Aero's Luxury Bet: Is Premium Service the Right Play for Semi-Private Aviation?

In aviation's complex hierarchy, a new segment has emerged: the semi-private jet service. Companies like JSX, Surf Air, and Aero have carved a niche between commercial first class and full private charter, targeting travelers willing to pay a premium for convenience without the full private jet price.

I spoke with Aero's leadership to understand their vision. What I discovered was a company betting heavily on hospitality and service as their key differentiator, but I'm left wondering if that's what their target market truly values most.

The Gap Between First Class and Private

"We don't see any other product like ours out there that slots between first class and a private charter," Aero CEO Ben Klein told me. "It's a pretty blank canvas in terms of other participants going after that market segment."

Their proposition is compelling: Avoid crowded terminals, skip TSA lines, bring your pet onboard without judgment, and enjoy a premium experience both on the ground and in the air. For routes like Los Angeles to Aspen or Cabo San Lucas, they're charging between $1,000 and $2,500 one-way, depending on seasonality.

The onboard service is more elevated than other smart, pragmatic offerings like JSX: Aero has fewer seats, thoughtful scene lighting, and the feeling of space and exclusivity. JSX operates with a tight business model, more seats per aircraft, and a broader focus on both business travelers and the leisure market. Aero has deliberately positioned itself further upmarket, targeting primarily premium leisure travelers and creating an experience that sits just below entry-level private aviation.

This creates an interesting tension: JSX's approach might yield better unit economics through higher density, while Aero is betting that service, hospitality, and high-touch experiences will command premium rates. But white glove service and luxury catering adds cost to the operation. 

At first blush, the economics make sense when considering alternatives. A private charter on these routes might cost $15,000-$25,000, while first-class commercial tickets during peak periods can approach upwards of $2,000 anyway, but with a dramatically inferior experience, especially on regional jets.

The British Butler Training Investment

What stood out in my conversation was Aero's emphasis on service. While most FBOs (Fixed Base Operators) are designed for efficiency, Aero has invested in creating a premium experience at its home base in the Van Nuys Airport.

At other locations, such as Salt Lake City, they operate out of standard FBOs like Signature Aviation, which are more utilitarian and make it harder to offer a consistent, end-to-end experience.

Aero has what Klein described as "intense service training for all of our front-facing teams," including flight attendants trained at the British Butler Institute. This commitment has paid dividends — Aero boasts an impressive 95 net promoter (NPS) score in 2024, up from the 70s two years ago.

The leadership team referenced influence from hospitality luminaries like Danny Meyer (author of "Setting the Table") and Will Guidara (author of "Unreasonable Hospitality"). Both books champion the philosophy that irrational generosity and thoughtful service create outsized returns in customer loyalty. This approach is core to Aero's current strategy.

A Different Approach to Premium Aviation

One wonders how Aero's luxury service model compares to traditional private aviation experiences.

A friend who regularly flies NetJets shared that their typical clientele prioritizes efficiency: Minimal airport time, a Diet Coke and reading the newspaper on shorter flights, and getting to their destination promptly. For many private flyers, aviation is a tool, not a luxury experience.

Aero is making a calculation that its customers will appreciate a higher-touch experience (think Erewhon food and dollops of caviar).

Its focus on premium leisure destinations like Aspen and Cabo supports this theory. Aero is targeting "second homeowners, somebody who's going back and forth quite a bit. Maybe they have a dog that they want to bring back and forth to their second home," says Klein. 

They're also making choices that would horrify efficiency-obsessed CFOs, like ordering extra catering to ensure guests always get their first menu choice.

"There's nothing worse when you're on a flight... you're sitting in the sixth row of first class or whatever it is... and this is all there is left," Klein explained. "I paid top dollar for this ticket and I'm not getting my first or second choice."

Finding the Right Service Formula

The company currently flies to Cabo, Aspen, Las Vegas and Salt Lake City, among others. A potential entry into the transcontinental market — priced around $5,000 one-way — is their "number one most requested route," according to Klein. 

An added draw is Starlink connectivity that makes typical in-flight Wi-Fi look like dial-up, a significant differentiator for executives. Klein believes with enough service differentiation, they can compete against the likes of Delta One.

But success in aviation is rarely just about service quality. Distribution remains a major challenge, as they're "not on the [global distribution system] GDS, so if you go onto Kayak right now, you're not going to find an Aero flight." Instead, Aero relies on word of mouth and "a small but mighty marketing team."

The Pet Premium

Perhaps the most interesting insight was what I termed a "shadow differentiator," pet-friendly travel. Aero has discovered substantial demand from second homeowners who previously drove from Los Angeles to Park City just to bring their dogs.

"The number of people who I met who say they drive, they're second homeowners, but they drive from LA to bring their dogs... they're thrilled about the idea that now they can fly Aero and bring their dog because they don't want to check them on a commercial flight," Klein told me.

This solves a genuine pain point that major airlines haven't adequately addressed despite the post-pandemic pet boom.

The Loyalty Program Challenge

Aero faces the same headwind that has challenged previous aviation startups — operating outside major loyalty programs. For frequent travelers accustomed to accumulating miles and status, this represents a significant switching cost.

When asked about breaking into the transcontinental market, Klein acknowledged this directly:

"Are you going to choose us over Delta One, given that it's probably gonna be twice as much, and you're not gonna get your miles and everything else?"

This honesty is refreshing. Aero isn’t pretending to compete on price or loyalty benefits — it is betting entirely on a better experience. But the trancon market is notoriously competitive. 

The Road Ahead

As Aero eyes expansion, it faces significant challenges. Team members mention they're preparing a service between New York and Aspen, an interesting market niche. 

The "J-curve" of aviation economics means the airline will need substantial inventory to stimulate demand. That risks significant losses if load factors don't materialize.

Yet there's reason for optimism. The rise of "free agents" in travel — consumers less bound to loyalty programs who willingly pay for superior experiences — could work in their favor.

Having your skis arrive in Salt Lake City and handed directly to you rather than thrashed by commercial carriers is one example.

The question remains whether butler-trained flight attendants and premium catering are solving the right problems. Perhaps the ability to bring your dog, skip TSA, and arrive at a private terminal are the real attractions, with hospitality flourishes as secondary benefits. But for now, they are front-and-center and well executed.

As travel continues to segment, Aero represents an interesting experiment in what premium travelers truly value. Its success may ultimately depend not on food quality, but on whether they can build enough scale and awareness to overcome the pull of airline loyalty programs.