Brokers vs. operators: What’s really in the way?

Curious to hear what the panelists had to say? Watch the full discussion at the end of the article.

Competition is putting pressure on partnerships

Trust is what the broker-operator relationship stands on. But as business aviation grows more competitive and the line between brokers and operators gets less clear, maintaining that trust takes effort.

More companies now operate across multiple parts of the industry, which can blur where one role ends and the other begins. As responsibilities overlap, it becomes easier to see each other as competition instead of partners, especially without a clear understanding of how each side actually works.

That was also why many of the panelists argued that the relationship works best when brokers and operators focus on understanding each other’s side of the business instead of trying to do everything themselves.

Speaking from experience on both sides of the business, Luis Barros, Founder & CEO of Leviate Air Group, pointed directly to that balance. He explained that keeping his broker and operator businesses clearly separated had been important in allowing each to grow and succeed on its own.

Broker-operator relationships beyond the transaction

Despite growing competition, brokers and operators still rely heavily on each other, which is why so much of the conversation came back to understanding not only where roles differ, but where both sides can work better together.

For Algernon Trotter, Founder of LUMINAIR, that starts with focusing on the customer instead of protecting territory. “It may seem counterintuitive to collaborate, but in the end we’re all operating aircraft,” he said.

In many ways, that willingness to work together when things become difficult is what separates strong partnerships from purely transactional ones.

Even Jacquie Dalton, President of SPARROW Executive Jets, connected it back to priorities. “It’s important to keep your eye on the ball, and the most important ball for us is our relationships, with clients and each other.”

That same mindset can also extend beyond day-to-day business. Taking the time to explain challenges and share knowledge may slow things down in the moment, but it strengthens relationships over time.

“I’ll take 20 minutes on the phone to walk a new broker through how things work,” Algernon explained. “I really don’t mind, because that will pay back.”

Combining tech with the human side of air charter

Since relationships have always been at the center of private aviation, much of the conversation also turned toward what happens as more third-party services and automated systems enter the industry.

For many on the panel, the concern was not technology itself, but the risk of the business slowly becoming less personal.

“As long as I remember, the relationship between brokers and operators have been truly relational,” Luis said. “If you’re getting faceless requests from someone, you don’t know who you’re dealing with.”

Most agreed that the right systems can improve productivity and reduce manual work. The hesitation came when the conversation shifted toward replacing the human side of the industry too quickly.

As Andy Christie, Global Private Jets Director at Air Charter Service, put it: “Tech works in the right sized sections, but it comes down to the relationships — that’s what this business is.”

Trust still makes the difference

Brokers and operators may ultimately want the same thing, a successful trip and a customer who comes back, but competition, technology, and changing business models are putting more pressure on those relationships than before.

Even so, the panel kept returning to the same conclusion: strong partnerships are what keep the industry moving.

The companies people return to are usually the ones who communicate honestly, stay reliable under pressure, and keep working through problems together.

Because while air charter continues changing, trust still matters most.

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