30 October 2025
by Oliver Smith – Head of Sales
In private aviation, few words trigger more stress than “AOG” — Aircraft on Ground. It’s the moment when an aircraft, grounded by a technical issue or maintenance snag, can no longer fly until the problem is fixed. For both operators and brokers, an AOG can unravel a perfectly planned trip in seconds, turning logistical precision into a race against time, money, and expectations.
From an operator’s perspective, an AOG is a complex crisis. Unlike commercial airlines, private operators often work with smaller fleets and leaner inventories. When a part fails, it may not be sitting on a nearby shelf. Sourcing replacements can mean navigating global supply chains, customs delays, and time zones — all while the aircraft sits idle and the client waits for a solution. Even with the right part, certified maintenance engineers may not be available, especially if the grounding occurs at a remote airport or outside normal working hours. Every delay increases costs: crew day rates, hangar fees, and potential client compensation can quickly erode margins.
Regulation adds another layer of difficulty. Repairs or part replacements often require approval from aviation authorities, and the rules differ by country. What’s acceptable paperwork in France might not satisfy authorities in Dubai or the U.S. Even a simple oversight in documentation can hold up a release-to-service. For operators, managing an AOG means coordinating engineers, regulators, suppliers, and sometimes local officials — all under the relentless pressure of a grounded jet and a client waiting for the green light.
For brokers, the challenge is equally intense but of a different nature. They sit at the intersection between the client’s expectations and the operator’s reality. The client doesn’t care that a fuel pump is delayed in customs or that the crew member had a medical emergency. They care that their flight isn’t leaving on time. The broker must communicate transparently, source alternatives, and keep confidence intact, all while managing a situation they don’t control.
Finding a replacement aircraft is rarely simple. Availability fluctuates, and prices surge in emergencies. The broker must confirm the substitute aircraft’s airworthiness, insurance, and regulatory compliance, often within hours. One misstep — a missing permit, an uncertified operator — could expose them and their client to serious legal or safety risks. Meanwhile, they must absorb or negotiate unexpected costs: repositioning fees, premium charters, or refunds. In many cases, profit margins vanish in the scramble to salvage the client’s experience.
Both brokers and operators face a shared set of structural challenges. Global supply chain fragility, varying regulatory standards, and the 24/7 nature of private flying make AOGs inherently unpredictable. Preventative measures — predictive maintenance, pre-positioned spare parts, service agreements with OEMs, or access to backup aircraft — all help, but they’re expensive and not always feasible for smaller companies. Balancing preparedness with financial reality is an ongoing struggle.
Ultimately, managing an AOG in private aviation demands coordination, communication, and calm under pressure. The best operators and brokers aren’t those who avoid AOGs altogether — that’s impossible — but those who respond with speed, transparency, and professionalism. In an industry where time and trust are everything, the true measure of success is not just keeping planes in the air, but keeping clients’ confidence grounded in reliability when things go wrong.
This last summer has definitely tested our team here at Saxon Air to the max, we have had more AOG’s than I can remember and mostly not on our own fleet. The big difference for me was the way operators dealt with it, some just handed me back the responsibility of sourcing a replacement and advised that our refund would be with us the following day. Others operated the way; I believe all operators should and that’s to revert with a solution. It may not be the ideal solution but at least it is one and one we can offer to our client alongside anything we could source, it shows they have tried to help, which can only help relations. I was always told to deliver bad news with good news.
What’s the industry perception here, if you go AOG as an operator, is it acceptable just to say, Sorry, Here is your money back” or should the operator do their best to offer a suitable solution? I am fully aware that a solution isn’t always possible, but again that goes back to communication, inform the broker we have not found anything yet but will keep trying alongside you.
For me the lessons learnt this summer are about communicating correctly and timely, give people (where possible) enough time to source a replacement when the dreaded AOG gets mentioned, keep hold of slots so they can be transferred over (again where possible) but 100% refund the money ASAP unless you can then pay the replacement directly yourselves.
AOGs will always be an inevitable part of aviation — unpredictable, disruptive, and frustrating in equal measure. But how we respond to them defines who we are as an industry. Whether you’re an operator or a broker, the key isn’t perfection; it’s partnership. A quick refund might close the transaction, but a proactive solution builds lasting trust. Communication, transparency, and effort — even when the answer isn’t ideal — go a long way toward showing clients and partners that we’re all pulling in the same direction. At Saxon Air, that’s the standard we hold ourselves to: when an aircraft goes down, we pull together, act fast, and focus on keeping people moving. Because in private aviation, reliability isn’t just about the aircraft — it’s about the relationships that keep them flying.