The Weird, Expensive Business of Repossessing Spirit’s Yellow Jets
The Weird, Expensive Business of Repossessing Spirit’s Yellow Jets
Lukas Souza on Unsplash
https://www.fodors.com/news/news/the-weird-expensive-business-of-repossessing-spirits-yellow-jets
When an airline collapses, what happens to its planes?
Travelers at many U.S. airports in recent days may have noticed clusters of Spirit Airlines’ bright yellow airplanes parked in a remote area of the airfield.
But what happens to those aircraft, now that Spirit is no longer flying? The answer is complex and fascinating.
Questions of Ownership
There’s a different process for aircraft depending on who owns them. For U.S.-registered aircraft, sharp-eyed passengers will actually notice a placard in the forward part of a commercial aircraft–often just above the forward-most left-hand door known as L1–that provides the serial numbers, manufacturer, and registered owner of the aircraft.
In many cases, the airline is not the owner of the aircraft. Spirit, like most airlines, operated a mixture of owned and leased aircraft. If the owned aircraft are owned outright, a court-appointed administrator will make decisions about what to do with the aircraft until the court decides what to do with the company’s assets. If the owned aircraft weren’t yet paid off, they can be repossessed by the banks that own the loans. If the aircraft were leased, they can be repossessed by the lessors.
Airports charge for aircraft parking, the same as they do for car parking, and the parked aircraft are currently running up a tab at the airports they’re parked at. Whether they’re dealing with defaults on liens or lease terms, the bankruptcy court should rule in pretty short order on who assumes rights of possession now that Spirit has ceased operations, and it will be up to them to decide what to do with the aircraft.
Where to Stash Spirit’s Fleet
Airport parking isn’t cheap for commercial airliners either. At Los Angeles International Airport, it’s about $1,000 a day to park at a remote parking position (although many airlines negotiate their own rates directly with airport operators). That’s not a great deal compared to specially designed aircraft storage airports like the one in Goodyear, Arizona, which can charge from $1,000 to $3,000 a month for long-term storage.
Desert areas are preferred for airliner storage because the dry environment can slow corrosion of vital parts, lowering the costs of ongoing maintenance during storage. There are typically several operators at each airport who prepare the aircraft for storage, such as taping over all the windows, doors, engines, and valves to keep sand and dust from accumulating.
What Happens Next
Once the court trustee, bank, or leasing company determines where they want to store the aircraft while they look for a new airline to sell or lease it to, they need to fly it there. Existing airlines sometimes have their own pilots operate non-revenue flights to or from storage, maintenance facilities that aren’t part of their networks, or when returning aircraft to lessors.
This isn’t always the most cost-effective, so there are niche operators like Nomadic Aviation Group that specialize in Transactional Flight Operations.
They employ pilots who are type-rated on most large commercial aircraft, and operate almost like their own tiny airline, providing transport and insurance to ferry aircraft where their owners need them to go. A lessor, bank, or court trustee will contract a transactional flight operator and typically provide them with legal documentation demonstrating they’re authorized by the owner to fly off in their airplane, and send them to the airport to pick up the jet.
Once at the airport, they typically have to pay off any parking fees owed to the airport by the aircraft owner (Spirit’s own debts get worked out by the bankruptcy courts; it’s rare for an airport to recover all of the rent and fees owed to them by an airline that ceases operations). Once they do that, they’re free to file their flight plan and depart.
The aircraft will all likely go into storage as soon as possible to keep costs down, and the lessors will work on finding new airlines to lease them out to. Once those leases are secured, they’ll be repainted, have their cabin furnishings changed out, and be flown to their new operators. Older aircraft that are less valuable on the sale or lease market can be sold for scrap or parted out (the engines used on some A320 aircraft are valuable at the moment, as they’re in short supply).
Airliners are sometimes stored in the desert for years before returning to service, but one thing they have going for them is that commercial airliner manufacturers Boeing and Airbus have a significant order backlog stretching out for years, so airlines looking to expand their fleets in the short-term now have more options at their disposal.
Many passengers who had their tickets cancelled when Spirit ceased operations could ultimately end up flying on former Spirit aircraft operated by other airlines in the coming months and years.
3 key responsibilities a managing director cannot delegate
https://hotelsmag.com/news/3-key-responsibilities-a-managing-director-cannot-delegate/?
Juan R. Sánchez-Harguindey is a consultant and senior director at Harguindey Hospitality
The 2025–2026 cycle has settled an old argument. The GOP squeeze hospitality lived through last year was not a temporary anomaly but a structural reset in hotel operating economics. ADR alone will not restore margins. Capital is tighter, labor costs have outpaced revenue growth since 2019, and the middle layer of management that many of us relied on for the last twenty years thinned out in the pandemic and has not come back.
In that environment, the test of a managing director is no longer how much you can delegate, but what you keep on your own desk. There are three things I have never delegated in any mandate, in any country, regardless of the size of the team underneath me. Not because no one else is capable, but because the moment you delegate them, you stop being the managing director.
1. The cash discipline
Not the books—those belong to the controller. Not the strategy—that belongs to ownership. The cash discipline: what gets paid, what gets collected, what gets purchased, when, to whom, and on what terms.
Cash is the lifeblood of the business. A hotel can show a healthy P&L for months while losing the ability to operate. I learned this running airline catering, where receivables stretch with carrier payment cycles, and again in an insolvency proceeding, where every payable was a negotiation. The managing director who delegates cash discipline loses the only daily signal of asset health that is not lagging.
This does not mean signing every invoice. It means setting the policy, owning the weekly cash conversation, knowing the ageing of receivables, and making the call when a payment must be deferred or accelerated. Two years ago, I sat with a CFO who told me proudly that his GM had not looked at the cash report in eight months. The hotel was in trouble three months later.
2. The labor relationship
I do not mean HR processes—those belong to the HR director. I mean the relationship with the workforce as a body: the works council, the unions, the informal interlocutors on the shop floor who set the temperature of the operation.
This is more important in 2026, not less. Younger workers expect authentic leadership and visible commitment to fairness. The mid-level manager pipeline is thinner than it was in 2019. Labor cost is the largest controllable expense in most P&Ls and is rising faster than revenue.
I negotiated a restructuring of the workforce in airline catering. I resolved an indefinite hotel strike under insolvency by sitting down face-to-face in good faith with the strike committee and repairing the broken conversation. In both cases, what made the difference was that I was the one in the room. Not a representative. Not a labor lawyer. The managing director.
The team needs to see you at the moments that matter: when a decision is hard, when somebody needs to take responsibility, when the answer is no, and the ‘no’ has to be explained. Delegating these signals to the workforce that the asset has no real owner of the relationship. Once that signal sets in, it is very hard to reverse.
3. The spokesperson to ownership
The third is the one most often quietly delegated, and the one whose delegation I find least defensible.
Ownership is not the same as the corporate office. Ownership is the people or entities whose capital is at risk in the asset. They have a right to a clear, honest, unmediated voice from the person they have entrusted with the operation. That spokesperson is the managing director.
Capital is tighter in 2026 than it was eighteen months ago. Owners are asking harder questions about CapEx, about labor productivity, about the timing of returns. The MD who lets the financial controller, the asset manager or a deck prepared by someone three levels down carry that conversation has surrendered something fundamental. Ownership needs to hear the operational judgment coming from the operator, including the things that are uncomfortable to say.
Three CFO mandates I held with Meliá Hotels International in Cuba, Lanzarote and Cabo Verde taught me this from the financial side. Properties whose general managers carried their own number to the JV partner board received support when they needed it. Properties whose GMs hid behind intermediaries got what they had asked for, which was usually less than what they actually needed.
What’s free to delegate
A confident managing director delegates widely and trusts the people they have hired. But cash discipline, the labor relationship, and the spokesperson to ownership are not three more items on a delegation list. They are the three places where the managing director’s signature must be visible—to the bank, to the workforce, and to the owner. If those three are clear, almost anything below can be redesigned, replaced, or restructured without losing the asset. If any of those three is delegated, the asset has no managing director, regardless of who holds the title.
The 2026 reset is forcing the industry to relearn this distinction. The MDs who come out of this cycle stronger will not be the ones who delegated the most. They will be the ones who know—with absolute clarity—what could not leave their own desk.
World Cup hotel bookings lag forecasts, warns AHLA
https://hotelsmag.com/news/world-cup-hotel-bookings-lag-forecasts-warns-ahla/?
The American Hotel & Lodging Association released the FIFA World Cup 2026 Hotel Outlook, outlining challenges facing the hotel industry as the U.S. prepares to co-host the 2026 FIFA World Cup. The market-by-market report, based on a survey of hoteliers across host cities, found anticipated demand has not translated into strong hotel bookings and domestic travelers are outpacing international visitors. FIFA room block cancellations, international travel barriers and rising costs were identified as key factors softening demand.
Eighty percent of respondents reported hotel bookings are tracking below initial forecasts. Between 65 and 70 percent cited visa barriers and geopolitical concerns as significant constraints on international demand. The report also found FIFA room block overcommitment created an early demand signal that has since recalibrated, with roughly half of respondents reporting material room block releases. Only a limited subset of markets, representing about 25 to 30 percent of respondents, are seeing incremental uplift.
“Hotels across host markets have spent years preparing for the World Cup and while there is real excitement, the data points to a more nuanced outlook,” said Rosanna Maietta, president & CEO of AHLA. “A range of factors have tempered early optimism, though forward indicators show there is still meaningful opportunity ahead. To fully realize that potential, the U.S. and FIFA must ensure a welcoming and seamless experience for international travelers. That means avoiding unnecessary cost increases on visas and transportation to and from the games and discouraging local jurisdictions from adding last-minute tax hikes that hurt the games and consumers. And our message to consumers is clear: now is the time to book your hotel.”
The report includes data from 11 host markets, including Atlanta, Boston, Dallas, Houston, Kansas City, Los Angeles, Miami, New York City, Philadelphia, San Francisco, and Seattle, with varying booking performance across cities.
The analysis also found that last-minute state and local policies are increasing cost pressures during a key booking period, which may discourage consumers from making hotel reservations and impact overall booking rates.
Beyond transformation: What we now know about driving bottom-line performance
https://www.mckinsey.com/capabilities/transformation/our-insights/beyond-transformation-what-we-now-know-about-driving-bottom-line-performance?
Charlotte Relyea is a senior partner in McKinsey’s New York office, Michael Bucy is a senior partner in the Carolinas office, Pasley Weeks is a partner in the Calgary office, Stephan Görner is a senior partner in the Sydney office, and Marc Lanthemann is an associate partner in the Austin office.
Nearly a decade ago, we wrote about the necessity of transformation in a world where established businesses need to adapt to ever-faster technological change and market evolution. Since then, and especially with the rise of gen AI and agentic AI, the pace of change has only accelerated. Change is now a permanent fixture, and businesses must increasingly deliver transformation initiatives while simultaneously executing day-to-day activities. Given that CEOs and executive teams are measured on the performance of the entire business, they cannot afford to be successful in just the transformation or the day-to-day; they must succeed in both, together. Yet, it’s easy for these efforts to conflict.
We have continually found that it is difficult to drive big shifts without the capacity and focus that a transformation capability offers. Equally, though, the transformation cannot exist in a silo as a set of discrete initiatives run by a separate group disconnected from how the company operates day-to-day. To avoid conflicts and guarantee the performance of the whole, the day-to-day business and the transformation should be put in lockstep from day one.
This coordination does not just happen. It requires an independent, stabilizing element—an “operating backbone”—to link the running and changing of the business.
An operating backbone defines what an organization seeks to achieve, who owns what, and exactly how the organization will realize its potential. It consists of five elements that both guide and influence the transformation and day-to-day activities:
- targets for the core operating metrics of the business—typically five to seven tier-one metrics
- clear owners and accountability for those operating targets
- sizing and timing of the improvements necessary to achieve the targets
- incentives tied to the targets
- transparency to allow for real-time performance management
These elements are not novel, and every company wrestles with them in some way. In our experience, however, these elements are not as emphasized or connected to one another as they should be to ensure that a transformation and day-to-day business activities remain in lockstep and that an organization achieves its potential amid such change.
The all-too-common frustrations resulting from a disconnected transformation
As noted, many companies try to separate the transformation from the day-to-day business. The siloed transformation is often a compromise for leaders who want to feel as though they are changing without really making any changes. The divided effort promises not to distract from the day-to-day business or create too many disruptions.
While some separation can protect the transformation from always taking a back seat to the firefighting happening in day-to-day business operations, conducting a transformation in a silo often leads to competition between the transformation and the day-to-day business for resources, leadership focus, and credit. Without clear coordination, distractions and frustrations are inevitable, and the result is endless reconciliations and organizational fatigue. The disconnect commonly shows up as the following CEO and executive team frustrations.
Frustration one: ‘I don’t see the impact in the P&L statement’
.This is the most common complaint from CEOs and CFOs about transformations. Leaders should be able to isolate the impact of a transformation and trace the effects directly to the P&L and the operating metrics of the business. Without a common backbone to track each initiative’s financial and operating results, CEOs and CFOs lack clarity on what is driving performance and shortfalls. Instead of spending countless hours reconciling impact reports across multiple sources of truth, a common backbone refocuses leaders on the actions required to improve delivery on transformation initiatives or the execution of day-to-day business activities. It gives them a better sense of how to address near-term headwinds or opportunities.
Frustration two: ‘The transformation is only about cost cutting and is hurting our long-term growth, customers, and employees’
-Leaders tend to overindex what can be easily measured and counted. In transformations, this can lead to an excessive focus on cost-cutting and margin optimization, which can exacerbate the perception of transformations as short-term financial exercises rather than drivers of lasting, holistic change. Without a connection to (and understanding of) the core value drivers of the business—and a means to quantify the impact on customer and employee outcomes—a transformation can neglect critical customer and employee needs. Even worse, transformation initiatives can create collateral damage affecting customers or employees.
Frustration three: ‘We had a few wins, but the overall business is declining’
.The biggest fear for transformation experts is that, for as much as the transformation may deliver, overall business performance declines even more, eating away any upside from improvement initiatives. This can happen quickly because of a singular event (for example, rapid inflation, a new market entrant, or the loss of a major customer) or gradually due to eroding competitiveness (such as poor sales execution or a bloated cost structure). Executives often blame the transformation for distracting the organization and taking up too much time and focus. Often, however, these underlying business changes could have been mitigated by aggressively using the transformation to counteract business headwinds and by embedding the execution and performance rigor of the transformation into day-to-day management.
Frustration four: ‘The transformation is just too tiring.’
Without a clear and conscious connection between the priorities and trade-offs associated with the transformation and the day-to-day business, a battle often emerges between the two. Teams duplicate efforts, wasting resources and causing frustration. Leaders outside the transformation may resent the focus, attention, and credit that the transformation receives and often set up competing programs. The competition persists, leading to transformation fatigue and an organizational backlash. The all-too-common result is that the transformation delivers on the lowest-hanging fruit but loses momentum and fails to address the stickier problems whose resolution would lead to true transformational change in years two and three.
Frustration five: ‘We have not really changed how we operate.’
Transformation success should not be assessed based on a finite set of initiatives; true success rests on whether the transformation instills repeatable processes that can deliver value again and again—long after the program ends. The transformation must fundamentally change how people operate—for example, through higher-quality analyses, faster decisions, and greater accountability. It must also embed repeatable processes into the business’s monthly, quarterly, and annual planning cycles to ensure continuous improvement. A sustained shift can happen only if the transformation is focused not just on delivering a set of initiatives but on changing how the day-to-day organization functions.
When faced with these frustrations, many leaders react by launching more disconnected improvement efforts—for instance, additional initiatives or even whole transformations to fill P&L gaps, improve the customer experience, or change the organization’s ways of working. Yet this response only widens the gap between the transformation and the day-to-day business. Leaders don’t need to throw more spaghetti at the wall; they need to ensure that what they are doing is connected through a common backbone that binds the transformation and the day-to-day business.
How an operating backbone supports the whole
An operating backbone provides transparency on the relative performance and linkages between the transformation and the rest of the business. It establishes accountability throughout the organization, from the CEO to frontline managers, enabling leaders to answer the who, what, where, when, and how of performance management.
Five interconnected elements make up an operating backbone and create organizational stability. Given that they are intertwined, a step-by-step approach is needed to ensure that each element is both internally coherent and seamlessly connected to the preceding elements.
Element one: Targets for the core five to seven operating metrics of the business
To build an operating backbone, leaders must start with the operating metrics, which are the lifeblood of a management operating system. On this point, however, many organizations struggle: They track too many metrics without prioritizing them according to strategic importance and end up with a lack of organizational focus. They rely only on metrics that are readily available or anecdotally thought to be important. They struggle to link operating metrics to financial performance. They spend all their time on easily measured, lagging metrics. They focus only on in-year targets and don’t mobilize the organization to go after a different future with bold end-state targets.
Leaders can avoid these pitfalls by rigorously identifying the drivers of value in the business, aggressively prioritizing a small set of tier-one core metrics (informed by a broader set of tier-two and tier-three metrics), and then establishing both short-term and end-state targets for each tier-one metric. That’s how an organization can reach its full potential.
This may sound simple, but it typically takes deep and detailed work to get it right. For instance, an international chemicals provider struggled to identify the most critical business drivers. The company was tracking too many metrics across safety, volume, health, and sustainability. Worse, the organization was using a range of different methods to calculate each metric. These variances limited the organization’s ability to set accepted short-term and end-state targets and hold leaders across the organization accountable for delivery of those targets. By rigorously clean-sheeting the business’s value drivers and defining clear methods of calculation, the organization established a foundation for robust performance management.
Element two: Clear owners and accountability for the targets
With core metrics clearly defined, organizations can then define who is responsible for setting and delivering the results. In many organizations, responsibilities and accountabilities are only vaguely defined, in part because, in many cases, several functions can influence the delivery of a single, key operating metric. Without clear decision-makers and intentional links to the day-to-day business, transformations can grind to a halt as they inherently demand changes to how an organization operates. A single leader should be held responsible and accountable for performance management—and accountable for both the plan and the results, even when both are dependent on other functions for delivery.
For example, leaders at the chemicals provider noted a lack of clear ownership of a critical role: tracking “input feed rates,” meaning the rate at which a chemical is added to a system. To establish clear, single owners and drive the appropriate level of accountability, the chemicals provider split that operating metric into two: volume and unit cost. With this split, the COO and chief procurement officer were each able to own their core metric and make the critical decisions necessary to create the desired outcomes.
Element three: Sizing and timing of the improvements necessary to achieve the targets
With operating metrics and accountabilities set, business leaders can then connect the nuts and bolts of initiative delivery with those of day-to-day core business performance management. This is the critical element of the operating backbone that marries the transformation and day-to-day business and keeps them together.
For each core operating metric, the accountable leader should establish a “glide path” to assess whether they will achieve their short-term and end-state targets. The phrase borrows from aviation, where airline pilots follow specific paths when descending to guide their arrival at a particular destination. In the business context, glide paths incorporate three factors: the baseline trajectory, the expected improvements from initiatives, and the potential headwinds or tailwinds in the market.
The baseline trajectory reflects the existing momentum for each metric—that is, absent any deliberate interventions, what future performance would be given past performance. The expected improvements are linked to the financial and operating impact outlined in the transformational initiatives that were approved for execution. And potential headwinds and tailwinds should be anticipated based on both market conditions, such as inflation, and production issues, such as power outages and supply chain shortages.
Glide paths allow leaders to shift from managing metrics through best efforts to managing metrics through accountable commitments, supported by an execution plan. With these projections, leaders will be better equipped to integrate the financial impact of transformation initiatives into multiyear business plans, budget cycles, and monthly forecasts to ensure that all the upside is fully realized and visible in the bottom line. Discussions about operating metrics become more fact-based and actionable given the integrated insight from transformation and day-to-day performance provided by glide paths.
In building the glide paths for its core metrics, a North American logistics distributor quickly realized that a particular metric—operator capacity—showed a significant variance from the target during peak season. It turns out several factors had not been pulled together in one place, including higher attrition after bonuses were paid and lower-than-expected hiring conversion. With its glide path analysis in hand, and given the urgency of peak season, the organization took steps in advance to attract and retain workers. The organization had the information it needed to act quickly when a competitor filed for bankruptcy and a flood of qualified talent hit the labor market. Longer term, given the pressures highlighted through continuous reviews of this metric and its glide path, leaders changed their perspective on employee retention and set a target to reduce talent attrition by 40 to 50 percent. They also launched a comprehensive suite of changes to realize this step-change improvement.
Element four: Incentives tied to targets
Incentives, financial and nonfinancial, are the chief reinforcement mechanisms in performance management. They provide ongoing fuel and focus for executives, managers, initiative owners, and line managers to outperform. Given the outsized demands and potential rewards of transformations, organizations should lock in their targets and then revisit and revise their incentive schemes during transformations. Incentives should compel employees to not just deliver but also overdeliver on both short-term and end-state targets. Equally, incentives should not unduly punish leaders who commit to stretch goals but fall just short. The resulting program should be clearly outlined and tied to individual objectives and key results.
The logistics distributor mentioned earlier recognized that its incentive programs were disproportionately focused on financial performance and not enough on customer and employee retention, particularly for line managers. To help address the employee retention gap, the company immediately launched a bonus incentive for each line manager and local execution team to reward employees who stayed during the intense and stressful peak season. Coming out of the peak, the logistics company revised its executive and line manager incentive plans, putting customer and employee retention on equal footing with financial performance while establishing a clear upside for exceeding targets.
Element five: Real-time transparency that enables ongoing performance conversations
With clear alignment on targets, accountability, plans, and incentives, leaders should then create visibility about performance across the organization. Such transparency allows leaders to engage in continuous conversation about performance, stay ahead of potential problems, and identify opportunities to change course.
The capstone of the operating backbone is a CEO nerve center that knits the organization together and enables the transformation and day-to-day business to operate using the same targets, focus, and visibility. This real-time visualization tool provides a single source of truth on the core operating metrics and should be embedded within the operating rhythms of both the transformation and the day-to-day business.
Transformation meetings should incorporate reviews comparing actual results from operating metrics to their glide path projections. Leaders can then evaluate whether enough is being done to hit the targets to which they have committed. The daily, weekly, and monthly forums managing the day-to-day business should break out the expected improvements from transformation initiatives to help isolate unexpected headwinds and tailwinds. If financial or operating performance slips, leaders can immediately respond and change course, either in the transformation or the day-to-day business.
In both the chemicals and logistics organizations, leaders invested in building CEO dashboards using real-time data to track insights, spot variances and opportunities, and reprioritize resources accordingly. The chemicals producer, for instance, made a conscious decision to focus its process engineers on improving asset reliability (in particular, reducing unplanned outages) rather than spreading them across the organization. Meanwhile, the logistics distributor used weekly forums to share information focused on the talent gap, growth, and customer care with local leadership teams. In both cases, real-time data and visualizations gave leaders a dispassionate view of how resources were being used and where they needed to be deployed.
Executives might be tempted to treat a transformation as a “special event”—building a shadow infrastructure with separate governance, tracking tools, and functions that run alongside the core business until the transformation’s time is up. But, as our research and experience show, organizations that reap the true organizational change promised by a “capital T” transformation ensure that “run” and “change” processes are connected and move in lockstep from day one.
This connection requires that companies establish an operating backbone that exists outside the transformation and the day-to-day business and ensures that the organization focuses on the core drivers of performance with clear accountability, commitments, rewards, and transparency.
The good news is that this concept is evergreen: regardless of the latest operating trends—be it outsourcing, lean, digital, or gen AI—an operating backbone provides the hard wiring required to change how an organization operates. It can help address the core frustrations of CEOs and executives that have plagued transformations, revealing an organization’s full potential—in the transformation and, more important to a CEO, across the entire business.
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation. With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta, we enhance asset value and profitability through:
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