The Bombardier Challenger 850 was first certified in 2006 (as an upgrade to the Challenger 800) and is still in production today. This jet is unique because it was derived from the CRJ200 airliner and shares the same airframe and dual CE CF34-3B1 turbofan engines. The Challenger 850 can carry large loads over transcontinental distances (i.e. New York to Los Angeles), making it a versatile heavy jet option for personal and business travelers alike.
The spacious cabin is the same as the Global 6000, with a shorter range, often offering substantial cost savings. The Challenger 850’s cabin can be configured 3 ways to meet unique business requirements and is laid out in 3 zones. It offers a well-equipped galley and a full-sized, private deluxe lavatory for passengers, with an additional forward lavatory for the crew. The noise-reduction technology makes for a peaceful trip, while the addition of an audio/video system, internet access and satellite phone, make conducting business in the air a breeze.
The Challenger 850’s cabin is very spacious with 6’1″ of standing height and measures over 7’2″ in width and 48’4″ in length. With 30% more cabin space than its closest competitor, this aircraft will accommodate 12-15 passengers comfortably, as well as 2 crew members and a flight attendant. The Challenger 850 also has a generous baggage compartment providing 115 cubic feet of internal baggage space that is accessible during flight.
The Challenger 850has a range of around 3,230 statute miles with 12 passengers on board, and flies at an average speed of 528 mph. The cockpit is equipped with a Rockwell Collins Pro Line 4 avionics system, an all-glass cockpit, dual digital radios, color weather radar and six display screens, offering the highest level of jet charter safety.
The Challenger 850 offers the best combination of size, comfort and value and is a favorite of corporate and leisure passengers alike.
To request a Challenger 850 for your next trip, please contact us. We would be pleased to provide you with a flight quote for your next trip.
The Citation Sovereign was designed to offer exceptional overall performance, while also providing unrivaled comfort and amenities for passengers. The Sovereign’s spacious interior is over 24 feet long and offers many amenities typical of a Heavy Jet, such as a full size refreshment center, several entertainment options and a full size lavatory. It can seat up to 8 passengers comfortably and the cabin height is tall enough at 5′ 8″ that most people can stand up. The baggage space in the Citation Sovereign is unmatched compared to other Super Midsize Jets with 135 cubic feet of baggage space.
The Citation Sovereignhas a truly impressive range with its coast-to-coast capabilities. The long range makes the Sovereign a customer favorite because it compares to a Heavy Jet, but is more economical as far as fuel economy. It performs exceptionally well at high elevations and is very capable of take-off and landing from shorter runways.
Citation Sovereigns are also a favorite of pilots because of its many automatic features and easy handling. With an improved wing design that drastically improves airflow and lift capabilities, the Sovereign is able to cruise at speeds of 514 mph. It is equipped with Pratt & Whitney Canada PW306C turbofan engines that are flat-rates to minimize noise pollution, and provide 5,600 lbs of thrust during takeoff. From the landing gear to the brake system and unique variable gearing mechanism that adjusts the jet’s flaps to optimal angles during flight, the Citation Sovereign is hard to beat in overall performance, comfort, versatility, and range.
The TSA (Transportation Safety Administration) requires that all passengers over the age of 18 provide proper identification prior to boarding an aircraft. This regulation also applies to private aircraft. Please make sure you have acceptable identification in the event the pilots ask you or your guests to provide it.
Prior to the trip your name is submitted to the TSA. The TSA checks all passenger names against individuals listed on the “no-fly” list. However, the crew may ask you or your guests to produce photo identification to confirm your identity.
The pilots may be mandated to check identification. There can be substantial fines for an operator who is found to be in non-compliance. So please don’t take it personally if you are asked.
We can keep a copy of your license or other acceptable ID on file as back up in the event you lose or misplace it. Ask Client Services for details.
Acceptable IDs include:
Driver’s licenses or other state photo identity cards issued by Department of Motor Vehicles (or equivalent)
If you plan to use your state-issued ID or license to fly within the U.S., make sure it is REAL ID compliant. If you are not sure if your ID complies with REAL ID, check with your state department of motor vehicles. For information by state, including where to obtain a REAL ID, visit the DHS REAL ID website and click your state on the map.
Every air traveler 18 years of age and older will need a REAL ID-compliant driver’s license, state-issued enhanced driver’s license, or another acceptable form of ID to fly within the United States.
The Gulfstream IV is a superior heavy jetknown for its performance in terms of speed, range, cabin size and passenger capacity. The GIV seats 12 and can travel 4,264 statute miles at average speeds up to 534 mph. The Gulfstream IV was produced after re-engineering the wing structure of the Gulfstream III. The GIV offers a standup cabin and a longer transcontinental range than the GIII, as well as a slightly larger baggage capacity and seating for one additional passenger.
The Gulfstream IV is very popular for long-haul family vacations, transcontinental trips, and golf outings because of its versatility. The GIV has the ability to fly for longer distances, but can conveniently maneuver into smaller airports so it can essentially travel anywhere.
The GIV has had several upgrades over the years including the special purpose Gulfstream IV-SP and the later redesigned Gulfstream G400 which has since been updated to the popular G450.
The Gulfstream IV features forward or rear galleys with ample space for meal service, a crew lavatory and an executive lavatory, a stateroom with the option for 1-2 berthing divans in the rear of the aircraft, and a cabin attendant. The 169-cubic-foot baggage compartment is internally and externally accessible and can easily accommodate passengers needs, even when flying with bulky sporting equipment.
In this article, Author Jan Jones discusses how Executive Assistants can work to be seen as a business partner to their Executives.
FlyPrivate is a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!
FlyPrivate: How can executive assistants get their executives to see them as a “Business Partner?” What are some things executives do that show they respect their assistant as a business partner?
Jan Jones: I’m repeatedly asked “How can I be a secret weapon if my executive doesn’t see assistants that way?” “I can’t get my executive to notice me and acknowledge my contribution.” “My executive doesn’t know how to use me.” “How can I be a business partner to an executive who wants to do everything herself?”
The answer to the first part of your question is not straightforward, and these questions from assistants clearly demonstrate that. There are many misconceptions and misunderstandings about the term “business partner”, that present a barrier to the title being widely acknowledged and used, with respect to the EA role.
A major hurdle in that effort is that many executives – across the age spectrum and across the world – are reluctant to bestow the title, or consider the idea that their assistant is their business partner. When I’m consulting with those executives, I allay their concerns by suggesting they view it for what it is – a collaboration, an alliance between the executive and assistant, rather than seeing it as an assistant giving themselves airs, or trying to presume an authority, or legitimacy they don’t have.
While there is a strong push by EA advocates in western countries for the title, I hear from our EA colleagues in other parts of the world that their executives won’t countenance such a title for an assistant. Indeed, in parts of the world assistants continue to be called “secretary”, although that may be because the title is closer to the job being done, rather than disrespect towards the person performing it, or the profession as a whole. I know cultural norms are a source of dismay for assistants in some countries. But our EA colleagues in exotic lands should take heart because Adam Fidler, the UK’s premier EA trainer, says that many UK executives also resist calling an assistant a business partner. It’s not only a cultural impediment, other factors are in play. But that’s a lengthy discussion to be had at another time.
As we see from these EA questions, too many executives are unaware about the caliber of assistance an assistant brings to the table. And the truth is, a percentage of executives don’t require or want that level of assistance. Often, it’s the executives who are conversant with technology, but have yet to determine how they can widen the scope of their own jobs, beyond the task-based way they are currently doing it. They are so deep on their treadmill of churning it out and getting it done, that they can’t stop for a moment to delegate, collaborate, or consider there may be an alternative. Many of these executives have never had an assistant before, they’ve never seen assistants who are role models of effectiveness, they’ve never been taught the purpose and value of an effective assistant. So they can’t immediately see how an assistant can be of service to them.
Assistants: You’ve got a job to do educating your executives on the role you play and what you can do. Just because they’ve hired you, doesn’t mean they know how to use all the features that come with a product like you. They’ve bought something and have yet to read and understand the how-to manual.
My unending mantra to assistants is: Showing is Better Than Telling. Show them what you can do. Until you show them, they won’t know. Many have no idea because they’ve never seen it done. They don’t know that it can be done, let alone how it can be done. It’s up to you. Realize that partners don’t wait to be told what to do. They know what the business requires and they do whatever it takes. Business partners have an investment in the business. They have financial skin in the game. What’s your stake in the business in which you work? How are you helping to grow and build that business the way a financial business partner would? What are you bringing to the partnership in return for asking to be called a “partner?” This is an important question that you should be asking yourself. How are you stepping up to the role of business partner?
Showing is Better Than Telling. That’s why I wrote my book for executives and not for assistants. It’s deliberately called “The CEO’s Secret Weapon How Great Leaders And Their Assistants Maximize Productivity and Effectiveness.” I did that because executives need to be educated on what an assistant can do. They need to realize they have a secret weapon ready for deployment right beside them. And it’s the job of every assistant to demonstrate every single day, just what an assistant can do. If you don’t teach them, how will they learn? That’s what I did with my executives. I showed them more and better ways to utilize the depth of my expertise. I demonstrated that I clearly understood the business, what they were trying to achieve and how I could add value. You can do that by speaking intelligently, using the language of the business or the industry. Make pertinent suggestions. Bring relevant matters to their attention. If you can relieve them of making one more decision, do it. You have to play the role of educator. You can’t sit back passively and wait for people who haven’t got a clue, to magically get a clue. People believe what they see more than they believe what they hear. So let them see what you can do.
One highly experienced assistant was struggling to get her executive’s attention to discuss how she could help this new executive. Every time she tried, her executive would push her away with some excuse. And then it was another, and another thing that she just could not look up from. I suggested the assistant make a list of all areas she saw where she could take tasks away from the executive. Give specific examples: Here are some areas where I notice… Let them see exactly where they are getting bogged down, and how you can help them to reclaim that precious time. Give them the list and let them look it over at their convenience. Let them know you’d be happy to discuss when they are ready. Meanwhile, you keep performing to the very best of your ability and keep siphoning off things that you can handle to make their load lighter.
At one point in my career, while I was deciding on my next move, I did temporary work. I covered for assistants who were on vacation, maternity leave, sick leave, or while the executive was interviewing for a new assistant. Guess how many job offers I got. When I arrived at those organizations, I didn’t sit back and wait for the executive to give me tasks to perform. I immediately set about finding out how I could make it an easy transition for them. Some EAs, particularly the ones going on vacation, who didn’t want to come back to a mess, left helpful directions. But not always. I would start by checking out what was in their In-tray to see what action needed to be taken, and the Out-tray to see what had been completed and what needed to happen next. I looked at the correspondence. I went through the files, their contacts, everything that would get me immediately familiar with that EA’s job. Then, with my list of questions, I would ask for time with the executive so I could get some direction and get down to work. Many were surprised at my proactive stance and most welcomed it. I heard repeated whispers that they were getting more work out of me than they got from their assistant. Those executives got a long-overdue lesson in how an enterprising assistant takes charge of her role. They needed to be shown – this is what I can do for you. For the middle managers who didn’t want to use me (their work was too important to give to a mere temp), I showed them the meaning of important. I would go to the chief executive’s assistant, introduce myself and ask if I could help them. 99% of the time, their grateful answer was “sure”.
Here are some examples of how successful business leaders utilize their assistants as business partners. This is how you want to train and develop your executive. This is how you’ll partner with your executive, by knowing what the best leaders do and gradually coaxing your executive into doing the same.
Access: Smart leaders give the assistant full access. This access allows the assistant to understand the business, their executive’s priorities, what they like or don’t like. The assistant learns by directly observing the executive’s decision-making process, their style of communication, their values and interests. This perspective will give you a compass for how to act on your executive’s behalf. Assistants who are granted access to their executive don’t hesitate to act as their proxy when required. Get around your executive. Show interest. Ask questions. Make suggestions. Encourage your executive to relinquish tasks to you. If you have to start small, then start small, but start.
Autonomy: Good leaders know when to become immersed in the details and when they should let someone else take the lead. They hire the right person and trust them to get the job done. These executives share the vision, mission and goals and trust their assistant to use their experience, skills and creativity to take it from there. If your executive hasn’t been loosening the reins, ask yourself why. Is it because they are micromanagers and mistrusting, or have you not shown any inclination or ability to be autonomous and make good decisions? If you are waiting for your executive to “let” you, you’ll be a long time waiting.
Confidence: Strong leaders boost their assistant’s confidence and give them opportunities to show initiative and learn new things. They notice what you do and give you credit. If you make a mistake, they guide you towards a better way. The best way to gain confidence is to start taking on projects and working independently. The more you do, the more confident you’ll become. Don’t hesitate to ask for guidance if you don’t know, or if you run into trouble. Get accustomed to speaking up and sharing your opinion. Easy does it at first. Test the waters before you start dishing out advice or suggestions, unless you are certain of what you are talking about and how it will be received. Even if your executive doesn’t respond to your initiative, keep practicing how to expand your reach, work independently and get involved. It will increase your value and help you as you progress in your career.
Kudos: Smart leaders champion their people and recognize their efforts. They understand the caliber of performance you are delivering and never take you for granted. They don’t hesitate to say thank you, or praise you for stellar performance and reward you with increased responsibility, remuneration, or something more immediate like time off. Even in my first job, when I was a junior secretary, my boss would once in a while give me an “early mark”. That’s Aussie-speak for leave early. A consideration so appreciated by a young woman who was working hard to learn the ropes and impress her employers. It told me my efforts were being noticed and rewarded.
Respect: Top business leaders show courtesy and consideration to their assistant – in public and private. They listen to you. They value your input. They treat you as a professional.
Gratitude: Tuned-in leaders acknowledge the immense job their assistants do on their behalf. Time after time, leaders have told me they could never do what they do without their assistant. In my book, management guru Ken Blanchard remarked, “Assistants give you the capacity to do so much more.” Great leaders remember to express their thanks, show consideration and once in a while, look for ways to reward their assistants.
These are some habits that for generations have enabled extraordinary leaders to function at optimum levels, working effectively with their exceptional assistants. If a mind shift is going to happen, it’s going to come from you and through you, dear assistant. How successfully your executive makes the transition to seeing and accepting you as a “business partner”, is in your hands. The goal is to be treated as a professional, a respected business partner, with or without it being your official title.
Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.
Jets come in different sizes and have different capabilities. Some have the same name but are made in multiple sizes. You need to work with an organization that has access to all of them and can recommend the best options. Here’s where we come in!
This is strange for us to say because our mission is to deliver the best pricing possible, on the best aircraft options. The lowest priced option for your trip may come with some stipulations you may need to be aware of. This can include: possible fuel stops, limited luggage capacity, tough cancellation policies, or a limited cabin configuration for your passenger count. Sometimes a few more dollars can make for a much better experience. We will make you aware of the differences so you can make an informed choice.
Chartered aircraft operate under the FAA’s Part 135 regulations. These are the most stringent safety requirements in general aviation. There are compliance requirements for pilot training, pilot duty hours, weather, maintenance and safety equipment. We also add a second layer of safety. The charter operators we use for our customers are also audited for compliance by third party safety organizations such as ARG/US or Wyvern, Ltd. These organizations audit the FAA’s records on each operator to ensure ongoing compliance. This allows us to use the best charter operators for our customers. Each aircraft maintains liability insurance. Coverage limits vary based on the size of the aircraft and liability limits range from $50M-$300M on each flight.
Although you can book your trip using our App or by emailing us, there is always a live person available to handle any questions regarding your flight at any time. Our personal customer service is a priceless benefit in an increasingly impersonal world. Our process allows us to offer you direction on the best aircraft, the most convenient local airports, and other day-of-flight logistics, making your flight as enjoyable as possible.
In 2002, we pioneered the “pay as you fly” complete access national charter service. Complete access gives our customers the ability get one–way and round trip pricing on demand, without having to pre-pay hours or join a membership by making a prepaid deposit. Our best customers are experienced private fliers who have owned planes or been in membership programs. This is the best endorsement of the value of our service. These customers recognize from their own expensive experience, that what matters most are safe aircraft, flown by experienced crews, at a fair value and delivered with unmatched customer service.
As you consider this decision, please rely upon us as others do, to take care of your family and friends.
“I wanted to shoot a quick message of appreciation and let you know how much Jack and his family loved the trip. In particular, Jack raved about the Embraer Legacy 600. If possible, let’s keep that one in mind for future trips.” – Boston, MA
“Thanks for a great flight. My wife and I enjoyed the trip and the dogs seemed fine. We now have an easy way to travel back and forth to Naples. Thanks!” – Naples, FL
“We had been fractional owners for the past four years. By using your service we have been able to eliminate the upfront capital commitment and the recurring monthly charges in fractional ownership. Our savings will be almost $1 million dollars which we have invested in increased production facilities.” – Buffalo, NY