Skyridge Aviation Business Plan › Section 5 › Services & Business Model

Skyridge operates a diversified service portfolio designed so that no
single revenue line dominates and so that discretionary and
non-discretionary demand offset one another through the cycle. This
section describes each service, the economics behind it, and how the
streams combine into the revenue mix that drives the financial
model.

5.1 Service Portfolio

Executive jet & turboprop charter

On-demand point-to-point flying for corporate executives,
high-net-worth individuals, government and institutional clients. Priced
on block hours at a blended yield, this is the Company’s anchor service
and the largest single revenue contributor throughout the plan.

Safari & lodge aviation

Scheduled and bespoke transfers to private reserves, lodges and
conservation areas, flown predominantly on turboprop aircraft capable of
operating from short, unimproved strips. A high-margin, premium-priced
service tightly coupled to the luxury-tourism economy.

Mining, energy & crew transport

Contracted movement of crews, engineers and executives to resource
sites across the Copperbelt, the DRC, Mozambique and Namibia.
Multi-month contracts provide revenue visibility and high utilisation
that counterbalance leisure seasonality.

Aeromedical evacuation

Emergency and scheduled medical transport, both within the region and
for international repatriation. Operationally demanding but
premium-priced and largely insulated from economic cycles.

Time-critical cargo

Urgent freight — spares, pharmaceuticals, documents and high-value
goods — flown on dedicated or belly capacity, often as a productive use
of repositioning legs.

Aircraft management & crewing

Full-service management of privately owned aircraft on behalf of
their owners: crewing, maintenance oversight, compliance, scheduling and
optional charter placement. Earned as fees on an off-balance-sheet
managed fleet, this is the platform’s strategic flywheel.

MRO & FBO services

Line maintenance, handling, fuelling and ground services for the
Company’s own fleet and, increasingly, for third parties — capturing
aftermarket spend internally and improving fleet availability.

5.2 Revenue Streams & Economics

The five modelled revenue streams and their Year 1 and Year 5
contributions are set out below. The defining economic feature is that
the ancillary streams — brokered margin, management and crewing, and a
substantial part of FBO and handling income — carry little or no direct
cost of sales, so their growth lifts the blended margin of the entire
business as the mix matures.

Table 7. Revenue streams, contributions and
cost-of-sales intensity.

5.3 The Owned-versus-Managed Fleet Architecture

The single most important structural feature of the business model is
the separation of the owned/financed fleet from the managed fleet.
Skyridge finances and operates a growing core of owned aircraft — 3 in
Year 1 rising to 7 in Year 5 — which appear on the balance sheet and
carry the associated debt, depreciation and maintenance. Alongside
these, the Company manages aircraft owned by third parties — 1 in Year 1
rising to 8 in Year 5 — which generate management, crewing and
charter-placement fees without Skyridge funding the airframes.

5.4 Pricing & Yield

Charter is priced on block hours at a blended yield that the model
sets at approximately USD 3,900 per hour in Year 1, easing modestly as
the fleet mix shifts toward turboprops and higher-volume contract flying
before recovering as premium jet utilisation grows. The blended figure
spans a wide range in practice — from turboprop safari transfers at the
lower end to midsize-jet regional missions at the upper end. Management
and brokerage income is priced on fee schedules largely independent of
fuel and crew cost inflation, providing a natural hedge.

Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Skyridge Aviation (Pty) Ltd.