The private aviation sector has faced strong economic headwinds in recent times, but VistaJet has weathered the storm while charting a course of remarkable growth. The company, led by founder Thomas Flohr, has accomplished this through a business strategy that includes investment in infrastructure, global expansion, and a keen focus on a customer-centric business model.
These moves have helped VistaJet solidify its position as a leader in the industry. The company, which Flohr started in 2004, has grown to become a global private aviation company, flying to 2,400 airports around the world.
Flohr attributes much of VistaJet’s success to its unique approach to the private aviation business. VistaJet offers a subscription program that allows clients to only pay for using a jet when they need one, rather than having to sink costs into buying and maintaining a private jet. He says another driving force behind the company’s growth is its commitment to maintain a truly global fleet.
“We fly to 96% of the globe — essentially anywhere in the world where you can land an aircraft — and offer the added benefit of guaranteed aircraft availability with as little as 24 hours’ notice, wherever you are in the world,” Flohr told Entrepreneur Middle East. “Our global infrastructure is what makes this possible. We have a floating fleet, which means none of our aircraft has a ‘home’ to fly back to — when you book with us, we simply move the nearest plane to pick you up.”
A Subscription Model Helps Drive Growth for VistaJet
VistaJet’s subscription model stands out as a critical driver of its success, providing clients with flexibility and access. Unlike traditional private jet ownership or fractional ownership models, VistaJet offers a tailored program that guarantees availability and consistency across its fleet.
Flohr said to Entrepreneur Middle East that the subscription model “delivers exceptional savings for private individuals and resonates particularly well with our corporate clients, especially when compared to the cost of ownership, which includes steep depreciation of the aircraft and high maintenance costs.”
Part of VistaJet’s business model is to make aircraft within each model line identical to each other, providing consistency, reliability and comfort. In addition to the flagship Program membership, VistaJet offers the VJ25 membership, aimed at travelers flying as little as 25 hours annually.
VistaJet’s subscription model exemplifies the company’s focus on providing efficient aviation solutions, setting it apart in the competitive private aviation market. It’s also driven growth, with the number of memberships increasing annually.
In a statement on vistaglobal.com about the continued growth of VistaJet, Flohr said the “rapidly growing subscription program highlights just how popular our unique asset-free offering is among both existing clients and those flying private for the first time.
“We continue to see unprecedented levels of demand from existing and new members, with many more hours being sold to existing members as well as a large number of new clients asking to join Vista.”
VistaJet Makes Strategic Investments in Infrastructure, Key Regions
VistaJet’s commitment to enhancing its infrastructure has been pivotal in its growth trajectory. In 2023, the company concluded significant investments in global infrastructure, establishing a network of seven dedicated maintenance hubs across the U.S. and Europe. These facilities have bolstered in-house maintenance capabilities, increasing speed, agility, and aircraft delivery levels.
Additionally, VistaJet undertook an extensive fleet refurbishment program, completing 93 aircraft refurbishments in 2023 — 50% more than initially planned.
Thomas Flohr has also focused on expanding VistaJet’s services to key regions worldwide. In the U.S., the company reported a 41% increase in the number of flights during 2022, with New York City becoming one of the top locations for VistaJet flights.
Flohr also expanded use of the Global 7500 aircraft in the United States. In early 2024 VistaJet announced the company now has Global 7500 jets dedicated to the United States market. The company made the move after seeing the number of Global 7500 flight hours increase 76% in the U.S. in 2023 alone. The Global 7500 stands out for its ability to fly nonstop for up to 17 hours, offering four distinct cabin zones, including a private bedroom.
Additionally, in 2023 VistaJet increased the number of aircraft serving Asia and the Middle East, responding to heightened demand for private aviation services. As in other parts of the world, the company’s ability to make the Global 7500 aircraft available helped fuel growth in the region.
In 2024, VistaJet expanded its operations in the eastern and southern regions of Africa, showcasing its Global 7500 aircraft. After a successful West Africa tour in the first half of the year, the company continued its activations in Nairobi, Kenya’s capital, as well as Johannesburg and Cape Town in South Africa.
“As the African region experiences unparalleled economic growth, VistaJet is committed to offering best-in-class solutions for businesses and high-net-worth individuals who value efficiency, safety, and reliability in their travel,” said Philippe Scalabrini, VistaJet’s president of Europe and Africa. “By launching in East and southern Africa, we aim to support our clients in navigating the opportunities and challenges of this dynamic market.”
Thomas Flohr Guiding VistaJet’s Global Expansion
VistaJet has continued to expand its global footprint. The company operated about 87,000 flights during 2023, an 18% increase year over year and an 80% rise compared to prepandemic levels.
Notably, more than 50% of VistaJet’s flight hours originated from outside the U.S., underscoring its global diversity and the benefits of its floating fleet model.
All this grew from Thomas Flohr’s recognition that the private aviation industry needed a shake-up. In his former career in asset finance, he struggled to find private jet services he could rely on.
“There were no global brands I felt I could trust, which seemed remarkable for an industry that sells to the wealthiest and most influential people on the planet,” Flohr told McKinsey & Co. He decided to found VistaJet on the subscription model, believing it would get traction.
“I believe that corporations should invest their equity in building their core businesses,” he told McKinsey. “At the end of the day, an aviation service is a service you can easily outsource. Why would you have your equity stuck in something that is not your core business? So, I believe in subscription models.”
Flohr said that this model continues to drive expansion. In a news release about the company’s growth, he noted that the company produced double-digit growth across all markets and is positioned to continue increasing market share over the next two decades.
“The trust of our Program members is driving our steady growth trajectory, with ever more remaining loyal to Vista than ever before. This provides us with consistent, visible, revenue streams and a strong client base,” he said. “Our long tenure in this industry means we can anticipate and understand what global business leaders want when it comes to global travel.”