Our extensive areas of expertise cover the entire range of aviation assets

Aircraft Remarketing and Transition Management

Through the use of our innovative aircraft data intelligence platform IBA.iQ , we are able to expertly advise our clients on decisions based around whether lease terms should be extended or whether the aircraft should be returned through the analysis of current and projected market conditions, reserves and lease rates.

Peter Walter
Aircraft Remarketing and Transition Management

Peter Walter

Peter Walter

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If extending the lease terms is the best option available, we review the existing operator plans as well as provide assistance with negotiations concerning the terms of the new lease. If the aircraft is returned, IBA can oversee the redelivery drawing on years of experience ensuring the aircraft is in the required condition to meet the owner’s needs, including reconfiguration projects for the next lease and help the lessor decide the next steps; be that securing a new lessee, selling the aircraft, or moving it to part out or conversion.

We are able to assess, in a competent and timely manner, the potential market interest in any given aircraft as well as being able to recommend the most appropriate sales campaign and strategy required for the client’s needs. This is due to the complementary and experienced backgrounds of our asset management and remarketing professionals in combination with our proprietary data access.

Our extensive areas of expertise cover the entire range of aviation assets from commercial airliners to regional jets, turbo-props, helicopters and corporate aircraft.

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Case studies

Aircraft Redelivery and Remarketing

IBA Group was requested by a Japanese lessor to assist with a potential upcoming redelivery of a B737-800 from Norwegian Airlines, whilst also sourcing a suitable new lessee. The process of redelivery can be very fraught, particularly if the airline returning the aircraft is not engaged in the process early enough.

Fortunately, IBA was able to engage the airline quickly, and as a result, by the time the aircraft was required to enter the final redelivery check, the questions and queries over records, repairs and engine shop visit work were managed in good time. This left the physical checks and final engine boroscope checks as the only major potential delay items.

Whilst it is the returning airline’s responsibility to plan and manage the redelivery check, IBA played an important role and liaised diplomatically with the MRO facility and Norwegian Airlines to accommodate certain additional tasks requested by the new lessee in the UK. This required additional economy seating and relocation of the interior wardrobe and cabinets, which involved formal certification and approval that IBA arranged.

The timely engagement of all parties was facilitated and managed by IBA’s Senior Technical team, ensuring on time and on budget redelivery of the aircraft and delivery to the next lessee.

Meanwhile, the remarketing team found the aircraft to be in strong demand and negotiated the optimum pricing and lease term package for the lessor. This was in order to balance the need for a strong lease rate whilst not wanting to take too much risk, regarding lessee credit.

As well as the technical project management described above, IBA advisory teams provided insight into the lessee’s management and operations to assess the practical capabilities of the airline. This was done to ensure the airline could operate and manage the aircraft to high standards as per the lease agreement.

IBA continues to manage the aircraft on behalf of the lessor, freeing up lessor management time and providing the comfort that IBA’s oversight of the lease and lessee adds. This provides a level of certainty and offers security to investors in the short and long term.

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