It may come as a surprise that one of Asia’s top maintenance networks launched its first service center in Lanseria, South Africa. That company is ExecuJet MRO Services, wholly owned by Dassault Aviation and supporting not just its Falcon line but other leading business jet brands, as well.
Known for its fighters and business jets, Dassault long had strong service in Europe and the U.S. But as business grew in Asia, it knew it needed more regional capability. It acquired ExecuJet’s maintenance arm in 2019, rebranding it ExecuJet MRO Services, and named one of ExecuJet’s founders, Graeme Duckworth, president. Duckworth from the beginning was managing director for maintenance.
ExecuJet MRO Services has major new facilities in Dubai and Kuala Lumpur (it’s hub for Asia-Pacific), as well as Melbourne, Sydney, Perth, Wellington and Auckland. As part of a joint venture, it has opened a new facility, ExecuJet Haite, at Beijing Daxing International Airport.
ExecuJet Haite supplies one example of how invaluable this service network can be. When a Falcon 8X was grounded with a landing gear issue at Beijing Capital International Airport, the service center (then in nearby Tianjin) loaded thousand-pound jacks, a test bench, and other necessary equipment into a truck and was on site within hours to effect repairs. The charter jet departed the next morning with a happy customer. Indeed, the charter company was also a happy customer.
ExecuJet MRO Services is a major part of Dassault’s global support network, which now numbers 40 factory service centers, another 20 authorized facilities, and 15 parts distribution hubs. From these locations, field service technicians fan out to stay close to customers and leap into action when needed.
This is more than mere wrench turning. Field reps are also Dassault ambassadors, helping smooth the entry into new markets and make sure new and existing customers have a positive service experience. Dassault field reps were recently rated best in the industry in a survey by Aviation International News.
As Vietnam was opening to business aviation, Dassault sent two experienced technicians from KL to live and work day-to-day with new customers in Hanoi and Ho Chi Minh City. That bond with customers is priceless.
Transitioning to a true factory service center, however, does not happen overnight. A factory MRO must be ready for heavy maintenance and major inspections such as C-checks, as well as various upgrades for cabin and flight deck.
Dassault has worked over the past half decade to thoroughly integrate its global network. When new Asian service centers conducted their first major Falcon periodic inspections, teams from the factory in Bordeaux-Mérignac and from long-established service centers in Paris and Geneva flew in to coach the new teams.
All service locations are connected by a 24/7 command center in Bordeaux-Mérignac to coordinate AOG service and other less time sensitive work. The parts supply network is globally linked for constant real time updating of inventories in every location.
Meanwhile, Dassault has prepared the global network for new aircraft, the 5,500 nm Falcon 6X, now in service, and the new 7,500 nm 10X with service entry targeted for 2027. Both set new standards for size and comfort. The newest regional maintenance hubs in Dubai and KL have been sized specifically for these aircraft.
Maintenance support may be less glamorous than the fighter-inspired flight controls of these new planes, or their sumptuous cabins. But a strong maintenance organization keeps them flying and builds customer loyalty.
Fast Five with Graeme Duckworth
How would you characterize the relationship between ExecuJet MRO and Dassault?
We’ve grown in tandem, with tremendous support from Dassault Engineering, Customer Service, and from longer-tenured factory service centers to get fully up to speed on Falcons.
I have a great relationship with Dassault’s senior management. I am allowed to run our business independently but with strong backing and support from our shareholders. It’s a “dark cockpit” concept. As long as we are managing our operations well—no caution lights illuminated—we aren’t micromanaged.
What’s your management style?
It kind of follows from that dark cockpit concept. We don’t have endless meetings. Our regional vice presidents have a lot of autonomy for financial decisions and initiatives. We like people who can exercise good, independent judgement and take the initiative—whether that’s some growth activity or interfacing with customers.
Where do you find that kind of talent?
Its largely home grown with many initiatives to bring in grass roots candidates and then invest in their development. Our management planning now has men and women who are ready to move up into bigger roles. I’m proud of that. Also, we hire for life. We have a proud workforce who want to stay with us throughout their career. It’s good for us and the customers.
Sustainability is on everyone’s mind. Presumably yours, also?
It has become part of our culture. We do everything we can do. SAF is hard to come by in some areas where we operate, but we can make our internal operations sustainable. In most of our facilities we harvest water from the hangar roof, and we use solar power and LED lights to reduce electricity.
We think about how we wash aircraft, how we minimize and recycle waste. Also, we have sponsored tree planting on Borneo Island, which is good for the local environment and has a CO2 reduction impact.
Is it hard to run this empire from a home office in South Africa?
I won’t say we never have management challenges, but I am in constant communication with our management team, who have been carefully selected and developed over the years. I empower them to run their businesses within the set guidelines and I totally support their decisions.
