American West Jets, LLC - American West Aircraft

EXECUTIVE SUMMARY
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International Airlines, Relocating to Las Vegas, Nevada and Sanford, Florida
Table of Contents
Pages
Executive Summary
3-7
Airports/Destinations Map
8-9
Routes & Frequencies Chart
10-11
Gross Revenue @ 65% of Coach Seating ONLY
12-13
Return On Investment
14-15
Success & Profitability / Airplane Configuration
16-17
Market Analysis / Competition
18-19
Management & Marketing Team
20
Organization & Management Team / Key Personnel:
20-23
Safety Inspector – Drex Hansen
24-26
Director of Operations – Edward J. Beacon
27
Chief Pilot – Don Dodson / Timothy Drake
27
Director of Maintenance – Phillip Johnston / Steven J. Pear
28
Chief Inspector/Operations Domicile Manager–Michael Jefferson / Frank Terranova
29
Organization & Management Team / Keys to Success
30
Organizational Structure and Summary
31-33
SEC/Accredited Investors
34
Subscription Information
35
Forward Looking Statement
36
American West Jets
37
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Executive Summary
Table of Contents
AMERICAN WEST JETS will service exclusively unserved (or underserved) routes with a highly efficient
operation that creates significant profits for the company and its investors. Our new Corporate HQ is in the
Geo-Center of Las Vegas, Nevada, 1.5 miles north of McCarran International Airport. We operate out of the
NEW International Terminal 3 in Las Vegas and the newly built International Terminal at Ontario Int. Airport.
We are building the newest, largest and also the ONLY maintenance facility to hangar up to four 747-400’s
at one time near the New International Terminal on the Sanford Intl. Airport near Orlando, Florida.
Our BUSINESS MODEL that makes us so efficient compared to most other airlines is that we buy aircraft that
are ten years or more, since the year of manufacture, upgrading them to the latest technology for a fraction
of the cost. It is therefore easy to understand that when a new Boeing 747-400 costs $265M and our
upgraded Boeing 747-400’s cost us about $26.5 M, our debt service for the same 400 seats traveling the
same 7,000 miles at the same 550 mph, is at only 10% of the debt service of similar airlines. We will
operate one extra aircraft for every 5 aircraft using it for those very profitable charters that “POP-UP” for
additional revenue!
ALL flights are as close to point to point departure and arrival locations (without hubs) as is feasible.
Operating best in the Charter environment where pilots need to file flight plans and know where they are
going and what is around them to make reasonable and necessary changes when it is in the best interest of
our passengers safety, convenience and economics.
Fuel contracts with Synthetic Jet Fuel converted from Stranded Natural Gas purchased via large discounts at
a cost of 42.5% of the Commodity Published Price will contribute to a reduced jet fuel cost.
Our preferred Jet Engine is the Rolls Royce RB211-5724B as we have an in-house Rolls Royce Engine
Overhaul Facility, again part of our Business Model of “doing it in-house” for quality, control and safety.
News article explaining the need for expanded schedule of underserved flights to Pago Pago:
See this! http://www.talanei.com/news/Travel-agents-say-summer-flights-inadequate/19112054
The Samoan Islanders and visitors to the Samoan Islands now must buy very expensive tickets connecting
through Honolulu, where they must go through an additional International three-hour wait time for seating
and additional fees in order to travel to Pago Pago and beyond. These families – many of which travel to
see grandparents and relatives in Pago Pago several times per year – are forced to pay as much as $1,500
to $2,300 for a single Economy Seat. We can serve this market demographically, affordably and profitably.
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Table of Contents
Executive Summary (cont.)
Underserved Market
In order to go from the Southwestern
United States to San Jose, Costa Rica
or Belize City, Belize, travelers must
first detour through Houston, Atlanta,
or Miami, where they will go through
a four hour (or longer!) wait for
international boarding prior to making
the flight to Costa Rica. This is the
only option available to people from
the South Western United States
traveling to Costa Rica and other
points in the Caribbean or Central
America, and it is exorbitantly timeconsuming (12 to 18 hours) and
expensive ($1,300 to $5,000). We can
serve this market demographically,
affordably and profitably.
AWJ-Final - Rev: 24.2
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Executive Summary (cont.)
Table of Contents
Market Factors
The market factors in West Africa, South Pacific and Central America from each coast
of United States favor the inauguration of a new airline to meet the demand for
additional, higher-quality wide-body mid-fare passenger and cargo service
linking the Southwest U.S. (Las Vegas, Nevada and Ontario, California) with
the rapidly expanding markets of the South Pacific and Central America.
This new service will connect these regions with the rest of the world through the
new International Terminal 3 at McCarran International Airport in the center of Las
Vegas, Nevada and Ontario, California International Airport (Los Angeles area). West
Africa will have the most frequent non-stop weekly charter flights to North America
based on the new international terminal at the Sanford Airport in the Orlando,
Florida area. Orlando, Las Vegas and Southern California are the most popular
travel destinations in the world with fifty million enplanements expected
per year within the next three years for McCarran and an additional 4060,000 per year for Ontario International (near the Los Angeles area). Our
airline will base its business and marketing strategies on the previous successful
airlines that we have been involved with such as America West, South West,
Allegiant, Continental and United Airlines. Thus achieving high, and profitable
load factors, through absorption of unmet demand in un-served and underserved routes for which this demand currently exists.
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Executive Summary (cont.)
Table of Contents
Demographic Details
The South Pacific, the Gold Coast of Australia (Brisbane), Southern Baja, Belize, and
Costa Rica of the Central American Regions are expanding with a growing population
to serve over 5.3 million, and suffers from substantial unmet demand for wide-body
and lower-fair scheduled air transportation to and from the South Western part of
the U.S. There is currently no airline operating in a non-stop venue from Southern
California or Las Vegas into these regions.
The mineral rich western region of Africa, where minerals including oil, silver,
tungsten, gold, platinum and diamonds are found in abundance by engineering
groups from around the world. Much of the equipment needed to extract these
assets is produced and managed out of North America, yet travel is very expensive
and difficult. There are currently no non-stop flights to any of our pre-selected
destinations from North America.
Experience has shown that carriers which
can maintain a "mean and lean" operation,
with the right fares, will not only survive, but
will prosper. As long as they stay with quality
service and optimal efficiency as the primary
rules that govern management and not the
other way around.
Newest B747’s in New Boeing
Paint Scheme
AWJ-Final - Rev: 24.2
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Executive Summary (cont.)
Table of Contents
Sanford International Airport will be our heavy maintenance aircraft center.
The 747 operations schedule will consist of one flight per week to each offshore destination,
by FAR rules, that is unscheduled charter.
All tickets are round trip on the 747’s, with a minimum U.S. stay of seven (7) days.
There is almost no direct flights from the United States to any of these destinations:
Dubai, U.A.E. Brisbane, Australia:
Christchurch, New Zealand;
Istanbul, Turkey; Bucharest, Rumania;
Belize City, Belize; Malabo Accra, Ghana;
Lagos, Nigeria; Conakry, Guinea
Pago Pago, American Samoa;
Kingston, Jamaica; Oranjestad, Aruba;
Rio De Janeiro; Los Cabos, Baja
San Jose, Costa Rica; North Dakota
American West Jets, is designed around this well-defined business model: one that uses a
minimum of aircraft types, point-to-point flights ensuring low operating costs, maintenance
and training efficiency, and a high level of customer service and safety.
As demonstrated throughout this business plan, it is clear that a strong growth potential
exists for the future, and the airline will gear itself toward sensible, well-based growth,
solid financial and business planning.
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INTERNATIONAL AIRPORTS
Inside the New Sanford International Terminal
McCarran’s New International Terminal 3
Ontario International Airport
Houston Hobby Airport
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DESTINATIONS
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ROUTES / FREQUENCIES
Domestic
Depart
LAS (Las Vegas, NV)
SFB (Sanford, FL)
ONT (Ontario, CA)
SFB (Sanford, FL)
LAS (Las Vegas, NV)
ONT (Ontario, CA)
1 Way Fare
$600
$700
$700
$600
$150
$150
Distance
2,034
2,147
2,147
2,034
181
181
Duration
4:25
4:40
4:40
4:25
0:25
0:25
Destination
SFB (Sanford, FL)
ONT (Ontario, CA)
SFB (Sanford, FL)
LAS (Las Vegas, NV)
ONT (Ontario, CA)
LAS (Las Vegas, NV)
Frequency
3 per week
Caribbean
Depart
ONT (Ontario, CA)
KIN (Kingston, Jamaica)
ONT (Ontario, CA)
AUA (Oranjestad, Aruba)
1 Way Fare
$800
$800
$850
$850
Distance
2,728
2,728
3,311
3,311
Duration
5:55
5:55
7:10
7:10
Destination
KIN (Kingston, Jamaica)
ONT (Ontario, CA)
AUA (Oranjestad, Aruba)
ONT (Ontario, CA)
Frequency
Round Trip Fare
Distance
Duration
Destination
Frequency
$1,400
4,162
9:00
1 per week
$1,500
4,554
9:55
$1,600
5,280
11:25
$1,700
5,497
11:55
$1,800
5,677
12:20
$2,200
6,931
12:20
DKR (Dakar, Senegal)
SFB (Sanford, FL)
C KY (Conakry, Guinea)
SFB (Sanford, FL)
ABJ (Abidjan, Ivory C oast)
SFB (Sanford, FL)
AC C (Accra, Ghana)
SFB (Sanford, FL)
LOS (Lagos, Nigeria)
SFB (Sanford, FL)
SSG (Malabo, GQ)
SFB (Sanford, FL)
1 Way Fare
$450
$800
$700
$800
Distance
948
1,913
1,440
1,913
Duration
2:05
4:10
3:10
4:10
Dest. #1
SJD (Los C abos, Baja)
SJO (San Jose, C osta Rica)
BZE (Belize City, Belize)
SJD (Los C abos, Baja)
Frequency
6 per week
3 per week
3 per week
3 per week
$700
$450
$1,000
$1,000
1,440
948
6,199
6,199
3:10
2:05
13:00
13:00
SJD (Los C abos, Baja)
LAS (Las Vegas, NV)
GIG (Rio de Janeiro, BR)
LAS (Las Vegas, NV)
3
6
1
1
West Africa (fares round trip only)
Depart
SFB (Sanford, FL)
DKR (Dakar, Senegal)
SFB (Sanford, FL)
C KY (Conakry, Guinea)
SFB (Sanford, FL)
ABJ (Abidjan, Ivory C oast)
SFB (Sanford, FL)
AC C (Accra, Ghana)
SFB (Sanford, FL)
LOS (Lagos, Nigeria)
SFB (Sanford, FL)
SSG (Malabo, GQ)
Central & South America
Depart
LAS (Las Vegas, NV)
SJD (Los C abos, Baja)
SJD (Los C abos, Baja)
SJO (San Jose, C osta Rica)
BZE (Belize City, Belize)
SJD (Los C abos, Baja)
LAS (Las Vegas, NV)
GIG (Rio de Janeiro, BR)
3 per week
2 daily
3 per week
3 per week
1 per week
1 per week
1 per week
1 per week
1 per week
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per week
per week
per week
per week
Table of Contents
ROUTES / FREQUENCIES
Middle East
Depart
SFB (Sanford, FL )
D WC (D ubai, A E)
SFB (Sanford, FL )
I ST (I stanbul, T R)
1 Way Fare
$ 2 ,5 00
$ 2 ,5 00
$ 1 ,9 00
$ 1 ,9 00
Distance
7 ,7 4 5
7 ,7 4 5
5 ,8 7 8
5 ,8 7 8
Duration
1 6 :0 0
1 6 :0 0
1 3 :0 0
1 3 :0 0
Dest. #1
D WC (D ubai, A E)
SFB (Sanford, FL
I ST (I stanbul, T R)
SFB (Sanford, FL )
South Pacif ic
Depart
L A S (L as V egas, N V)
BN E (Brisbane, A ustralia)
O N T (O ntario, C A)
C H C (C hristchurch, N Z)
1 Way Fare
$990
$440
$990
$400
Distance
5 ,0 1 7
2 ,4 9 4
4 ,8 5 7
2 ,2 4 0
Duration
1 0 :5 5
5 :2 5
1 0 :3 0
4 :5 5
Dest. #1
1
P P G (P ago P ago, A m. Samoa)
P P G (P ago P ago, A m. Samoa)
P P G (P ago P ago, A m. Samoa)
P P G (P ago P ago, A m. Samoa)
Frequency
1 per week
1 per week
1 per week
1 per week
Way Fare Dest. #2
$440
BN E (Brisbane, A ustralia)
$990
O N T (O ntario, C A)
$400
C H C (C hristchurch, N Z)
$990
L A S (L as V egas, N V)
Distance
2 ,4 9 4
4 ,8 5 7
2 ,2 4 0
5 ,0 1 7
Duration
5 :2 5
1 0 :3 0
4 :5 5
1 0 :5 5
Frequency
3 per week
3 per week
3 per week
3 per week
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Table of Contents
Gross Revenue @ 65% of Coach Seating ONLY
Primary Financial Results anticipated during the first three years of operation
for 2016, 2017, and 2018 are as follows:
The financial results represent a conservative approach with an average
passenger load factor of 65% of our capability from our flight operations,
and increasing to 85% after the year 2016.
Beginning with small domestic routes in the fall of 2015, we will add our
new routes to Central America by mid 2016 to all destinations with legs of
over 2,500 miles in our Boeing 747-400’s Aircraft.
The B-747’s will also be used in Un-Scheduled Charter for once a week
trips to West African Countries.
The Gross Sales for 2016 at the LOW-LOW utilization of 65% or less is
expected to be in excess of $400,000,000 with a Gross net of
$167,000,000, not including any of the profits from Cargo.
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Table of Contents
Gross Revenue @ 65% of Coach Seating ONLY (cont.)
After 2017, the 2nd full year, revenue
will increase by 15% to that year total
of $719,900,000 gross sales; in
consideration of the first nine passenger
aircraft that we put into unserved and
underserved routes.
Twelve aircraft into service by the third
year of operations with similar routes
and rate structure will provide
$980,000,000 gross receipt for the
twelve aircraft with similar revenue.
A cargo load factor of 40% is
anticipated with only minor marketing
as cargo transport is in demand, with
only a few ways of delivery that is
efficient, and none direct to the locales.
1st sales call arranged a 10,000 lbs. at
$6/lb. per flight to Pago Pago!
8/19/2015
AWJ-Final - Rev: 24.2
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Table of Contents
Return On Investment (ROI)
The investors in this offering will receive options on stock prior to the five
planned forward splits in that they are going to be Semi-Annual Payments
as a Return on Investment (below):
CASH DISTRIBUTION TO INVESTORS
(All Payments are Semi-Annual)
Investment
Level
$25,000
Units
$1
$100,000
$4
$500,000
$20
$1,000,000
$40
12/31/2015
$1,500
6% APR
$7,000
7% APR
$40,000
8% APR
$90,000
9% APR
6/30/2016
$1,750
7% APR
$8,000
8% APR
$45,000
9% APR
$100,000
10% APR
12/31/2016
$2,250
9% APR
$10,000
10% APR
$55,000
11% APR
$120,000
12% APR
6/30/2017
$3,250
11% APR
$12,000
12% APR
$65,000
13% APR
$140,000
14% APR
12/31/2017
$3,250
13% APR
$14,000
14% APR
$75,000
15% APR
$160,000
16% APR
6/30/2018
$3,750
15% APR
$16,000
16% APR
$85,000
17% APR
$180,000
18% APR
Present Market Value for the Airline is $1,500,000 per 1% and the Aircraft
Leasing Company and Jet Aero Jet Engine Overhaul is $1,500,000 per 1%. Invested Capital
can be converted to Common Stock within the first 24 months of (ROI) investment
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Investment, Earnings, and Assets (ROI)
Table of Contents
This company will derive a substantial amount of profitability from unserved and
underserved routes utilizing chronologically older B-747-400 aircraft upgraded to a
very high level of technology (B-747-400’s with 415 seats).
Investors are investing in American West Jets, at a discount from the book value of
the assets assigned to the airline by the parent company, American West Aircraft
Corporation.
An operating margin (EBIDTA) of 22% achieved within the first year of operations,
reaching 36% by the end of the second year.
A key element contributing to the success of this international carrier will be its
organizational/management team expertise and oversight.
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Success and Profitability: Co-ops, Upgrades, Technology
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 destinations, will
result in the increase of additional
flights from the initially planned three
flights per week, to each destination.
Table of Contents
Las Vegas is an International Center
for Air Transportation with up to
44,000,000 total passenger enplanements during 2014 and
facilities for up to 55,000,000 in
place. Florida received
40,000,000+ visitors during 2014.
We only need 175,000 out of
88,000,000+ to fill our aircraft
annually.
2. Utilization of the latest
electronic and informational
technologies in reservations,
sales and marketing: e-ticketing,
e-scheduling and resource planning
and operational oversight. We will
use some of the best of the South
West, Allegiant and Jet Blue Airlines
original marketing plans; one of
these Marketing Tools will be selling
discounted 10 flight ticket books
called e-books that will consist of
discount tickets that can be used
within the buyer’s family for one
year.
8/19/2015
AWJ-Final - Rev: 24.2
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AIRCRAFT CONFIGURATIONS
8/19/2015
AWJ-Final - Rev: 24.2
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The Market
Table of Contents
Market Analysis Summary
Economic growth and the requirements of redevelopment are creating
increased demand for domestic air services. The market combines a variety
of elements all of which demand a higher quality of air service than currently
available:
Business travelers requiring
reliability, safety, speed and
schedules built around business
needs.
Government and international
organization travelers, requiring the
same elements and they are currently
not using any of local domestic
carriers.
Personal and leisure travelers who
have the money to travel by air and
who increasingly demand a higher
level of safety and reliability.
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Competitive Comparison
Table of Contents
American West Jets has several key distinguishing characteristics that will make it significantly better
than its competitors, lower-standard airlines, currently operating both scheduled and charter domestic
flights in The South Pacific and Central America.
While the airline may consider establishing its own sales offices in key market locations, in general
sales will be handled through a combination of Internet marketing utilizing the airline's own website as
well as other Internet travel websites, designated general sales agents in given locales, and regular
travel agencies everywhere.
In comparing the proposed new carrier to its local competition, it is important to look at the factors
that determine how most travelers choose an airline. They include the following:
Ease and efficiency of reservations and ticketing;
Safety, actual and perceived;
Cost, and range of fares offered;
Destinations served;
Reliability and on-time departures and arrivals;
Convenience of flight schedules, times of arrivals and departures;
Type of aircraft, including jet or non-jet, size, and speed;
Condition/Maintenance and readiness of aircraft;
Availability of 31 & 35” seat pitch
(Demanded by the Islanders but not available on any other airline in coach)
In the overall design of the airline and its basic operational features, as well as in its management,
quality control, and day-to-day operations, American West Jets is expected to stand out positively in
almost every regard.
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.
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Management & Marketing Team
Table of Contents
Organizational & Management Background
American West Jets has specialized in Aircraft Maintenance, Aircraft Management, Crew
Management /Training, Aircraft Sales and Financing for the company’s clients, who
operate in most of the aviation sector with a long and successful track record including
extensive experience organizing as a consultant with other start-up aviation companies
with similar scope in the United States.
Joining with American West Jets are experts in their field from major air carriers
throughout the United States; others having operations in Houston, Texas,
Scottsdale/Prescott Arizona, and Las Vegas Nevada since 1982.
American West Jets has employed Acquisition
& Funding Strategies to enhance and develop
the acquisition and funding departments.
Management has over 45 years experience in
the airline industry, marketing, safety, and
start ups. AWJ will partner with companies
and associations throughout the continental
area of West Africa, Baja, Mexico, San Jose,
Costa Rica, the Islands of the South Pacific
(American Samoa, Western Samoa and Fiji),
Jamaica, Australia and New Zealand, Dubai
U.A.E., Turkey and Romania, Nigeria, Molaba,
New Guinea, North Dakota and to identify
business and profit opportunities and strategic
partnerships implementing/benefiting from the
identified travel destinations and scheduling.
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Organization & Management Team
Table of Contents
Organizational Background
American West Aircraft (Houston Texas) and A-Jet Air Charter of Houston Texas
provided aviation services in North & Central America for local & State
Governments. These companies had an average of 1,200 flight hours per month
on domestic and regional un-scheduled on-demand flights.
The services included provision of the following:
Aircraft/Lease/Sales/Charter
Pilots & Flight Training
Maintenance & Airframe Mods/Supplemental Type Certificates
Aircraft Management Consulting/Training
Insurance/ Financing for Clients and Operations

The companies operated under the highest safety and security standards and
not one person has been seriously injured or killed in any of the thousands of
operations. No operational failure was recorded during the thirty years of these
operations. The American West Aircraft companies were involved in the rescue
activities and humanitarian aid to the victims of the many disasters in and
around their operations and have donated many flights From Alaska in the late
‘70’s to the Western U.S. until late in 2007.

This organizational and management team has a proven record of
accomplishment of reducing risk ensuring the safe success of a new carrier.
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Organization & Management Team (cont.)
Table of Contents
President & CEO
Drex Hansen
Chief Financial
Officer
Chief Operations
Officer
Director of
Operations
Scheduling Flight
Crews
8/19/2015
Senior VP
Marketing
Chief Scheduling
Officer
Chief Maintenance
Inspector
Overhauls & Repairs
Director of
Maintenance
Airworthiness & FAR
Requirements
AWJ-Final - Rev: 24.2
Director of Safety
FAA Drug Testing
Program
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Organization & Management Team

President and CEO, Drex Hansen
and his team (with key personnel in
each of the regions that we will be
serving) are in charge of all aspects
of the companies from conception to
setup, and ongoing operations.

These duties include: raising capital
from private investors, contracting of
all parties involved, large scale
logistic activities (with Southwest
Airlines, one of the model companies
recruitment of manpower (Australian and U.S.), managing the daily operations
and long term planning, business development (special charters for many
companies, manpower companies, and the family trek to the homeland
operations) for passengers to the South Pacific and to Central America,
marketing and public relationship at local and international markets, finance
and accounting, preparation of aircraft according to the regulations and
requirements of the civil aviation authorities.
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FAA Required Key Personnel
1. Safety Inspector
Drex Hansen Biography
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 two dealerships sold more than 25% of the total production.
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 obtained 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, the name changed from American West Investments to
American West Aircraft, building 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 who 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. 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.
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AWJ-Final - Rev: 24.2
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FAA Required Key Personnel
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Contents
Drex Hansen (Safety Inspector continued)
Qualifications: Pilot in Command 28,300 hrs. + since 1959 Cert. # 1594594
Airline Transport Pilot, multi-engine land
Commercial Pilot, single engine land
Learjet Typed, Learjet Type Rating Instructor
FAA Medical Certificate
Education:
Sacramento City College 1963-1965 – Business Law, Accounting, Psychology
U.S. Army Adjutant General School, 1968 Personnel Management
Honorable discharge from U.S. Army Adjutant General Corps. in June 1974
1981 - Gulfstream Systems training
1982 – Xerox Professional Selling Skills
Experience:
3/1970 to 6/1975 –Executive Pilots, Inc. - President
6/1973 - 11/1975 – Built, developed & raced drag hydroplanes (1975 APBA World Champion)
June 1974 – Started American West Investments-Manage Partner Owned (Fractional) Jets
1976 to 1978 – Business Developer for owned hotels, restaurants, and lounges.
1979 to 1980 – Contract Pilot for Stanford Research Institute, National Geographic and
all media groups including CBS, NBC, ABC, API and UPI. Cargo contractor for DHL
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FAA Required Key Personnel
Drex Hansen (Safety Inspector continued)
Portland International Airport to Seattle (SEATAC)
1980 Learjet training (airline transport pilot, Type rated in Learjet pilots and FAA personnel).
1980 to 1981 – Casper Air Service, Casper, WY. Sold Gulfstream aircraft in their Turbine
Sales Department. Learjet pilot charter department.
January 1982 Recommended by Russ Meyers, President of Cessna Aircraft Corporation
Wichita, Kansas to Houston Northwest Aviation in Houston, Texas.
1982 – Houston NW Aviation - Established multi-engine Cessna line.
January 1983 – Present – American West Aircraft - President & CEO
1985-1988 – AJet Air Charter Inc. - President & Chief Pilot
Control Shareholder and Founder of operating a fleet of learjets.
Control shareholder of three national banks in Houston, Texas.
Training:
1981 Gulfstream Pilot and maintenance training and Cessna management training.
1981 to Present – Airline Transport Pilot, Learjet qualified, instrument, commercial, multiengine landing, commercial single engine landing.
1983 to Present - American West Aircraft – Airline Consultant – Point to point Route
Structures – Minimal Aircraft Types – In-house Capabilities to include Flight Planning
1985 to 1989 – Ajet Air Charter-Jet Charter Company: Client Frank Lorenzo-Continental
1990-Present All Operations moved to Las Vegas-Jet charter operations-Aircraft Sales
2012 – Present Market analysis for New American West Jets International Airline
Operations Limited Liability Company formed in September of 2013 a Nevada LLC.
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FAA Required Key Personnel
Table of Contents
2. Director of Operations
Edward Beacon
WORK EXPERIENCE
PEOPLExpress Airlines, Inc – Chief Pilot & Director of Flight Standards – B737
Kalitta Air, Inc. – International Relief Captain: B747-400F. Flag Air Carrier - Worldwide Intl. Cargo
Southern Air, Inc. – Crewmember: B-747F- Flag Air Carrier - Worldwide Int’l Cargo
Corsair Applications, Inc. – COO & Sr Exec VP/(BoD) - Aviation Consultation Group
Provided consultation services to US FAR 121 Air Carriers / Airports / Corporate Flight
Gemini Worldwide Airways, Inc. - Director of Flight Standards / Captain - Senior Management Startup Team / Director of Safety & Security US FAR 121 Flag Air Carrier Int’l passenger/cargo operations.
Gemini Air Cargo, Inc. - MD11 Fleet Manager & (Acting) DC10 Fleet Manager - Captain: MD11-200F /
DC10-30F, Managing FAA Check Airman - All Operational & Admin. aspects of Airline Flight Standards
Program with $1B a/c & over 200 crewmembers, FAA Check Airman - All Seats & Simulator Check
Airman: Administer Proficiency Chks & Proficiency Trning, Line Chks, Standards Chks, & Capt. / FO Initial
Operational Experience. US FAR 121 Flag Air Carrier conducting Worldwide International Operations.
3. Chief Pilot (1st candidate)
Don Dodson
WORK EXPERIENCE
Aviation Consultant Group - Chief Operating Officer
Ascend Airlines - Chief Operations Officer
Eos Airlines - Senior Vice President Flight Operations – Director of Operations
3. Chief Pilot (2nd candidate)
Timothy Drake
WORK EXPERIENCE
Gemini Worldwide Airways - Chief Operating Officer
MAXjet Airways - Chief Pilot and Director of Training
Instrumental in the certification of the airline including manual development / FAA approval
Endeavor Airlines-Vice President Standardization
Responsibilities include overseeing all logistical operations, reported to Chief Executive Officer.
Midway Airlines- Aircrew Program Designee B-737 Check Airman Captain B-737-700
Simulator Instructor Ground Instructor
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Table of Contents
FAA Required Key Personnel
4. Director of Maintenance (1st candidate)
Phillip Johnson
WORK EXPERIENCE
Atom Aviation - Consulting on the requirements for maintenance on a start-up airline.
Managing the major check to bridge aircraft back to Boeing MPD - Director of Maintenance
Amer-group, Cairo - Manager Technical Publications
Jordan Aviation, Jordan - Manager GIII Operations
Freedom Air, Guam
Maxjet Airways, London UK - Quality Control Inspector
Caribex Inc., Florida - Contract Inspector
4. Director of Maintenance (2nd candidate)
Steven J. Pear
WORK EXPERIENCE
ASQ (American Society for Quality) - Full Member-Certification-Manager of Quality/Organizational Excellence.
Nova International Airlines 01/2013 – present – Vice President, Technical Operations | Director of Maint.
Member of initial team assembled to build business plan and advance formation of the air carrier
Researched and specified aircraft operating ranges, cycle costs and maintenance variables for proposed fleet
Assisted CEO, COO, EVP and other key team executives by providing accurate information for potential investors
Air France Industries US – AMG Flite Components LLC, TX 75247 08/2010 – 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 Manager
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FAA Required Key Personnel
5. Chief Inspector (1st candidate)
Michael Jefferson
WORK EXPERIENCE
01/07-Present - Airworthiness International - Consultant
Consultant for many Airlines, Lessor’s, Lessee’s and Banks around the world.
Responsibilities include the oversight of aircraft, their inspections, maintenance and transfer of
ownership. Previous experience as an FAA Inspector provides the ability not only to oversee
inspections of aircraft and required maintenance, it also includes the regulatory knowledge required
to successfully transfer aircraft, parts, and maintenance history to civil authorities in other
countries. Assist with budgetary decisions. Twenty five years in all aspects of the industry.
03/04-01/07 - Maxjet Airways, Inc. - V.P. of Maintenance & Engineering
Maintenance Department Oversight. All budgetary decisions including personnel, forecasted
maintenance costs and unscheduled maintenance. Ensure all certifications maintained; 1.5 years
to complete. Problem-solving skills using engineering data and asset management. Complex
contract negotiations. Crucial decision making in a timely manner.
6. Operation Domicile Manager (1st candidate)
Frank Terranova
WORK EXPERIENCE
30+ years in the Tour and Travel Industry including Hotel, Cruise, Casino, Time Share, Airlines,
Auto, Bussing and more. Supervised more than 500 employees and annual revenue of $200M.
Created, Developed and Implemented more than a dozen highly successful Travel Reward Programs
to increase profits and customer loyalty. Experienced with sophisticated computer systems to
manage, improve and enhance Sales and Customer Service. Strong analytical and problem solving
skills, financial management, employee development and general business acumen to continually
create and develop new business dimensions in an ever changing Travel environment.
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Organization & Management Team (cont.)
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Keys to Success
Employing an experienced, highly professional management team that
combines vision; realism; financial ability; solid knowledge of the aviation
business, on-the-ground knowledge of the region and markets to be served.
Senior Management - American West Jets is currently negotiating
employment agreements with four highly qualified individuals to fulfill the
senior management positions of the Company. (Vice-president, COO, etc.).
These key management personnel will be fully qualified and not only assist
Drex Hansen in the running and growth of the company, but be fully able to
carry forth the business in Drex's absence either short-term or permanently.
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 professional
personnel and straightforward, highly competitive fare pricing, all will
form key pillars of the marketing strategy.
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Table of Contents
Organizational Structure and Summary
Identification of under-served routes and city pairs in the target market
area with sufficient passenger demand to enable high load factors and
profitable operations utilizing the category of aircraft envisaged.
Use of jet fleet of modern, United
States-built aircraft that offer a high
level of comfort, safety, and fuel and
operational efficiency, which meet all
normal aviation standards, and which
offer sufficient passenger and cargo
capacity on the envisaged routes.
Establishing a high level of
operational oversight and quality
control that will ensure that the airline
always lives up to its marketing
commitments and fulfills the promise of
a high level of service, customer
satisfaction, convenience and safety, at
a reasonable, highly competitive fare.
Strong customer satisfaction and excellent reputation that will enable the
airline to build solid interline arrangements necessary to expand its scope and
customer attraction in the early stages.
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Organizational Structure and Summary (cont.)
Company Summary:
Company Locations and Facilities:
The plan for the new airline is an
outgrowth of the market research
and regional experience of two
entities: South West Airlines and
Allegiant Airlines Business Models
and research of 2010 through 2014.
The prime basing locations for the
AmWestJets will be McCarran International
Airport in Las Vegas, Ontario International
Airport (Los Angeles area) and Sanford
International Airport (Orlando area) with
satellite bases at our major destinations
that may include:
Brisbane, Australia; Christchurch, New Zealand;
Conakry, Guinea; Lagos, Nigeria; Kingston; Jamaica;
Oranjestad, Aruba; Pago Pago; American Samoa;
Istanbul, Turkey; Bucharest, Rumania; Dubai, U.A.E.
San Jose, Costa Rica; Baja Mexico
Shareholders of our Public Company
American West Aircraft Corporation
Presently 635 shareholders, with
expectations of over 1,500 within
24 months.
Shares on the float: 19,800,000.
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Table of Contents
Organizational Structure and Summary (cont.)
Ownership Structure
The LLC has been sold to the publicly traded company American West Aircraft
Corporation, headed by Drex Hansen, its President and C.E.O.
Benefits of LLC Investment Membership
The very favorable ROI is only available to the LLC Members and until the
member units are exchanged for the Common shares in the Publicly Traded
stock in American West Aircraft Corporation AWCR.
Exit Strategy Option:
Within 18-24 months, after achieving certain objectives, an exit strategy
can be optioned via the sale of the company to with a Wall Street/
Singaporean International Banking Company owned by Alvin Donovan,
Equity Partners Fund SPC. Which has given American West Aircraft
Corp., in writing to buy the airline for a minimum of $150,000,000. We
anticipate this to be higher, possibly in the $3-400,000,000 range.
Operations
U.S. Southwest and the U.S. Coast to Coast, Central America, South Pacific,
West Africa and into South America, AS WE HAVE WORLD-WIDE AUTHORITY!
The Company
Nevada Limited Liability Corporation with assets of $42+ Million.
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Accredited Investors
Table of Contents
The Company will conduct the Offering in such a manner that investment
memberships may be sold only to “Accredited Investors” as the term is defined in Rule
501 (a) of Regulation D promulgated under the Securities Act of the 1933 (the
“Securities Act”), or to a maximum of 35 Non-Accredited Investors that may be
allowed to purchase investment memberships in this offering. In summary, a
prospective investor will qualify as an “Accredited Investor” if he, she, or it meets any
of the following criteria:
Any natural person whose individual worth,
or joint net worth with that person’s spouse,
at the time of purchase, exceeds
$1,000,000;
Any natural person who had an individual
income in excess of in each of the 2 most
recent years or joint income with that
person’s spouse in excess of $300,000 in
each of those years and has a reasonable
expectation of reaching the same level in the
current year;
Any private business development
company as defined in Section
202(a) (22) of the Investment
Advisors Act of 1940;
Any entity in which all the equity
owners are Accredited Investors.
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Table of Contents
Subscription Information
USE OF PROCEEDS
To be a debt minimum airline to
the best debt to equity ratio in the
industry.
MANAGEMENT COMPENSATION
All Management will be
compensated via a smaller than
normal guarantee and a
percentage of gross profits.
BOARD OF ADVISORS
Advisory Team is being assembled
during startup.
LITIGATION
DESCRIPTION OF MEMBERSHIP
UNITS
Minimum member units to be
considered one Investment
Membership is 25,000 member
units.
HOW TO SUBSCRIBE FOR
MEMBERSHIP UNITS
All member units and information
to be verified by the President and
CEO; Drex Hansen.
ADDITIONAL INFORMATION
See Company for any additional
information you may need.
No litigation is being contemplated
by any entity at this time
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Forward Looking Information
Table of Contents
Some of the statements contained in this Memorandum, including information
incorporated by reference, discuss future expectations, or state other forwardlooking information. Those statements are subject to known and unknown
risks, uncertainties, and other factors, several are beyond the Company’s
control, which could cause actual results to differ materially from those
contemplated by the statements. The forward-looking information is based
on various factors derived using numerous assumptions. In light of the risks,
assumptions and uncertainties involved there can be no assurance that the
forward-looking information contained in this Memorandum will, in fact, transpire
or prove to be accurate.
Important factors that may cause the actual results to differ from those
expressed within may include, but are not limited to:
The success or failure of the Company’s efforts to successfully market its
products and services as scheduled;
The Company’s ability to attract, build, and maintain a customer base ;
The Company’s ability to attract and retain quality employees; The effect of
changing economic conditions;
The ability of the Company to obtain adequate debt financing if only a
fraction of this Offering is sold.
These, along with other risks, which are described under “Risk Factors”, may be
described in future communications to members.
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8/19/2015
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