I arrive at our head office at Stapleford Airport in Essex, on the edge of London, between 08:30 and 09.00. My first task is to check through my e-mails for any urgent matters and to review the status of our banking, payments and financial requirements for the coming day. As an international business, we are effectively working somewhere in the world 24-7 and so I need to make sure I’m aware of any overnight developments that might affect our financial affairs.

Through the morning, after responding to e-mails and any owner requests, I cover a variety of tasks such as overseeing LEA payroll matters - LEA employs over 100 people - and ensure LEA meets any financial reporting obligations. Our financial relationships range from owners and charter customers through to aircraft maintenance companies and industry bodies such as EUROCONTROL and CAA. In May 2014, LEA became part of Luxaviation Group and that new relationship has added a new and significant dimension to our reporting processes. Now, for example, we need to report
	Tony Medlock
data, such as hours flown, profit forecasts, quotes raised and sales achieved, ‘upwards’ into the group on a weekly/monthly basis.

Much of my time, at the moment, is also spent on the development and planned implementation of a new accounting system and procedures for LEA. We are moving from largely off-the-shelf technology to a much more customised system, and becoming increasingly paperless in the process, which will help to streamline and expedite our work. The new system goes live in September 2015.

Most of my liaison with the representatives of the aircraft we manage on behalf of the owners is carried out by telephone or e-mail but I might occasionally meet face to face.

In the afternoon, whilst handling any data requests from our chief executive Patrick Margetson-Rushmore or our managing director George Galanopoulos, I also manage and review the work of my accounts team - seven people directly reporting to me. Jointly we gather and analyse all kinds of information, from charter rates achieved to fuel burn. This data can also help potential owners deciding which aircraft to purchase.

LEA's Ops Room at Stapleford Airport

We regularly buy foreign currency, so part of my role is to monitor exchange rates to ensure we buy at the best times for the business. I also keep an eye on international political and economic developments for any issues that might affect the financial side of the company.

I generally leave the office between 18.30 and 20:00, although I regularly check e-mails at home in the evening and at the weekends. Whilst major business decisions ordinarily take place during the working week, of course, I need to be available to deal with ‘out of hours’ problems such as urgent payments and lost or stolen company credit cards.

Combining the job with my family life (a wife and four sons) leaves me very little spare time but I love football. I support West Ham United in the English Premier League and also coach and manage both Leytonstone United in the Essex Olympian league and Tigers JFC in the Echo Junior Football League.

I had never worked in business aviation before joining LEA but it is an exciting time to be involved, not just with the company but with the industry generally. The nature of our business means one never knows what tomorrow might bring.

If you would like to share your views or comment on this topic, please write to: editor@blueskynews.aero

©BlueSky Business Aviation News | 27th August 2015 | Issue #333

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