAA Required Key Personnel

Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 1. Safety InspectorDrex Hansen BiographySavannah, Georgia. He opened his first aircraft dealership and flight school in Sacramento, California in M

second in November of 1970 in Van Nuys, California forming the company Executive Pilots, Inc. By June osub-dealers on the West Coast and supplied a new demonstrator to all of them. There were 144 dealers for A

Drex Hansen’s 2 dealerships sold more than 25% of the total production. In 1974 he formed American Wes

for ownership and financing of leased aircraft. In January of 1980, when his VA flight training benefits were he got a Learjet type rating and his ATP rating on the same FAA check ride with the more stringent qualifica

do both type rating and pilot rating on one ride. In November of 1982, changed the name from American W

American West Aircraft, and built the largest FBO in the State of Texas with a charter, maintenance type ratiDW Hooks Airport NW Houston (Tomball) Texas called Northwest Jets. He was 1 of the 19 control sharehoand ran Fallbrook National Bank in Houston, Texas January 2, 1985. Bought, operated, modified and sold sairplanes during the 1980’s in Houston, Texas. Moved to Las Vegas, Nevada in May 1990. Many more aircbought, modified and sold , supplied aircraft to local charter companies, bought and sold 25,000 line items o1990’s and early 2000’s, and has been a consultant during the formation and planning stages for several sma

include major carriers like Continental. Modified and supplied the prototype aircraft the cat pass 200 that B

model 1200. Our lead client was Mesa Airlines. During the past 50 years, he has accumulated more than 28violation-free flying and owned and/or operated approximately 400 airplanes.

Drex Hansen bought a 1947 Taylorcraft BC-12D in March of 1959 and learned to fly in Sacramento, California. He bought a 1947 Beachcraft Bonanza Model 35 in the summer of 1966. While married and working for the Southern Pacific Railroad, was drafted in the largest draft call in history in June of 1968. While finishing his active duty in Germany, he developed a business plan of interest to American Aviation Corporation later becoming Gulfstream of 
Five FAA Required Key Personnel

Drex Hansen (Safety Inspector continued)Qualifications: Pilot in Command 28,300 hrs. + since 1961

Cert. # 1594594Airline Transport Pilot, multi-engine landCommercial Pilot, single engine landLearjet Typed, Learjet Type Rating Instructor2nd Class Medical 

Education:

Sacramento City College – Business Law, Management & Business Psychology

U.S. Army Adjutant General School, Ft. Benjamin Harrison, Indianapolis, IN 196Honorably discharged from U.S. Army Adjutant 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 Champion).1976 to 1978 – Business Developer for owned hotels, restaurants, and lounges.1979 to 1980 – Contract Pilot for Stanford Research Institute, National Geographmedia groups including CBS, NBC, ABC, API and UPI. Cargo contractor for DHL 

International Airport to Seattle (SEATAC)1980 Learjet trained (airline transport pilot, qualified and trained Learjet pilots apersonnel).1980 to 1981 – Casper Air Service, Casper, WY. Sold Gulfstream aircraft in their 

Department. Learjet pilot charter department. Recommended by the Vice Presiof Cessna Aircraft Corporation Wichita, Kansas to Houston Northwest Aviation in Texas. 
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

1982 – Mort Hall Aviation, Houston, TX – Established multi-engine Cessna lin1982 – Present – American West Aircraft.1985-1988 – In addition to American West Aircraft, President & Chief Pilot of Charter Inc., operating a fleet of learjets. Control shareholder of three nationHouston, Texas. Training:1981 Gulfstream Pilot and maintenance training and Cessna management tra1981 to Present – Qualified transport pilot, Learjet qualified, instrument, comengine landing, commercial single engine landing.

Drex Hansen (Safety Inspector continued)
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 2. Director of Operations 1st candidateTimothy 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 (Falcon

Jet)

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 Airways

Flight Operations 118 Queens Blvd.Training Pilot Forest Hills, NY 11375

5/2012-12/2012 SurfAir

Director of Operations 1207 4th Avenue

(14CFR119) and FAA Suite 400Certification Consultant Santa Monica, CA 90401
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

Timothy J. Brown (Director of Operations continued)12/2008-2/2010 Gemini Air Cargo

President & Managing 45025 Aviation DriveLLC Member Suite 100

Dulles, VA 20166

3/2004-8/2008 MAXjet Airways 45025 Aviation Drive

VP & Director of Operations Suite 400(14CFR119) Dulles, VA 20166Original Member, Airline No longer in businessCertification TeamETOPS Program ManagerInitial Cadre Capt. B-767

11/2003-3/2004 CAE Simulators 4501 Airport Way

Simulator Instructor Denver, CO 80239

(303) 307 9890

1/1995-11/2003 Midway Airlines

Director 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-100
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 2. Director of Operations 

2nd candidate

Edward BeaconOBJECTIVE: Senior Management Position with American West JetsQUALIFICATIONS & TRAININGPilot Certificate: Airline Transport Pilot (AMEL) & Commercial/Instrument Pilot (AMEL ATP Type Ratings: B747-4 B747 MD-11 DC-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 AtlaMNPS, N Pacific (NOPAC) Qualified (240 Crossings)Dept. of Defense Secret Security Clearance / FAA First Class Medical / USA Passport / US FAR 121 Flag Air Carrier Training: B747-400F / B747-300F/200F / MD-11F / DC-1& Recurrent Ground School/ Simulator Training / Flight Training International ProcedurHazardous Materials / Security /FLIGHT TIME Glass 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 1,466
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 Edward Beacon (Director of Operations continued)WORK EXPERIENCEPEOPLExpress Airlines, Inc. – Chief Pilot & Director of Flight Standards – B737(3/12-Present)Senior Management Start-up Team with US FAR 119 Operational Control of Airline. US Carrier 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 aCorsair Applications, Inc. – COO & Sr Exec VP/(BoD) - Aviation Consultation Group (1Provided consultation services to US FAR 121 Air Carriers / Airports / Corporate Flight Gemini Worldwide Airways, Inc. - Director of Flight Standards / Captain: DC-10-30F Senior Management Start-up Team / (Acting) Director of Safety & Security US FAR 12

start-up for supplemental Int’l passenger/cargo operations. (Furlough)Gemini Air Cargo, Inc. - MD11 Fleet Manager & (Acting) DC10 Fleet Manager (8/99-8/Captain: MD11-200F / DC10-30F. Managing FAA Check Airman responsible for all OpeAdministrative Aspects of Airline Flight Standards Program with $1B a/c & over 200 crFAA Check Airman - All Seats & Simulator Check Airman: Administer Proficiency Chec

Training, Line Checks, Standards Checks, & Capt / FO Initial Operational Experience.US FAR 121 Flag Air Carrier conducting Worldwide International Operations. (Ceased O
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

3. Chief Pilot 1st candidateDon DodsonWork History:Propeller Advisors 2010 - Present

Aviation Consultant GroupChief Operating Officer

Propeller Advisors provides expert analysis, experienced guidance and advice for dealing with complex aviation and transportation issues. Our areas of expertise in

acquisition and disposition of aircraft, engineering, fleet planning, finance, procurand marketing, supply chain management, as well as an in-depth understanding regulatory environment surrounding the FAA, ICAO, EASA, TSA, security, airports

IOSA and ATOS inspections. The Propeller Advisory team is a select group of aviaprofessionals who are recognized leaders in their areas of expertise. Propeller Advtake your project from concept to completion, whether your project involves the brand new operation or just the expansion of an existing company. Once your pro

completed, Propeller Advisors is available to provide ongoing support and manag

desired. Propeller Advisors is a subsidiary of Propeller Investments, a private equspecializes in targeted investments in the aviation and transportation sectors.

Ascend Airlines 

2008 – 2009

121 Supplemental AirlineChief Operations Officer

Joined Ascend Airlines during the Research and Development phase to design and 

private luxury supplemental airline operating long haul flights to high profile destthroughout the western hemisphere. During this period worked directly with Boeiand BMW Designworks USA, Inc. to develop and design new luxury aircraft meetpassenger requirements and aircraft performance requirements. Developed aircra
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

Don Dodson (Chief Pilot continued)

schedules allowing for maximum utilization of aircraft with minimum staffing. Woairport management to locate and design specialized ground handling requiremeHad preliminary conversations with FAA in preparation for certification. With the economy, project was shelved indefinitely until a more favorable climate exists.

Eos Airlines 2004 – 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 intern

scheduleEstablish Flight Operations infrastructureResponsible for management of:

PilotsDispatchersCrew SchedulersTrainingTechnical Publications

Additional Authorizations

Aircraft Acceptance Test PilotLine Check Captain
Five FAA Required Key PersonnelFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

Don Dodson (Chief Pilot continued)

FAA 9414 approval to give initial Captain Observation CheckMaintenance Deliver Pilot

United Airlines 1990 – 2004121 Flag, Domestic Airline CaptainPilot on a variety of aircraft including B-737, B-747 (SP, 100, 200, and 400), B-757, Band DC-8 ETOPS, Trans-Atlantic, Trans-Pacific, intra-Europe, intra-Asia, South America, US domand polar routes to AsiaCaptain, Co-Pilot, and Flight EngineerLicenses and certificates

Airline Transport Pilot #1747197 - B-737, B-747, B-757, B-767, B-777, DC-3, D500 Flight Engineer #1851675 – Turbo Propeller Powered and Turbo Jet Powered FC

Federal Flight Deck Officer License #P101560
Five FAA Required Key Personnel

3. Chief Pilot (2nd candidate)Timothy DrakePrior to joining People Express Airlines as Director of Training, Tim served as Chief Ope

Officer for Gemini Worldwide Airways, responsible for all airline operations. Tim has be

in the airline industry since 1987 and was a key member of the management team at since early 2004. As Chief Pilot, an FAA required position, he directly supervised all MAand was responsible for flight operations activities. Prior to joining MAXjet, Tim was an appointed Aircrew Program Designee and an All-Checks Check Airman for Midway Airlias a line Captain and was involved with two FAR 121 airline certifications. He was also Pilot and head of the Flight Department for Lewis University. Tim has logged more thaflight hours over his 27 years as an airline pilot. He holds a BS in Aviation along with ncertifications and type ratings. EXPERIENCE:

People Express Airlines, Inc. April 2012 - present: Director of Training - Newport NewsOversight of all company training both FAA regulatory and airport specific, Developmeairline operations and procedures and FAA certification, FAR 121 Captain and Check AiGemini Worldwide Airways- October 2008 to April 2012 Dulles, VA Chief Operating Officer Responsible for all airlines operations MAXjet Airways- May 2004 to August 2008 - Dulles, VA Chief Pilot and Director of Training Captain FAR Part 121 International scheduled air carrier Instrumental in the certification of the airline including manual development / FAA app
Five FAA Required Key PersonnelTimothy Drake (Chief Pilot continued)Endeavor Airlines- November 2002 to May 2004 - Fairview Heights, IL Vice President Standardization Responsibilities include overseeing all logistical operations, reported to Chief Executive OMidway Airlines- February 1994 to November 2003 - RDU International Airport, N.C. Aircrew Program Designee B-737 Check Airman Captain B-737-700 Check Airman Captain FK-100 Simulator Instructor Ground Instructor Transparent Container Company, Inc.- March 1992 to February 1994 - Chicago, IL Inside Sales: Manage a 19 state sales region with total sales of 1.3 million dollars. Responsibilities include customer service, new account start-up, maintenance of existing Accounts and providing quotes. Midway Airlines- September 1987 to May 1991 - Chicago, IL Company ceased operation13, 1991 FAR Part 121 scheduled air carrier. First Officer DC9, Captain DO228 Recipient of Midway Airlines “Shirt off Your Back Award” in recognition of performance abeyond the call of duty. Lewis University- May 1986 to September 1987 – Romeoville, IL Chief Pilot: Head of Udepartment.CFI: Conducted commercial and private flight instruction. Formal university classroom ground school instruction. 
Five FAA Required Key Personnel4. Director of Maintenance 1st CandidatePhillip JohnstonEMPLOYMENT EXPERIENCEConsultantVarious Companies/Individuals6/12-Present1.Evaluated and advised on maintenance requirements for startup airlines and indoperators.2.Scrutinized aircraft maintenance documentation to ascertain the airworthiness saircraft. 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 bridge aircraft back to Boeing MPDDirector of MaintenanceAmer-group, Cairo12/10 – 2/111.Responsible for the Maintenance and operations of the Company’s Gulfstream GFalcon 200 aircraft.2.Oversee all maintenance activity at MRO’s3.Plan and prepare work scopes for MRO’s4.Prepare Budget Estimates for Maintenance.
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Manager Technical PublicationsJordan Aviation, Jordan11/08 – 12/101.Responsible for the Technical Publications and Library for the all Departments in the Co2.Responsible for the converting of existing 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 Specific5.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 operations of the Company’s Gulfstream GIII aircFreedom 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 Inspector on the reqadding a B767-200 aircraft to their Air Operating Certificate3.Reorganization of the aircraft parts store, and the writing of policy and procedures for parts into and out of the company
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)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 by ensuring compliance and reviewing aircmaintenance actions. 4.Perform borescope inspections when required. 5.Perform duties of Inspector, RII and Parts Receiving at assigned station. 6.Ensure reports requiring immediate actions (i.e. FAA Form 337, Weight and Balance chetc.) are forwarded to Director of Quality Assurance. 7.Perform Maintenance and GMM training for company maintenance personnel and contrmaintenance. 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 Port

Sticks. 10.Manage company stockrooms for compliance with Materials Department Local OperatHandbook. 11.Monitor assigned station tooling/equipment calibration and coordinate disposition witDepartment. 12.Perform monthly audits of station stockroom shelf life items and report results to Mat

Department. 13.Perform routine on-sight audits of company owned parts and materials for reporting of Quality Assurance. 14.Perform other duties as assigned by the Manager of Quality Control and Director of Q

Assurance or higher authority.
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Caribex Inc., FloridaContract Inspector10/07 – On-goingPerform records audits and aircraft inspections, and prepare reports of findings, includinassessment 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 aircra• Coordinates parts and manpower requirements for engine/aircraft repair beyond the 

contract vendors and monitors repair activities through to completion

• Insures implementation of repair action plans• Insures completion of SDR reports and works in conjunction with the FAA liaison to 

up as requested by the FAA

• Analyzes problem areas and recommends corrective action through technical interac

maintenance vendors, engineering and flight crews

• Identifies chronic aircraft problems and develops detailed action plans for their repa• Briefs maintenance management on aircraft systems problems and provides correct

plans

• Briefs Duty Manager and above on status of all aircraft in work on shift
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Skyking, Inc., Sacramento, CaliforniaFlight Mechanic01/2007 – 03/2007Responsible for the continuing Airworthiness of a B737-200 (Part 121, Supplemenflying Private and Public ChartersXojet, McClellan, CaliforniaMaintenance Controller12/2006 – 01/2007Responsible for the return to service of aircraft for a Part 135 operationNational Air Service, Jeddah, Kingdom of Saudi ArabiaDirector Quality Management, 10/2006 – 11/2006 Responsible for:1. The total Quality of the Maintenance and Operations Departments.2. Liaise with the FAA with regards to the 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 – 09/2006 Responsible for:1. Oversee the Quality Department for a Part 129:14 operator2. Liaise with the FAA with regards to the 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.
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Gemini Air Cargo, Dulles, VAManger Maintenance Programs, 06/2004 – 11/2005 Responsible for:1. The effective continued surveillance and modification of the Maintenance Prog2. 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 Procedures for the current version of TRA

implementation of new updates and improvements.

Gemini Air Cargo, Dulles, VA

Manger “A” Check Planning, 12/2002 – 06/2004 Responsible for:1. The effective planning of “A” Checks for the DC10 30F and MD11F fleet to ens

maximum utilization between “A” Checks is achieved.

2. Coordinating with vendors, Gemini materials and line stations to ensure that 

requirements are in place before the commencement of the “A” Check.

3. Ensure that all time controlled Work Cards and components are scheduled to 

utilization of time.

4. Help to evaluate the current Maintenance Computer Program to ensure the p

utilization and develop reports on any shortcomings.

5. Develop user policy and procedures for the Maintenance Computer Program.6. Produce weekly and monthly reports for Maintenance, Inspection and Materia

Departments on a Weekly and Monthly basis.
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Polar Air Cargo, Long Beach, CA Supervisor Maintenance Programs, 10/2001 – 12/2002 Responsible for:1. Updating and modifying workcards as issued by Boeing.2. Creating and writing of new Workcards, Maintenance Authorizations FCD's, with respect to Airworthiness Directives and ServBulletins.Polar Air Cargo, Prestwick, Scotland A&P Maintenance Supervisor/Avionics Specialist, 02/2001 – 10/2001 Duties included:1. Supervision of mechanics on B747 100/200/400 aircraft checks. 2. Supervision of Avionic personnel on Fuel Quantity and FDR modifica3. Assistance on the line for transiting B747-100/200/400 aircraft. 4. Trainer for test equipment.Pacific Island Aviation, Saipan Director of Maintenance, 11/2000 – 02/2001Duties included:1. Organize, plan and effectively manage the maintenance departmenline and "B" checks on Shorts 360 aircraft operating between Saipan a2. Ensure coverage of maintenance on Guam, Rota and Tinian.
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)Matsushita Avionics Corp, London, England A&P Mechanic/lFE Engineer, 02/2000 – 11/2000Primary Duties included: 1. Carry out maintenance and repairs to IFE equipment on American Airlines, SingapoSaudia Airlines, Gulf Airlines, Virgin Airlines and Emirates Airlines aircraft. Secondary Duties included: 1. A&P trainer for new hires. 2. Health and Safety Committee member.3. Supervision of contractors on FAP (modification) Program.Airwork Limited, Seeb International Airport, Sultanate of Oman Electrical/Instrument & Avionics Engineer, 01/1999 – 02/20001. 1st and 2nd Line Maintenance on C 130 and BAC 1-11 aircraft. 2. Instructing members of the Royal Air Force Oman in the correct procedures for carrmaintenance on these aircraft.Federal Express, Sydney, Australia Airframe and Powerplant Mechanic, 10/1998 – 01/19991. Responsible for the supervision of the contract vendor for all maintenance requiremaircraft.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, Texas Quality Assurance Manager, 05/1997 – 01/19981. Responsible for the conducting of both Internal and External audits to ensure that CPolicies and Procedures were in compliance with DGAC (Mexican), F AA and Canadian Re2. Revising and updating of the Company's G.M.M., Aircraft Check Sheets, Work OrderLogbooks. 3. Training of all Allegro Mechanics and "Contract" Mechanics (Northwest and US AirwaCompany's Paperwork, Policies and Procedures. 
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)4. Assume the duties and responsibilities of the Maintenance Manager for North Ameri

during his absence. 5. Ensure that the maintenance carried out on a leased Canadian registered aircraft coAir Transport Canada Regulations.Allegro Airlines, Dallas, Texas 

Maintenance Controller, 02/1997 – 05/19971. Primary responsibility was to co-ordinate the day-to-day aircraft maintenance of B7and DC9 aircraft while in the U.S.A., and to ensure compliance with F.A.A. and DGAC (Mregulations.2. Secondary duties were that of trainer for North American Operations in Paperwork afor Allegro Airlines.S. T .S. Services, Memphis, Tennessee Airframe and Powerplant Mechanic, 11/1996 – 02/1997Contract Maintenance (including Avionics) on DHL B727 aircraft at Sacramento airportE.U.A. Air Support, Inc., Addison Airport, Dallas, Texas Quality Assurance Manager, 04/1996 – 11/1996Responsible for the following: 1. The efficient operation the Quality Assurance and Inspection Departments. 2. The coordination and liaison with the F.A.A. and J.A.A. Authorities.3. The company drug program. 4. Safety Officer. 5. The conducting of on going Internal and External Audits. 
Five FAA Required Key PersonnelPhillip Johnston (Director of Maintenance continued)6. The implementation of a Maintenance Department for E. U .A. Airways, Inc. (A Part Operator). 7. The evaluation of a computerized Aircraft Maintenance Tracking System.E.U.A. Air Support, Inc., Addison Airport, Dallas, Texas Quality Assurance Analyst, 02/1996 – 04/19961. Responsible for the setting up and implementation of the Quality Assurance and Ma

Planning 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. r4. Research of aircraft records to ensure all Maintenance and Airworthiness Directives 5. Maintenance of the Technical Publications Library.* Extended resume available upon request
Five FAA Required Key Personnel

4. Director of Maintenance 2nd candidate 

Steven J. PearCAREER HIGHLIGHTSRespected aviation/airline operations, maintenance, engineering and quality executive wtechnical knowledge and deeply varied experience. Effective leader, planner and team bufor compassionate management style. Wide range of experience in multiple aeronauticaincluding aircraft maintenance management, aerospace quality management, aviation/aservice, aeronautical engineering and aircraft performance; IT and telephony. Creative pwith intuitive approach. Consistently exceed performance goals and benchmarks. Expert 

trusting, lasting regulatory, customer and technical relationships. Developed and implemselected "industry best practice" vendor quality management system. Commended routicolleagues and team members for outstanding organizational, analytical and dynamic skrecognized with several US military civilian commendations from OCONUS commands foand creative problem solving.DIRECT PROFESSIONAL EXPERIENCE 

Nova International Airlines 01/2013 – present Vice President, Technical Operations | Planned FAA 119.65 Director of Maintenance Member of initial team assembled to build business plan and advance formation of the a

Researched and specified aircraft operating ranges, cycle costs and maintenance variablfleet Assisted CEO, COO, EVP and other key team executives by providing accurate informatioinvestors Air France Industries US – AMG Flite Components LLC, 1235 Profit Drive, Dallas08/2010 – 10/2013 Director, Quality & Regulatory Compliance; Interim Accountable Manager Co-managed repair station through major regulatory issue Rebuilt customer & FAA confidence to a highly polished image Scheduled & coordinated production carrying full authority of Vice President/General Ma
Five FAA Required Key Personnel

Steven J. Pear (Director of Maintenance continued)SJ Pear Corporation d/b/a Zone 1 Quality, 11811 NE Jefferson Point Rd, Kings98346 07/2009 – 09/2010 General Manager/Owner, under private contract Coordinated & directed R&D to develop & implement an aircraft retrofit project Managed development of an automated, comprehensive maintenance, quality & risk m

system Performed IOSA & C.A.S.E. preparatory audits for Part 129 airline & Part 145 repair sta7/2007 – 8/2009Virgin America, Inc., 555 Airport Blvd, Burlingame, CA 94010FAA 119.65 Chief Inspector, CASS Manager, Modification Site Coordinator, Launch team Coordinated, inspected & accepted delivery of newly manufactured aircraft at Airbus faAuthored, implemented & managed Technical Operations Quality Assurance (TOQA) ProAdministered RII (Required Inspection Item) program, inspector authorizations & Appro

07/2007 – 08/2009 Skybus Airlines, 4324 E. 5th Ave, Columbus, OH 43219 Certification team member, Quality, Vendor Oversight & Fuel Program Developer Authored manuals content relating to Technical Operations, Quality Control & Quality AConceptualized, authored & deployed fuel program; its associated manuals & customizeprogram Co-authored & implemented Quality Assurance & vendor oversight system 07/2006 – Air Transport International, LLC, 2800 Cantrell Rd., Little Rock, AR 72202 International MX Base Supervisor & Manager, International Flight Mechanic under DOD International Heavy MX Quality Inspector, Line MX Representative 
Five FAA Required Key PersonnelSteven J. Pear (Director of Maintenance continued)Managed line & mid-level maintenance bases in Japan, Okinawa, Germany & Australia, & Managed station budgets topping 1.1M & multiple teams of direct & indirect reports 

Oversaw heavy maintenance at repair facilities in Costa Rica, Peru & the US 10/1998 

BF Goodrich Aerospace MRO, 11323 30th Avenue, Everett, WA 05/1997 – 10/199Lead Systems Mechanic; Engines, Hydraulics, Pneumatics, Avionics & Flight Controls Managed team of nine technicians accomplishing heavy checks & overhauls on B727 & BAssisted with post-delivery interior installations/modifications on newly manufactured B7aircraft Specialized systems team member on Federal Express B727 engine Stage III hush kit mPear Enterprises Inc., 7928 Barrowood St., Orlando, FL 32835 06/1987 – 11/1996 Maintenance Consultant; Contract MX Representative, Flight Operations & Dispatch ConsCustomer base included Air Atlanta, Braniff III, Flight International, Spirit of America, In

Airlines, Emery Air Freight, Pan Am, Vintage Airways, IASCO, Page AvJet * Extended resume available upon request
Five FAA Required Key Personnel5. Chief Inspector 1st candidateMichael JeffersonI am a motivated hands-on individual, whose experience and knowledge has provided mopportunity to lead in both the managerial and technical aspects of commercial aviation 

and private sectors. My regulatory and compliance experience provides me with the abil

in all aspects of the industry. 

Work Experience 01/07-Present Consultant Airworthiness International 

As a consultant for many airlines, Lessor’s, Lessee’s and banks around the world, my resinclude the oversight of aircraft, their inspections, maintenance and transfer of ownersh

experience as an FAA Inspector allows me the ability to not only oversee inspections of arequired maintenance, it also includes the regulatory knowledge required to successfully 

aircraft, parts and maintenance history to civil authorities in other countries. Working on customers, I assist with budgetary decisions and suggest alternative methods of accompthat might not be apparent at the time. Twenty five years in all aspects of the industry h

me the opportunity to share my experiences to accomplish the goals and objectives of m

03/04-01/07 Vice President, Maintenance Maxjet Airways, Inc. 

As V.P. of Maintenance & Engineering for this start up airline, my responsibilities included the o

entire maintenance department. All budgetary decisions for the department, including personnemaintenance costs and unscheduled maintenance were included. Additionally, it was my responsthat all requirements regarding the certification process were maintained. The certification proceapproximately one and one half years to complete. My position required problem-solving skills tof engineering data and asset management to quickly resolve issues before they negatively affeoperation. Negotiating complex long term and short term contracts, while meeting the operationairline, were also job requirements. The working environment of the position has allowed me to at making crucial decision in a timely matter. 
Five FAA Required Key PersonnelMichael Jefferson (Chief Inspector continued)01/04- Present Pending Designed Airworthiness Representative (Maintenance) Federal Aviation Administration I have completed all required course work and am awaiting local FSDO approval as a De

Airworthiness Representative (DAR) for the FAA. 11/01-03/04 Vice President, Maintenance Midway Airlines As V.P. of Maintenance & Engineering for this established airline, my responsibilities incluoversight of the entire maintenance department. During my time at Midway, the airline ethree fleet type regional carrier to a one fleet type carrier to a US Airways express carrieof the entire maintenance department several times was required to properly staff each operational requirements of the airline. The budgetary decisions for the department, inc

personnel, forecasted maintenance costs and unscheduled maintenance are included. My required problem-solving skills through the use of engineering data and asset managem

resolve issues before they negatively affected the operation. Negotiating complex long tterm contracts, while meeting the operational needs of the airline, were also job require

10/00-11/01 Director, Quality Assurance Midway Airlines As the Director of Quality Assurance for Midway Airlines, my responsibilities included, bulimited to the safety and regulatory compliance of the airline. As the principle liaison to tAviation Administration as well as other governmental agencies, I worked closely with mand inspectors regarding a wide range of regulatory issues. My position as the head of othe airline required the constant review and auditing of key aspects of the operation. ReCompliance, Safety, Training, Reliability, Hazardous Materials and interpretation Michael 
Five FAA Required Key PersonnelMichael Jefferson (Chief Inspector continued)of the Federal Aviation Regulations, were all requirements of my position. The experienca federal inspector helped to prepare me for this position. 09/97-10/00 Assistant Principal Maintenance Inspector Federal Aviation Administration As an Assistant Principal Maintenance Inspector for the Federal Aviation Administration, in the oversight of the day to day operations of numerous FAR Part 121, FAR Part 135 an

operators. My knowledge and understanding of the Federal Aviation Regulations, coupled experience in the areas of Airworthiness Directives, Federal Security issues, Records keeFederal Reporting requirements as well as Training and Reliability, have permitted me thmore thoroughly perform oversight of the operators for which I had responsibility. 

05/96-09/97 Manager of Maintenance International Air Leases, Inc. As the Manager of Maintenance for International Air Leases, I was responsible for the minduction schedule, the forecasting of upcoming work and the performance of the maint

mechanics. Other responsibilities included oversight of the FAA Drug Compliance Program Repair Station vendor auditing requirements. 09/94-05/96 Quality Assurance Inspector Aviation Composites Services, Inc. As an inspector for Aviation Composites Services, I was responsible for insuring the quarepairs of aircraft components during all aspects of the repair process. I was also responReturn to Service of aircraft components and the proper completion of all documentation those aircraft components. 
Operation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 Frank A. TerranovaOBJECTIVE:Seeking Senior Management position involving the Tour and Travel industry with a Ga

Hotel Resort or Tour and Travel company where my skills, experience and extensive neprofessionals in the industry will be utilized to build and improve profits and customer Background IncludesAdministration / Operations / Marketing / SalesSpecial Knowledge of Travel Industry & Casino MarketingQUALIFICATIONS:•30+ years in the Tour and Travel Industry including Hotel, Cruise, Casino, Time ShareAuto, Busing and more.•Strong analytical and problem solving skills, financial management, employee develogeneral business acumen to continually create and develop new business dimensions changing Travel environment. •Created, Developed and Implemented more than a dozen highly successful Travel Reprograms 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 sCustomer ServiceWORK HISTORY:Hilton Grand VacationsSales ExecutiveResponsible for sales on action line2010 to present
Operation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 Frank A. Terranova (Operation Domicile Manager continued)Vacation Village ResortsSales Director 2005 to 2010 Responsible for the day to day management of the front line sales teamPlayers TravelVice President Sales 2003 to 2005Responsible for the Sales and Marketing of cruises as a promotional product to major 

America. Report directly to President and CEO.Experienced with sophisticated computer systems to manage, improve and enhance sCustomer ServiceWORK HISTORY:

Hilton Grand VacationsSales ExecutiveResponsible for sales on action line2010 to presentVacation Village ResortsSales Director 2005 to 2010 Responsible for the day to day management of the front line sales teamPlayers TravelVice President Sales2003 to 2005
Operation Domicile ManagerFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

Frank A. Terranova (Operation Domicile Manager continued)Responsible for the Sales and Marketing of cruises as a promotional product to majoAmerica. Report directly to President and CEO.Harrah’s Casino New OrleansDirector National Casino Marketing Nov 2001 to Oct 2003Responsible for managing the relationship with the independent representatives and Harrah’s branch offices. Also responsible for the overall bus operation and all cross pbookings. Accomplishments: Implementation and development of a Commercial Air Seat Block Overall supervision of the National Casino Marketing DepartmentAmadeus Global Travel Distribution, LLC.Vice President Corporate Partnerships Oct 1997 to Apr 2001Responsible for Corporate Sales within the Amadeus National Marketing Company as development of new strategic business opportunities. Report directly to the PresidenAccomplishments: - Implementation and development of the Canadian market entry -Overall supervision and development of the SAP initiative.Extended Resume available upon request
Organization & Management Team

To provide service and unmet demand on the unserved routes.Beginning in the first yeoperations, we expect taverage passenger load 66% of coach seating oincreasing thereafter to on to 90%+ as there is demand! 

Objectives:American West Jets will have as its primary objectives the followinelements: 

Restart 33 year operational international airline that is a UniteStates Flag Air Carrier (same license as American, Delta, Unit121 Airline International Airline Operations being rebranded aAmerican West Jets with world wide authority, all airplanes everywhere.
Organization & Management Team (con

The newly rebranded airline's mission is to fill a niche in the growing air-travel and cargo market in the Central American connection to the West Coast and the other regions. To achieve high and profitable load factors by identifying and serving key routes/city pairs that are currently under-served, where significant unmet demand exists, to set a new standard for air service and professionalism. 

Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

To achieve the projected results starting with 2 MD-83’s expanTri-Star jumbo jets during the second year of operations; supplementing those aircraft with additional aircraft and cargo called for by market demand. To identify and develop key interline alliances, cooperation, associations, and partnerships with other larger, more establishighly regarded airlines through interline arrangements, code common hubs, and so forth. 
Organization & Management Team (conMission: By utilizing advanced aviation, electronic, and informational technby designing effective and efficient systems and building in quality from the outset, we aim to ensure the highest level of service, opesafety, all based around the needs and convenience of the passengcargo clients. It also will help build the strong customer satisfactioexcellent reputation that will enable the airline to build solid interliarrangements necessary to expand its scope and customer attractearly stages. 
Organization & Management Team (con

Keys to Success: 

Employing an experienced, highly professional management teacombines vision; realism; financial ability; solid knowledge of thbusiness, on-the-ground knowledge of the region and markets Senior Management - American West Jets is currently negotiatinemployment agreements with four highly qualified individuals to senior management positions of the Company. (Vice-president, These key management personnel will be fully qualified and not Drex Hansen in the running and growth of the company but fullcarry forth the business in Drex's absence either short-term or 

Intelligent marketing that identifies the airline as a different kind of player, one that is sharper and smarter, and with a higher level of professionalism and operational standard than is the norm on the other airlines currently operating in and out of the South Pacific and in and out of Central America. 

Concentration on safety, with highly trained, dedicated, and propersonnel and straightforward, highly competitive fare pricing, aform key pillars of the marketing strategy
Organization & Management Team (con

Identification of under-served routes and city pairs in the target mwith sufficient passenger demand to enable high load factors and poperations utilizing the category of aircraft envisaged. 

Ownership Structure 

The LLC will be sold to putraded company AmericaAircraft Corporation, headDrex Hansen, its PresidenC.E.O.Benefits of LLC InvestmMembership The very favorable ROI is available to the LLC Memuntil the member units arexchanged for the Commshares in the Publicly Train American West Aircraft Corporation AWCR.
Organization & Management Team (cont

Company Summary: The plan for the new airline is an outgrowth of the market research and regional experience of two entities: Southwest Airlines and Allegiant Airlines Business Modeland the research of in 2010 through 2013.

Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014

Company Locations and The prime basing locations AmWestJets will be McCarrInternational Airport in Las Ontario International AirpoAngeles area) with service Lucas. Shareholders of our PubAmerican West Aircraft 

Presently 695 shareholdexpectations of over 1,5months.Shares on the float: 14
The following major considerations for selecting a loto base the rebranded airline were evaluated: 

High-traffic between our departure locations and key interchato provide sufficiently high load factors to our destinations. High levels of cargo traffic, including opportunities for interlinshipments of inbound and outbound cargo. The interconnection with one or more major carriers for onwaagreements. It is anticipated that most normal line maintenance will be pethe Las Vegas and Ontario base locations, with some minor mand repairs relegated to other locations in the route network. 

Las Vegas, NV Cabo San L
The following major considerations for selecting a lobase the rebranded airline were evaluated: 

We are acquiring our own engine overhaul facility to be relocatSan Antonio, TX to Ontario International Airport.Estimates for total labor and spare parts costs have been calcufixed per-hour cost. Sufficient apron and hangar space for staging, parking, and storing aircraft, engines and parts as needed on a short or long term basis for our fleet at all locations. 

Additionally, sufficient office space will be necessary in our Corporate HQ in Las Vegas, Nevada. 
The following major considerations for selecting a lobase the new airline were evaluated (cont.)

While the airline may consestablishing its own sales market locations, in generbe handled through a comInternet marketing utilizinairline's own website as wInternet travel websites, dgeneral sales agents in givand regular travel agencieeverywhere. Our ticketing be employed from home obasis with our managing c

maintaining a number of agents capable of having the highest quof any airline during any specific time zone or season of the year. are commission based with freedom to decide when and how muc
Competitive Comparison 

Safety, actual and perceived; Cost, and range of fares offered; Destinations served; Availability of 31 & 35” seat pitch demanded by the Islanders but not available on any other airline in coach; Reliability and on-time departures and arrivals; Convenience of flight schedules, times of arrivals and departures; 

Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 

American West Jets has several key distinguishing characteristics make it significantly better than its competitors, lower-standard currently operating both scheduled and charter domestic flights iAmerica. In comparing the proposed rebranded carrier to its local competiimportant to look at the factors that determine how most traveleairline. They include the following: 
Competitive Comparison (cont.)

Condition/Maintenance and readiness of aircraft; 

Ease and efficiency of reservations and ticketing; 

The comfort, reliability, 

and safety of the new airline's aircraft all will enable it to be the airline of preference for virtually all business, government, and organizational travelers. Most leisure and personal travelers will also prefer it to the existing options. 
The Market

Market Analysis Summary: 

Economic growth and the requirements of redevelopment are creincreased demand for domestic air services. The market combinof elements all of which demand a higher quality of air service thavailable: 

Business travelers requiring reliability, safety, speed, and schedules built around business needs. 

Government and internaorganization travelers, rsame elements and they not using any of local docarriers. Personal and leisure travhave the money to travewho increasingly demanlevel of safety and reliab
The Market

American West Jets will appeal to all these distinct groups by obetter quality service at a higher level of safety and at more refares, than currently available by flying direct. This description of Initial Operational Routes is a result of our Analysis over 2010 to 2013 with information supplied by two International Carriers that have Operations then and now in thThis was done during a deep recession with higher than normacosts with every expectation of improvements that will allow tto make even more than we are projecting. 

Cabo San Lucas
Assets

U.S. Flag Carrier 33 years of operationWorldwide Authority all airplanes everywhere FAR 121 operations. ACV

$20,500,000 

2 Million gal. of fuel storage on refinery 

pipeline Fuel Farm & Boeing 747 Hangar offices and gates. ACV 4,500,000 

4 ea. Passenger Aircraft; Lockheed L-1011-

500s ACV 7,200,000 

2 ea. L-1011-200 with full Cargo Conversion 

incl. hard floors ACV 2,000,000 

Two Airline Aircraft dismantled for parts: 

cataloged in four containers in Canada for Our

support & the Canadian Air Force 

L-1011 Aircraft. Value ACV 1,500,00010ea Rolls Royce RB211-524-B4i Engines 

from Serviceable to cores + spares & AD Kits ACV 10,000,000

Cash from the 15,000,000 member units 

being sold; net to the Company $12,000,000

VALUE OF ALL ASSETS:

$57,700,000 

LiabilitiesFuel & Maintenance (Leased Facilities) 1st yr 16M gallons fuel storage including deAirline Aircraft; 4 each Lockheed L-1011-50(new balance) 2 ea. L-1011-200 Full Cargo Conversion including hard floors Airline Aircraft dismantled for parts two ea. containers Rolls Royce RB211-524-B4 Engines ... 10 BBalance on FAR 121 International Airline UFlag Carrier with International Authority. Operations Labor for April – Dec. 2014 TOTAL LIABILITIES ASSETS for American West Jets, LLC. Including the sale of 20% of the equity in tCapital Requirements: Cost of operations excluding labor April – D2014 Four aircraft inspections to include in-serviFacility contracts for April – Dec. 2014 Total amount of capital at start-up without regards to escrowed ticket sales. 

Feb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 
Form 6510 Proof of InsurancFeb. 12, 2014 Rev. 17.DOT / AWJ-Ryan-Final / Feb. 12, 2014 
Risk Factors

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