Austria's MJet will be celebrating five years of operations this year, and says it is in advanced negotiations for the addition of brand new long and ultra-long range jets to its fleet. "At this stage we can only say that at least two aircraft that are leaders in their range class will join our fleet this year," says asset manager Dan Rusu.

"These new aircraft will reconfirm our strong position as central and eastern Europe and CIS business jet operation specialists. What is no less important is that we will most probably keep our fleet synergy and commonality, one of the key elements in successful aircraft operation, which is a direct benefit to our existing and future customers."

The fleet currently comprises a Gulfstream V, two G450s and two G200s, two Hawker 900XPs and three Fokker 100EJ executive jets. These are based mainly at airports in eastern Europe, reportedly due to high demand for large jets in this area. A midsize jet is based in Geneva, Switzerland.

Nine aircraft are commercially operated under the MTS Austrian AOC. In addition, a large jet is in private management, including CAMO and flight support. "An advanced safety and quality management system (SQMS) is implemented for all aircraft, covering all core SMS elements," says Rusu.

"Fleet synergy results first of all in an advanced knowledge of a specific aircraft type or class. This know-how and ability to offer turnkey solutions is highly appreciated by our customers. Secondly, the fleet commonality is obviously one of the main cost optimisation tools in aircraft operation. Besides the ability of using same crew members on more than one aircraft, such as the GV/ G450/G550, it is also possible to share training instructors, licensed technicians and so on.

"Building solid relationships with suppliers and access to services at optimised costs is possible due to same reasons. Training and maintenance are only two examples of type related cost optimisation opportunities. Getting an acceptable fleet synergy is not something easily achievable in business aviation, but mainly good reputation and experience in a certain market segment can attract customers with the same or similar aircraft types. After all, it's a win-win situation," he says.

Rusu maintains that quality was always more important for MJet than quantity and rapid growth. "Our main focus is on a highly customised and complete management service package for demanding business jet owners, with the ability to place the aircraft on the charter market when needed or wanted. Intelligent growth management is part of our long-term strategy."

He has been with the company since 2007, the year when it started offering flight support services. In the same year it received its operating license and AOC, followed by the arrival of the first jets.

But now he believes the market is changing: "If we talk about transition economies, we can clearly say that the aircraft management business is changing. It's an obvious process – it's getting mature. And it's not only due to the economic downturn. It is evident that customers are more demanding than five or six years ago, especially when it comes to asset protection and cost efficiency. Since its creation, our company's development is based on continuous efforts of building solid relationships with our clients, based on integrity, real product knowledge and optimisation. This has proved to be a beneficial approach, because a mature market will not appreciate anything less than that."

MJet reports that the proportion of round trips initiated in CIS countries, to or from Western Europe, is significantly higher. However, flights to Sakhalin, Thailand or South Africa are also quite common. Due to increased range performance of its F100EJs, which have 19-seats and additional fuel tanks, it is experiencing increasing demand for larger groups to both eastern (including far east) and western destinations. "It is truly an exclusive 'bizliner', which is in great demand." says Rusu.