Interview Flight Deck

Strategy: Reframe. It's not a "jump"; it's a "title correction." Prove you were already doing the job.

Example Answer: "That's the core reason I'm so excited about this role. At NetJets, my role grew far beyond the 'Senior Exec' title. I was the one training and mentoring all new hires, I was the primary escalation point for my pod, and I was the one representing my team in meetings with other departments, like when I fixed the 'India Permit' process. I was performing the functions of a team lead, and I'm ready to take on that formal ownership and develop a team here at VistaJet."

Strategy: Use the "AOG First Flight" example. Focus on the *process* (Communicate, Plan, Update), not the panic.

Example Answer: "We had a new, high-profile client whose very first flight went AOG. It was a potential disaster. I immediately took control and called the client's PA. I owned the problem, explained the situation clearly, and gave them a firm timeline for my next update. In the background, I was already working with our charter team to source a recovery aircraft. By maintaining calm, transparent communication and focusing on the solution, we saved the trip and, more importantly, started the relationship with trust."

Strategy: Show your "Mediator" persona. Focus on professionalism and the client. Use the LEAP method.

Example Answer: "I've handled this informally. My first step is to take the emotion out of it. I'd speak to each exec privately to *Listen* and *Empathize*. Then, I'd bring them together to *Advise* on the core issue, re-focusing them on our common goal: the client. Finally, I'd have us *Propose* a clear, professional path forward. The team's internal friction should never be felt by the client."

Strategy: Use the "CRM Super-User" & "UX/UI" examples. Show you're tech-savvy and process-oriented.

Example Answer: "I'm confident I can master it very quickly. When my previous company rolled out a new, non-intuitive CRM, I made it my business to learn it inside and out, and I quickly became the go-to expert for my colleagues and even my supervisor. I'm process-driven and my UX/UI course taught me how to analyze new systems. I see Salesforce as a powerful tool and I'm eager to learn its full capabilities within my first 30 days."

Strategy: Show you're moving from *doing* to *leading*. It's about strategy, not just tasks.

Example Answer: "My last role was about being the best *operator* and 'fixer' for my specific clients. This Director role is about *leading* and *scaling* that excellence. It's about training a whole team to be 'fixers,' about designing the *processes* so problems don't happen in the first place, and about being the formal, strategic link between the commercial team and the service team. I'm excited to move from managing flights to managing and developing people."

Strategy: Be honest, positive, and forward-looking. Use the "Structural Ceiling" concept.

Example Answer: "I had an incredible 7 years at NetJets and I'm proud of the work I did, especially in mentoring my team and improving processes. However, I had reached a structural ceiling where there was no clear path to the formal leadership role I was already performing. I made the strategic decision to leave so I could dedicate my full attention to finding the right *leadership* opportunity, not just another job. This Director role is exactly what I've been preparing for."

Strategy: Show a clear plan: 30 (Learn), 60 (Contribute), 90 (Lead).

Example Answer: "My plan is based on listening, contributing, and then leading. First 30 days: Listen. I'd be a sponge. I'd learn the team, the clients, and the processes. I'd master Salesforce and build a strong relationship with each of my execs, understanding their challenges. Next 30-60 days: Contribute. I'd start handling escalations and assisting with client onboarding. I'd identify one or two 'quick wins,' likely a process bottleneck similar to the 'India Permit' issue I solved at NetJets. By 90 days: Lead. I'd be fully autonomous, managing the team's daily operations, and presenting my first set of process improvement suggestions to you, based on my observations."

Strategy: Make it personal and strategic. Use the "Former Colleagues" point.

Example Answer: "I've admired VistaJet's brand and global model for years. But honestly, the strongest endorsement came from colleagues I trained at NetJets who now work here. They confirmed the high-performance culture and, more importantly, that this is a company where I could take on the formal leadership role I'm ready for. I'm excited by the 'Program' model and the opportunity to bring my experience to your team."

Strategy: Show your homework. Frame the Vista model as requiring *more* skill.

Example Answer: "My view is that the 'Program' model requires an even *higher* level of continuous service. At NetJets, a fractional owner has a 'pride of ownership' that builds loyalty. At Vista, you have to *re-earn* that loyalty with every single flight and every hour they fly. It's a faster-paced, more commercially-driven model, which I find exciting. It also creates a huge opportunity to use the XO on-demand service as a funnel to up-sell clients into the Program."

Strategy: Show you're a leader who serves, not a boss who dictates.

Example Answer: "Trust isn't given; it's earned. My first day won't be about giving orders. It'll be about listening. I'll sit with each exec one-on-one. My first question will be 'What's the biggest bottleneck in your day?' My goal is to prove to them, very quickly, that I am here to *remove* obstacles and be their advocate, not just to manage them. I'm a leader who works *for* my team."

Strategy: Use your QA/mentoring example. Show you are direct but constructive.

Example Answer: "As the mentor, I had to give daily feedback. I had one new exec who kept making the same data-entry mistake. I pulled him aside privately and, instead of just scolding, I showed him my 'triple check' method. I was firm that the mistake couldn't happen again, but I focused on *how* to prevent it, not just *that* it happened. I was constructive, not critical, and I made it about protecting the client, not punishing him."

Strategy: Be specific. Don't use buzzwords. Use your personas.

Example Answer: "I'd describe it as 'lead from the front.' I'm not a 'sit in my office' manager. I'm a 'roll up my sleeves' leader. My team will see me handling escalations, working on process fixes, and supporting them. I'm collaborative, like when I fixed the 'India Permit' process, but I'm also the one who will make the tough call in a crisis, like the 'AOG First Flight.' My goal is to be a mentor, a problem-solver, and a shield for my team."

Strategy: Show you're not a pushover but are solution-oriented.

Example Answer: "My rule is to *always* find a 'yes,' even if it's not the 'yes' the client originally asked for. If a client asks for something truly against policy, I never just say 'no.' I explain the 'why'—the safety or operational reason. Then, I *immediately* propose an alternative solution that *does* work for them. The NetJets/EJM idea is a good example. The 'no' was 'NetJets can't fly you,' but the 'yes' was '...but I've already found you a charter.' It's about being creative, not rigid."

Strategy: Pick a real, specific, but low-stakes mistake. Focus 80% on the *learning*.

Example Answer: "Early in my career, I misread a client's email and booked a flight for 8 PM instead of 8 AM. It was a simple, terrible mistake. I caught it before the client did, but I had to re-book slots and catering. I immediately owned it with my supervisor. It taught me a lesson I never forgot: *always* 'triple-check' comms and *never* assume. It's why I'm so passionate about QA checking and training new hires on that 'triple check' method. That mistake made me a better exec."

Strategy: Show you're an empathetic leader who fixes the *cause*.

Example Answer: "My team at NetJets was often very stressed. My approach is two-fold. First, in the short term, you lead from the front. I'd jump on the phones, take the worst escalations myself, and show them I'm in the trenches *with* them. Second, in the long term, you fix the *source* of the stress. Is it a bad process? A knowledge gap? A software bug? I'd find the root cause, like I did with the 'India Permit' fix, and I'd remove that bottleneck so the stress doesn't come back."

Strategy: Use your scheduling fix and QA example. Show you have a *system*.

Example Answer: "I have a phased approach. First, I believe in varied exposure, which is why I suggested breaking new hires into two schedules to learn from multiple seniors. Second, I have a 'watch, do, review' system. They *watch* me, then they *do* the task (like a booking), and then I *review* it with them line-by-line (my QA process). I focus on 'positive communication' and the 'triple-check' method. My goal isn't just to teach them the buttons, but to teach them the *mindset* of a top exec."

Strategy: Give the simple definition and *add a strategic insight*.

Example Answer: "My understanding is that it's a holistic service to maximize rest—using everything from cabin prep and amenities to specialized catering to ensure a passenger arrives refreshed. What I find most impressive isn't just the product itself, but that it shows VistaJet is thinking beyond just 'transportation' and into the 'holistic wellness' of the client. That's a key brand differentiator, and I'd be excited to ensure my team communicates its value."

Strategy: Use the "Emergency Meeting" or "NetJets/EJM" example.

Example Answer: "We were in an emergency meeting with Directors over a last-minute slot. The standard channels were failing. I proposed that my Director use his personal connections at that specific airport to try a different, informal channel. It was 'outside the box,' but it worked. It taught me that in a crisis, you use every tool available, not just the ones in the manual. The NetJets/EJM charter idea is another example—using one division's fleet to solve another's problem."

Strategy: Pick one of your "gaps" and frame it as an exciting, manageable challenge.

Example Answer: "I think the most exciting challenge will be mastering the full capabilities of Salesforce. I'm used to proprietary systems where I *was* the expert. Here, I'll be learning a best-in-class tool. Given my technical aptitude and my UX/UI background, I'm not worried about learning it fast—I am, however, excited to spend my first 30 days diving deep to understand how VistaJet uses it to drive the client experience."

Strategy: Always ask 2-3 smart questions. Show you're thinking about the *job*, not just the *offer*.

Example Questions: 1. (For Emma) "Can you describe the current team's biggest strength, and its biggest challenge you'd like me to focus on in the first 6 months?" 2. (For Clifford) "Beyond flight operations, what is the single most important part of the 'client journey' you feel this team has the power to improve?" 3. "What does success look like in this role at the 1-year mark? What would I have accomplished to make you say I was a 'top hire'?"