Jetrader - Winter 2018 - 30

The next step for us is to access the third
pool, which is the public institutional market or the public bond market. We need
an investment-grade rating to do that,
and that's something that we are working
toward. We're not in any rush, and we'll do
it when the time is right, but we do have
an ambition and an objective to get an
investment-grade rating and access that
market. That will do great things for us in
terms of de-risking the business because
it gives us access to the largest pool of
debt. And it should help to make us more

competitive, because the pricing of debt
in that market should be more competitive,
and that should sustain the business long
term. So for the team, there are some very
interesting times ahead in terms of us going
on that journey of getting an investment
grade and then using that investment grade
to access different debt markets.
GB: Let's talk about your people - or
human capital. It's all about relationships, both internally and externally, and
you've said that retaining and attracting

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05/06/18

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1:41 PM

the right people is very difficult in this
market because there are so many lessors establishing themselves, particularly in Dublin. How do you go about
managing that?
RK: People are the cornerstone of an
aircraft leasing business. It's people - not
processes or machines - who buy aircraft,
collect the rent, prepare your accounts,
finance aircraft and deal with problems
when they arise. That that's all done by
people, so it's really important that every
lessor has a strong team, and the performance of a lessor is very closely aligned to
the quality of the team.
Goshawk has a great team, and I suppose
I would say that wouldn't I? But the track
record speaks for itself in terms of what the
team has achieved since we set the business
up over the last four or five years. What's
really key, and what I'm conscious of, is the
need to continue to attract quality people
to our business because we are a growing
business. And just as importantly, if not
more importantly, we want to maintain and
retain the quality people that we have in
the business.
So how do we do it? There are a number
of generic tools that we offer people. For
example, we have an educational support
program in the business, we look at flexible working, and we provide a very nice
working environment for our people. All
of those things are almost the base-case
necessity. What we do in addition to that
at Goshawk is something that we feel is a
little bit unique. We encourage people to
think about what experiences they would
like to achieve for themselves during their
time at Goshawk. And we encourage them
to discuss those experiences with the business, and we as a business will work with
our people to try and make sure that they
achieve those experiences.
We have a very flat structure here, and
we encourage people to think about their
careers in the context that they're building blocks of experience. So if you work as
an accountant in the finance department
at Goshawk and you have an interest in
the area of credit analysis, we encourage
people to make that known. The business
works with its people to try and see if they
could gain some experience in that area.
Another example might be if you work in
a team at Goshawk and your job doesn't
involve managing people, but you're ready

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Jetrader - Winter 2018

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