The founder and owner of 77 Aviation, Greg Wydmanski had never dreamed that he would get into private aviation. He had an unlikely journey into the industry He fell into this elite world by circumstance and made something out of it, without any preconceived lifelong dream or childhood passion. Private aviation in our mind connotes exotic and high-class, where luxury merges with premium human engineering.
An Unexpected Entry into Aviation
Greg Wydmanski in the aviation, January 2012. He was never really into planes. Greg lost his job at the Polish bank in November 2011. He began applying for other jobs in finance, but the ones he wanted were not there. He was recruited out of college to work for the private jet business. At first, he had no interest because he knew nothing of private jets. But he wound up going into aviation instead after meeting with the company’s management several times. That decision was the catalyst for a wonderful adventure that ultimately led to the creation of 77 Aviation.
The Birth of 77 Aviation
It was in mid-2019 when Greg turned coat to begin 77 Aviation, seeing clarity around the necessity of leadership that is congruent with personal values. He believes in creating a place with other people that you want to be, learn there and have something more on top of work. In 2018, a management restructuring set the stage for him to exit his former company, with that new leadership refusing to recognize any of the efforts he was leading up internally about the exceptional work being done by his then team. He wanted to make a space where he could lead with values of trust, engagement, responsibility, and empathy. Fast-forward to July 2020, when his non-compete clause finally ended, Greg put together a charter sales team for an operator in Austria and officially set off on his own—establishing 77 Aviation from nothing but the principles he built it upon.
Leadership with Integrity and Vision
The messaging around Greg’s leadership philosophy was simple and outlined. There are four areas in which he is thought of as a leader: people, process, training, and motivation. Every dimension is fundamental to his team’s success and, therefore, the overall performance of his company. For starters, hiring people with appropriate values, skills, and experience is critical. It’s not just about finding someone who can do the job for Greg—it is also important to find somebody that fits in with their company’s ethos. Establishing clear processes ensures that everyone knows what they are supposed to do according to their respective role and responsibilities (and the limits of this). This visibility aids in building an efficient team.
Another foundation of Greg’s leadership is training. One of his top priorities is to equip himself and the team he leads with knowledge as well as enabling them in terms of the skill sets required to execute their tasks. However, above all that, Greg goes through motivation. He has a strong belief in providing all necessary tools to his team along with removing any constraint that might be an obstacle to their performance.
So long as his team doesn’t feel the need to call him with regularity, then Greg knows he’s done a good job. Frequent calls mean somewhere there is a gap—whether it’s in hiring, procedures, training, or tools. Greg will know he is leading well if the phone isn’t ringing and results are being achieved. However, he does keep his door open to address challenges, stand up for the team when necessary, and show appreciation for their well-intentioned work. He has faith in enabling each of his team members to be responsible for what they do and nurtures a sense of ownership and accountability with every move that he takes.
Building Trust and Strong Relationships
Trust is one of the most important things in business and life. Greg feels that when one gives his word, he should keep it. Greg isn’t concerned if the promise is not fulfilled, provided an effort was made and thereby grounds to offer more help in those areas. Yet if someone drops the ball and starts pointing fingers, it tells Greg that they do not value what he does. That is when a change must be made, in that person either or his place at the company. Mistakes are just part of the learning process as per Greg, and it is in how they deal with them that will decide whether or not history will repeat.
This notion of trust expands from Greg’s team to his customers and business partners. In the highly competitive realm of aviation, where so many promises are made only to be broken soon after signing on that dotted line; Greg is one man with a rep for never promising anything he cannot deliver. His blunt approach has cost him at times, with clients tripped up by other glowing offers. he has at least garnered a good measure of industry respect and trust over the long haul. He contends that keeping one’s end of a promise, even at the cost of immediate profits, is central to creating long-term partnerships.
Navigating Challenges in Aviation
Greg has faced challenges in the aviation industry. In 2015, the Russian market, which made up 60% of Greg’s charter business, faced turmoil due to political reasons. Instead of giving up, Greg visited clients more often and changed his approach to meet their needs. This paid off, and despite the shrinking market, Greg’s team captured a larger share, ending the year with strong results.
In 2017, Greg had to deal with internal team issues when one member started undermining others. This was difficult because the person was favored by the company’s owner. Despite potential issues, Greg confronted the problem and successfully removed the toxic individual from the team, preserving its integrity.
These experiences show Greg’s commitment to his values and his willingness to make tough decisions when necessary. He knows that a strong team and positive work environment are crucial in the aviation industry.
The Future of 77 Aviation
Greg Wydmanski has big plans for 77 Aviation. He wants to expand and eventually start his own private jet airline. He already has the experience, knowledge, and team in place, but he needs the money to make it happen. Greg is willing to work with others who share his dream and are ready to invest in private aviation’s future.
Greg also wants to leave a lasting legacy in the aviation industry. He hopes that one of his daughters, especially Julia, who already works in charter sales, will continue his work. Greg wants to pass on his leadership style of trust, engagement, and fairness so that his values will guide 77 Aviation for years to come.
Conclusion: A Leader of Values
Greg Wydmanski didn’t plan to work in aviation, but he ended up starting 77 Aviation. His story shows how resilience, integrity, and leadership with strong values can lead to success. He’s not just building a successful business; he’s creating a place where people can do well, trust is important, and challenges are faced with determination and strategic thinking.
As Greg keeps working in private aviation, his dedication to his team, clients, and principles will help 77 Aviation reach new heights and leave a lasting impact on the industry and its workers.
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