By Ellis M. Chernoff

Many other details had to be set up at Express Airlines I prior to beginning airline operations as Republic Express. Pilot uniforms and crew wings had to be designed and ordered. The Phoenix Airline Services logo was at the center of the pilot wings.

The airline also needed to register an ATC callsign. I had done this in 1981 for Dolphin Airways. Since they had ceased operations, that callsign was available. I once again registered “Flagship” as the airline’s callsign.

Classroom facilities were set up, and the first 12 pilots were hired. All of them had prior commuter airline experience, but none had flown the BAe Jetstream 31. Several members of the initial class arrived a couple of days early and were eager to begin their studies; they requested the crew training manual. Despite their enthusiasm, I told them that everyone would receive their materials on Day One. I wanted to closely direct the learning process and training experience. In addition to the first group of pilots, the FAA Flight Standards Office sent one of its inspectors to audit the class.

With my prior experience in commuter airline training, I wanted to be certain that all of these pilots had a complete background in not only the systems but the related physics and technologies of the subjects. I did not want to assume what they did or did not know. Not only would these pilots start as captains at the airline, but they would also quickly become check airmen and line instructors. In my initial discussions with the executives, I received carte blanche to operate a very thorough training course. My mandate from the CEO was that there would not be delays, cancellations, or accidents due to inadequate training.

The manual that I had compiled for each pilot was augmented in class with overhead transparencies and 35mm detail slides. The same detail was devoted to a review of the Federal Aviation Regulations that would apply to our operation, the Flight Operations Manual, meteorology, and the advanced use of weather radar. I even included a unit on PA announcements. The Jetstream did not have flight attendants and the pilots would be responsible for the required announcements and passenger briefings. Not only should our pilots sound professional, but there are words that should be used and others that should be avoided.

Regulations require actual drills using the emergency equipment and procedures of the aircraft. At least for the first few classes, I was able to coordinate an aircraft in the hangar where each pilot could do a scenario operating the normal and emergency exits, simulate fighting a fire, using the oxygen masks, and culminating with a simulated ditching in the Mississippi River and water evacuation.

As soon as the pilots in one class completed their ground instruction, another class was assembled to begin. The pilots were assigned to flight training once we had an aircraft on the property. As the first group of pilots completed their flight training, I inquired how prepared they felt from the ground training. I wanted to know if the the airplane operated and handled as I had described. This was important to me as I had never flown this specific type of plane myself and had to deduce those details. The pilots reported that the plane handled exactly as I had described. They also said that from the ground school, they thought that everything would be larger than it actually was!

My responsibilities were far beyond conducting the ground schools. While I could conceive of pilot records being digitized and automated, this was not yet a concept that the FAA would accept. Each pilot would have a binder containing their resume, application, copies of their certificates, and all of the training records. I had a large file cabinet devoted to these files, and they were under my exclusive control. I was also responsible for the library of required manuals. These included the Flight Operations Manual, the Security Manual, the Emergency Response Manual, and the Operations Specifications. Any time a revision needed to be made, I would make the required number of copies, which started with three, for approval of the FAA office. Once stamped, I could make copies to be distributed to the libraries in the office. Each required manual has a log of effective pages and revisions, and these need to be up to date in each one.

I was also responsible for another set of manuals: the Approved Flight Manuals. The Jetstream was certified in the United Kingdom, and that approval is accepted in the US. But for foreign-certified aircraft, an APN is issued specific to each unique aircraft and must be carried in that aircraft. So, the revisions to those manuals needed to be managed with exceptional care. I would personally update those manuals when the particular aircraft was on a ramp where I could access it between flights. As the airline grew, more and more time was devoted to these documents. I had started out working 10-14 hours a day, 7 days a week, and it never let up.

Fortunately, we hired two additional classroom instructors who were running classes of new-hire pilots and upgrades, while I was involved in everything else. While I would have liked to fly the line, I never had time to get flight qualified myself.

Backing up a bit, our first scheduled flights took place on the afternoon of May 31, 1985, with three aircraft departing full of passengers from Memphis, TN (MEM). The temperature was very hot and it was proof that having ground power, ground air conditioning, and water-methanol were wise choices. The aircraft deliveries continued, but I was concerned about the next phase. The company had also placed orders for the Saab-Fairchild SF-340A, which was configured for 30 passengers plus a flight attendant.

While we had another person tasked with running the training of flight attendants, agents, and ramp workers, I had insisted that I have oversight of this too. I wanted to be certain of continuity and no conflicts or adverse motivations, as I had often seen at other operations. I was assured that I didn’t need to be concerned about the SF-340 pilot training program, as the Atlanta office had hired another individual to take care of that. The VP of Flight Operations had hired him and sent him off to Flight Safety, where they conducted ground school on the type and had a full flight simulator. I was concerned that I was not consulted or informed of this, but my concerns were shut down.

This newly minted SF-340 captain returned with a fresh endorsement on his certificate just a few weeks before our first aircraft would be delivered. But, as I expected, the FAA would not accept him as a pilot for us or have anything to do with setting up the SF-340 operation. Our executives had made an incorrect assumption. Flight Safety conducts approved training for Comair and Air Midwest. The FAA had not received an application for them to conduct training under our approved training program. All that was necessary would have been to submit the application first and provide duplicate training manuals with our letterhead. But since this was not done, I now would need to obtain the approval and send our guy to take the entire Flight Safety course over again.

Without the benefit of having taken the course myself or visited the Saab factory school in Sweden, I had to create the normal checklists and training profiles myself. I did have a former first officer from Comair to assist me, but I had to teach myself this complex aircraft from the books that I had. Success was achieved, and we got our first pilot back, now legal and qualified to fly and instruct our pilots who would transition from the Jetstream and the Saab.

The new planes went into service in the late Fall, but soon problems arose. One foggy evening, shortly after dark, I was summoned from my office to the ramp. Our two SF-340s were awaiting departure but were now grounded. The advanced electronic flight displays were rolling like a vintage black-and-white television. Not one, but both aircraft were having the same problem. One would think that an airplane designed in Sweden would be fully capable of cold and damp conditions, but this was not the case.

The FAA restricted the SF-340s to day/VFR conditions, which would certainly reduce their usefulness during the holiday season. We had to resort to leasing a couple of Convair 580s from another operator to carry our passengers for a couple of months until a complete fix could be worked out.

During the same time, we set up a satellite operation called Express Airlines II with a hub at the Minneapolis/St. Paul International Airport (MSP), also flying under the Republic Express brand. I spent a good part of December and January working from an office on the concourse in support of pilots and staff. At this time, the two networks were not connected.

Our fleet and employee group grew and the airline was successful. As promised by the CEO in his address to each group of newly-hired employees, profit sharing would be distributed. The scheduling and oversight of flight training was out of my hands. We experienced our first accident and scare. Jetstream training was conducted in the overnight hours at the outstations. Fatigue was setting in for both the instructor pilots and the trainees. One night, what was supposed to be a touch and go landing turned out to be a slide on the belly pod and runway scrape by the propellers. Both the instructor and the trainee were so tired they failed to extend the landing gear. Thankfully, no one was hurt and the plane’s minor damage was repaired. But, it was a wake-up call that our high standards were being compromised.

Discovering that someone unathorized by me had compromised some pilot training records, I could see that something needed to be done to get this operation back on track. Stories of poor human relations with staff employees also greatly disturbed me. We had started out with a strong corporate culture that now seemed to be eroded. By this time, too, some of our early pilots had resigned and taken employment across the airport with Federal Express.

Federal Express, too, was expanding their fleet and operation at Memphis and asked their newly hired pilots if they knew anyone who would be a great instructor. They overwhelmingly endoresed me and this started overtures by Federal Express to hire me directly into their training department. Traditionally, they had filled such positions in house from their pilots. At this time there were no takers so they were looking outside the company. I was assured that I had a position there; the only delay would be to work out the employment details and compensation. As the weeks went on and a hire date was not established, I was becoming concerned that I was too worn out to be able to apply myself fully at the cargo carrier. I suggested that if I would resign my position with the commuter, I could get refreshed and be able to start. That sounded great to my contact and he suggested that I check in weekly. I did that, but the job never did materialize and during a phone call to the guy I learned they had hired someone else. Now I had no job and was not eligible for unemployment compensation. Thanks so much.

I began an unintended sabbatical in late 1986 that went on for many months. For every flying job I applied for, either I was rejected for having too much experience and high standards, or was rejected for not having logged any flight hours in two years. Even the FAA rejected my application to be an air carrier inspector, citing that I had not been a pilot-in-command in the prior 24 months. Never mind that I had been involved in certifying two air carriers and working with a third, and that I had two university degrees and thousands of hours of flight experience. It seemed that my career was finished.

By the way, the Phoenix Airline Services pilot academy was never enabled. Republic Express was merged into the “Northwest Airlink” brand following the merger of Republic Airlines and Northwest Airlines. In 2002, Express Airlines I changed its name to Pinnacle Airlines. The next decade brought acquisitions of Mesaba and Colgan, and after bankruptcy, Pinnacle emerged in 2013 as Endeavor Air. It operates today as a Delta Connection carrier. On October 27, 2016, Endeavor Air adopted the “Endeavor” callsign, replacing “Flagship,” but it still uses the original “9E” operating certificate.

By Ellis M. Chernoff

I was interviewed in an office provided by Republic Airlines in Atlanta, Georgia. Two of my former Dolphin Airlines colleagues, along with a couple of other executives, met with me to talk about Phoenix Airline Services.

What was initially pitched was an air academy and holding company that would produce codeshare operators for several major air carriers. The academy would be modeled on Flight Safety International, providing ground school and simulator training in a variety of corporate and commuter airliner types. I was under consideration to head this new operation. It was intended to be state-of-the-art and of the highest possible standards, and I was considered perfect for the task.

As a startup venture, I could expect deferred compensation until the first codeshare airline went into operation. It was an attractive opportunity with long-term and expanding prospects. The principals I was meeting with were actually working at Eastern Metro Express, which was a division of Metro Airlines, and this new venture was still in the works and virtually a secret.

In the past, a commuter airline could obtain an FAA operating certificate under FAR 135 with a single plane and pilot. That pilot could also serve as the Director of Operations. Only a relationship with an approved repair facility was necessary to fill out the prerequisites.

But by the 1980s, the situation was much different. An airline applicant had to have a qualified Director of Operations, a qualified Chief Pilot, a qualified Director of Maintenance and a qualified Director of Training. The FAA would also need to be assured that aircraft could be obtained for exclusive use. In turn, new aircraft financing depended upon assurance that FAA approval could be obtained. And finally, any airline that would consider a codeshare partnership would require all of the above to be satisfied. Therefore, hiring me would be key to the desired approvals.

This was a great honor and certainly would be a challenge that would take advantage of everything I had learned in my past fifteen years in aviation. I agreed only on the provision that I had full authority to do it my way, with standards that would meet or exceed those of any major airline training department.

Returning to Atlanta with my car and possessions, I found the office buzzing with activity. By this time, there were also a Director of Finance, a Director of Maintenance, a Director of Operations and two secretaries. Less than ten people total. The secretaries were entering every page of every manual, from Eastern Metro Express, into dedicated word processing machines. The text, in turn, was printed on the new Republic Express letterhead stationery.

I set to work reviewing every single page and making edits. Although Eastern Metro had been certified only a couple of years before, provisions of the regulations had changed, and everything had to comply with the current rules and interpretations. This work spanned a whole suite of required manuals. Long hours were devoted to this work, but I had nothing else required at this point.

There came a point where I would box up material yet to be reviewed and pack a suitcase, as I was given a ticket to Scotland, where we had an order for 25 brand new Jetstream 31s. I took along my Nikon camera with regular and macro lenses. Arriving at the British Aerospace factory in Prestwick, I was greeted as a VIP. In fact, I was the first person they had actually met representing this substantial order for new aircraft. I would be given full access to the factory floor as well as the design and performance engineers, as well as enjoy wonderful lunches in the executive dining room.

Most of my days were spent attending a comprehensive systems ground school taught by a factory instructor. He had a very heavy Scottish accent, but I managed to understand everything he said, including uniquely UK terminology. Also attending the classes were four maintenance engineers (mechanics) from the Netherlands. All of us resided in the same hotel and enjoyed breakfast and dinner together. I spent my evenings continuing to edit the manuals that we would use at Republic Express.

Additionally, I was compiling what I would use as a pilot training manual and constructing normal checklists and performance cards that my crews would eventually use. While in the factory, I took many rolls of detailed photographs of the panels, switches, indicators, and other bits that I would use for teaching ground school.

While the Jetstream design dates back to the mid 1960s, the current version was much updated. Our specific order incorporated a number of features not found on Jetstream 31s previously delivered to other operators. Firstly, we had a newly designed belly pod to add baggage capacity. The basic aircraft only had a baggage compartment at the rear of the cabin. The new external pod not only allowed carry on baggage to be loaded without disrupting the boarding of passengers, but with its central location, did not affect the balance of the plane.

Like other contemporary commuter turboprops, engine bleed air was used to heat and cool the cabin in addition to providing for pressurization. But our order included electrical cabin heaters and electrically operated freon air conditioning units to provide a comfortable cabin while the planes were parked at the gate. Of course, this necessitated a ground power unit for each plane, but I had mandated that anyway, as the Garrett engines are best started using external power. Our engines, too, were the latest advanced version of the TPE-331 using strain gage sensors for measuring torque output.

Our fleet would also be the first Jetstreams to have a water-methanol injection system to boost power in high ambient temperature conditions, just like the Metroliners and Fairchild F-27s I had previously operated. The water-methanol system was so new for production Jetsteams that I could only get a hand-drawn schematic of the system to incorporate in the pilot training materials. I also had the initial printouts of the performance charts to distinguish between “wet” and “dry” takeoffs.

Returning to Atlanta after more than three weeks, I resumed work with the secretaries, making amendments to the suite of required manuals. By this time, a Chief Pilot had been hired, but no other pilots. We still had not received the first delivery from the factory. But an office space was set up under the B concourse at the Memphis International Airport, and I drove to that city and worked from that office, living in a company-provided temporary apartment.

My office had a few long tables, a telephone, and an excellent copy machine. I set to work printing out revision packages for the various manuals that were already printed out. I also started making copies of the pilot training manuals and other materials that would have to be submitted to the FAA for approval prior to the start of any training. In 1985, in order to obtain an FAA operating certificate, we had to provide a letter of compliance indicating how we, as a new operator, would comply with each provision of
every applicable regulation.

Time was of the essence as the start of operations date had been published for June 1, and we had still not hired any pilots, nor did we have any airplanes. One morning, our Director of Operations came into my office and announced that the FAA was on their way over to see us. There were four or five of them in suits from the Memphis Flight Standards office that would have oversight of our airline. Upon introductions, one of them recognized me from many years before. The inspector had previously worked in Columbia, South Carolina, and remembered me from my time and work with Air Carolina. It was like a homecoming and stunned everyone in the room.

Getting down to business, the lead inspector announced that, so far, our materials did not meet their
approval. I had not been aware that while I was in Prestwick, the Atlanta office had submitted the draft manuals without much of my edits. My response was to hand them the required multiple copies of the revisions I had prepared. They also inquired about the pilot training materials, and I gave them copies of my pilot training manuals, checklists, performance tables, and showed them the trays of 35mm Kodachrome slides that I would use. They thanked me and returned to their office while I returned to my ongoing tasks.

Within an hour, the Director of Operations again came to my office to instruct me to stop what I was doing and drive over to the FAA office. Arriving there, I was handed official letters of Initial Approval for everything. I was shocked and said, “Surely you could not have reviewed everything you took back to the
office.” I was told that a cursory review, plus my reputation and attitude, had fully satisfied them that everything was now up to snuff.

It was now a GO; a classroom was set up, and the first group of twelve pilots was hired and given a report date. Since the classroom was going to be out on the concourse, I insisted that there would be a dress code for all students. They must be attired in a shirt and tie. Not only was this because airport employees would see them coming and going each day, but I also wanted to instill an attitude of professionalism not usually found in commuter airlines.