Air T (AIRT) 17th Annual Southwest IDEAS Conference summary

Strategic approach and organizational structure

• Focuses on long-term value creation in aviation through selective acquisitions and business launches, averaging one to two acquisitions per year.

• Operates a decentralized model, empowering local management teams and emphasizing servant leadership and alignment with shareholders.

• Senior management and board members own significant equity, with ongoing stock buybacks to enhance alignment.

• Capital allocation is central, with resources deployed to both internal growth and acquisitions, supported by cash-generative business units.

• Emphasizes transparency and improved shareholder communication, including regular updates and Q&A channels.

Business segments and operations

• Operates feeder airlines for a major logistics partner, providing asset-light, cash-generative services across North America and the Caribbean.

• Manufactures ground support equipment, including de-icing units, and supplies the U.S. Air Force.

• Manages a portfolio of aviation parts and engine trading businesses, with facilities for aircraft storage, disassembly, and parts resale.

• Owns and develops digital businesses, including a growing ERP software solution and a leading cargo data subscription platform.

• Holds equity stakes in non-aviation businesses, such as a hydroponic tulip grower and a ductile iron foundry.

Asset management and joint ventures

• Developed an integrated asset management platform, acquiring businesses focused on end-of-life aircraft and leveraging their data for aircraft joint ventures.

• Manages outside capital in aircraft JVs, generating fee income and enabling scheduled deal flow for parts and disassembly businesses.

• Raised nearly $1 billion in AUM for aircraft leasing and management, with a focus on mid- to end-of-life aircraft.

• Partners with major asset managers, aiming to institutionalize the end-of-life aircraft market using proprietary data and underwriting standards.