THE BROKER EFFECT ™
The hidden cumulative effect of six conflicts embedded in the established brokerage marketplace.
Reciprocal arrangements between brokers can determine which opportunities a principal sees — and which they never learn existed. When broker-to-broker obligations restrict access to information, the result is a marketplace version of a material-limitation problem: the unseen conflict that can shape the outcome before the principal has any way to verify it.
Amjet is the senior-led, conflict-free alternative for principals, family offices, fiduciaries, and aviation leadership evaluating flagship aircraft transactions across North America and Europe.
What this page will clarify:
◈ THE SHIFT IN PERSPECTIVE
A perspective earned across fifty years working inside the marketplace.
◈ THE MARKETPLACE PROBLEM
The Broker Effect — the cumulative effect of marketplace conflicts, especially reciprocal broker-channel dependency — that restricts what the principal is allowed to see.
◈ THE PURPOSE-BUILT MANDATE
The conflict categories Amjet removes before advisory judgment is given.
◈ DIRECT PRINCIPAL ACCESS
Why independent visibility, disciplined execution, and transatlantic reach matter.
◈ WHO THIS IS FOR
The principal profiles for whom this model is materially different.
A SHIFT IN PERSPECTIVE
The Amjet model reflects the lived experience of Amjet's founding family team, led by Scott Rogers, across each major market cycle since 1976.
In the brokerage marketplace, experience is often presented as a credential, even though it is not a standardized measure. Principals are asked to take "experience" at face value.
Our business transitioned from commercial operations and service into aircraft dealing. From there, we moved into jet sales as a dealer. Later, we entered dealer-brokerage, managing investor-funded inventory. After living through full market cycles with aircraft on our own books, we exited the inventory model in 2007, before the financial crisis — a pattern-recognition decision that allowed us to succeed where others did not.
Exiting inventory was the first move. What followed was a broader shift in perspective. Reflection on the marketplace, and on our own history inside it, made one fact clear: conflicts of interest are not limited to ownership, fees, referral economics, or transaction incentives. They are embedded in industry practices so longstanding that brokers may not even recognize them as conflicts of interest.
This is the doubt many principals carry in intermediated markets: did they see the full market, or only the opportunities favored by the broker's relationships, economics, or deal flow?
That recognition brought the Amjet model to its present form: senior-led, conflict-free advisory for principals buying, selling, or evaluating flagship business jets across North America and Europe.
THE SHIFT IN PERSPECTIVE
A perspective,
earned across fifty years.
Amjet's perspective of the brokerage marketplace is not theoretical. It's lived.
It was built over five decades inside the industry — owning, operating, and trading aircraft on our own books, beginning in May 1976.
Exiting inventory ownership in December 2007, ahead of the financial crisis, was one in a series of pattern-recognition decisions that put long-term client outcomes ahead of short-term dealer economics.
What followed was a shift in perspective. Conflicts of interest in aircraft brokerage are not limited to ownership, fees, or transaction incentives. They can become embedded in the structure of the market itself — so familiar that many brokers no longer recognize them as conflicts.
That recognition shaped the Amjet model: senior-led, conflict-free advisory that puts the principal’s interests ahead of the brokerage marketplace.
The brokerage marketplace does not need more speed and volume. Principals need a pure brokerage model—one they can trust.
— Scott Rogers
The Problem — What Most Principals Never See
The Broker Effect.
Why most principals never see it.
The Broker Effect is Amjet's term for the structural forces inside traditional aircraft brokerage that shape advice, options, and outcomes before the principal ever sees the full picture.
Those forces can include inventory ownership, reciprocal deal flow, volume incentives, internal trading, undisclosed third-party compensation, and service provider referral fees. Many skilled professionals operate inside the reciprocal brokerage marketplace. The structure itself shapes incentives in ways the principal rarely sees — and that structure, not the individuals operating within it, is what Amjet is built to step outside.
Amjet learned this from the inside. After decades in aircraft operations, servicing, dealing, dealer-brokerage, and inventory ownership, the pattern became clear: financial risk moves through this market in predictable ways, and principals are often the last to see where those pressures originated.
Stepping out of inventory dealing in December 2007 — before the 2008 downturn — was not a branding decision. It was the result of pattern-recognition built over decades of firsthand work. The structure Amjet uses today was built from those observations and exists so that its advice and execution are not shaped by the same forces it spent years watching from the inside.
The Broker Effect —
In practice, reciprocal benefit arrangements do not just influence fees; they can determine which opportunities a principal sees, and which they never learn existed. Restricted access to information, shaped by broker‑to‑broker obligations, is itself an unseen conflict of interest.
THE BROKER EFFECT — SIX MECHANICS
The Broker Effect — It rarely looks like conflict. It arrives as confident advice, shaped by interests the principal cannot see.
▣ Inventory Ownership
The Broker holds or owns positions in aircraft, creating a direct conflict with objective advice before the conversation begins.
⇄ Reciprocal Deal Flow
Brokers trade opportunities with each other. A principal's transaction may be shaped by a relationship the principal never sees or told about.
◎ Volume-Based Incentives
Compensation structures reward transactions, not outcomes. The result is urgency, where patience may serve the principal better.
⊘ Internal Trading Desks
Some firms transact on both sides of a deal under the same roof, placing advisory and trading under a single economic structure.
◈ Undisclosed Fee Arrangements
Compensation can be received from counterparties or affiliated providers without the principal having full visibility.
❖ Service-Provider Referral Fees
Inspection or diligence providers may have financial relationships with brokers, introducing influence into the very assessment a principal is relying on.
THE MARKETPLACE PROBLEM
The Marketplace Model
The established brokerage marketplace is not aligned with the principal's interests.
That statement is not a comment on individual brokers. Many skilled professionals operate inside the reciprocal brokerage marketplace. The Broker Effect is the naming of forces inside that marketplace — that shapes advice, options, and outcomes before the principal ever sees the full picture. The structure, not the individuals operating within it, is what led Amjet to work outside the reciprocal brokerage marketplace.
The Broker Effect — It rarely looks like conflict. It arrives as confident advice, shaped by interests the principal cannot see.
THE CUMULATIVE EFFECT
The six market conflicts listed here are not isolated anomalies; they are surface expressions of a single, reciprocal-network architecture. While individual conflicts distort advice, their cumulative effect is a
material limitation—restricting market visibility and shaping your transaction options before you ever learn they existed.
THE SIX MARKET CONFLICTS
01 Inventory Ownership
Brokers hold or own positions in aircraft they are recommending.
02 Reciprocal Deal Flow
Brokers trade opportunities with each other under arrangements principals are rarely told about.
03 Volume-Based Incentives
Compensation rewards transactions rather than principal outcomes.
04 Internal Trading Desks
Some firms transact on both sides of a deal under one roof.
05 Undisclosed Fee Arrangements
Compensation flows from counterparties or affiliated providers without principal visibility.
06 Service-Provider Referral Fees
Inspection and diligence providers carry financial relationships with brokers.
boundary conditions
What Amjet is not.
Clarity about a firm's position is sharpened by stating what it is not.
- Amjet is not a marketing layer over a junior sales team. Engagements are led by Senior Advisors directly, from first conversation through closing.
- Amjet is not a reciprocal brokerage-channel firm. Amjet does not participate in reciprocal broker channels as a source of transaction flow.
- Amjet is not a volume firm. We accept a selective number of mandates each year.
- Amjet is not an aircraft dealer. We hold no inventory and take no positions.
THE AMJET ALTERNATIVE
Purpose-Built Mandate
One principal per mandate, conflicts removed.
Safeguards built into our engagement agreement.
Amjet's mandate is contracted around a single principal. The six visible mechanics are absent from the firm's operating structure — inventory ownership exited in December 2007; broker-to-broker obligation networks, volume quotas, internal trading desks, and referral arrangements declined since; compensation declared and received from one source only. Each is a matter of the firm's form, not a policy layered on top.
The cumulative effect — restricted information access — is addressed operationally through Amjet’s Principal-First fourteen-day window, during which qualified principals are approached before broader market exposure. The reciprocal network is not the channel; the principals and in-house advisors are.
Advisory judgment, transaction strategy, and execution discipline remain under Scott Rogers' direct control, carried out by a small transatlantic team whose careers have been built in aircraft operations and transactions full-time, inside the structure that led Amjet to step outside the traditional brokerage model in the first place.
amjet standard
Contracted Accountability
Industry codes of conduct describe how members of a group have agreed to behave. A signed contract defines what one firm is obligated to deliver to one principal in one transaction.
At Amjet, the obligation is contractual, direct, and transaction-specific. Accountability is strongest when it runs in writing from the advisor to the principal, not abstractly through a membership framework.
Amjet is not asking principals to trust a better promise. Amjet offers a different structure: one principal, one mandate, one written obligation, and no reciprocal broker-channel participation shaping what the principal is allowed to see.
Promises that cannot be put in writing are not promises Amjet makes.
The Amjet Architecture
Purpose-Built Mandate
One principal per mandate, every Broker Effect conflict removed, with safeguards built into the agreement — not left to uncertainty.
Amjet's mandate is contracted around a single principal, with the structural conflicts of the brokerage marketplace removed before any work begins.
This matters because the work is not pushed down into a sales layer. Advisory analysis, transaction architecture, and execution discipline remain under Scott Rogers’ direct control and are carried out by a small transatlantic team whose careers have been built in aircraft operations and transactions full-time, without career breaks, inside the structure that led Amjet to reject the traditional brokerage model in the first place.
No Inventory Ownership
Amjet holds no aircraft for resale and no house positions. Recommendations are made without a financial interest in which aircraft a principal chooses or the price at which it trades.
No Reciprocal Deal Flow
Amjet does not operate within a broker-to-broker obligation structure. No transaction is shaped by a relationship, expectation, or reciprocal debt that the principal was never told about.
No Volume Targets
The model is not built around transaction quotas or revenue targets tied to deal volume. Counsel is not driven by the need to close a deal in order to justify the platform.
No Internal Trading Desks
There is no in-house counterparty and no internal principal competing with yours inside the same firm. Advisory and execution are not placed in structural opposition.
No Service-Provider Referral Fees
Inspection, records, and delivery diligence are coordinated through specialists with no maintenance or service relationship that creates a financial interest in the diligence outcome.
One Fee, Disclosed in Full
Compensation comes from one source, identified in writing and agreed in advance. No undisclosed fees are accepted from counterparties, referral networks, or affiliated providers.
Direct to Principal Marketing
Disciplined Execution.
Transatlantic Reach.
Amjet brings the principal‑direct model used by new aircraft manufacturers into the secondary market. We have one clear objective: conflict‑free execution for a single mandate on behalf of one principal. Amjet’s model relies on principal‑first sourcing, direct engagement with identified decision‑makers, and a single chain of responsibility across North America and Europe.
Our principal‑direct model does not mean we operate in isolation. Amjet shares market intelligence with competing firms as well as principals, on the same terms it expects in return; access to essential market information is ultimately controlled by aircraft owners, not by brokers.
We maintain direct transaction engagement supported by our senior advisors in Atlanta and Zürich who operate to a single "Amjet Standard" across North America and Europe.
Direct Principal Access is the execution model that follows from the advisory structure. The work is not delegated. The advisory judgment, transaction strategy, and execution discipline remain under Scott Rogers direct control from engagement through closing.
In practice, Scott Rogers runs point on strategy and negotiation while Amanda Rogers and Lutz Druschke are involved in every phase required to deliver the transatlantic advantage. Tom Rogers provides senior support on research, analysis, and execution, ensuring continuity behind the scenes even when client-facing work is concentrated at the principal level.
Because the work is principal-led, conflict-free, and executed under a single standard, opportunities can be evaluated and pursued across North America and Europe without correspondent brokers, shared-fee networks, or diluted accountability. The objective is not market reach for its own sake. It is a controlled execution with one chain of responsibility from engagement through closing.
01
Principal — First Advantage
FOR SELLERS
At Amjet, a 14-day priority window opens under our Principal-First model. Your aircraft is presented to qualified principals first, before broader market exposure is executed preserving discretion in the wider market.
Senior advisors in Atlanta and Zürich represent the opportunity directly to qualified principals, flight departments, and family-office advisors.
FOR BUYERS
At Amjet, we evaluate opportunities across North America and Europe directly with principals, flight departments, family-office advisors and verified mandated representatives.
Our search includes aircraft publicly available and through a private purchase. We exclude unverified off-market aircraft associated with undocumented compensation, unverified compliance, or opaque pricing.
Every opportunity presented to a principal must be fully transparent, with known ownership, transparent pricing, documented compensation, and verified KYC compliance.
02
Dual-Market Execution
ONE FIRM, TWO MARKETS
Atlanta and Zürich are not a network of correspondent relationships. There are two offices of the same firm operating under one advisory standard. North America and Europe function as one transatlantic market, and Amjet is structured to execute accordingly.
That direct presence provides what single-market firms cannot: access to a transatlantic pool of qualified principals without the fee layers and diluted accountability a correspondent structure introduces. The transaction lifecycle — inspection, registration jurisdiction, customs, and entity structuring — proceeds without a handoff between firms.
RISK-ADJUSTED GLOBAL REACH
Amjet's global reach is explicitly risk-adjusted: North America and Western Europe remain the core focus because their civil aviation authorities, maintenance quality, and operating standards align with acceptable risk tolerances.
Other regions are considered only when objectives and risk tolerance support it, and only after environmental exposure, corrosion risk, and compliance history are evaluated directly.
One airplane to sell. One buyer to find.
One Transatlantic Market, One Clear Advantage.
Who this service is for
Four Principal Types.
One Consistent Standard.
Amjet works with a selective number of principals at any time.
If it is the right fit, we will both know it.
Principal type 01
Aircraft Owners Considering a Sale
Principals disposing, acquiring, or evaluating Flagship-class aircraft — Gulfstream, Bombardier Global, or Dassault Falcon platforms — where confidentiality, controlled market exposure, and the asymmetry of the decision makes conflicted advice materially consequential.
Principal type 02
Family Offices and Fiduciary Advisors
Advisors responsible for aircraft as an asset category — where fiduciary standards require written counsel, transparent compensation economics, and documented rationale that can withstand principal review. Amjet works alongside the existing decision structure, not in place of it.
Principal type 03
Directors of Aviation
Flight department leadership preparing acquisition or disposition recommendations for CEO, CFO, and CLO review — where an independent advisory document becomes part of the formal governance record, not a broker pitch.
Principal type 04
International Principals
Principals whose buyer pool or acquisition universe crosses the Atlantic, where dual-market coordination and cross-border structuring capability are genuine requirements rather than conveniences.
WHERE THIS LEADS
From Structure to
Engagement.
The structural argument above is what makes the engagement possible. Independence is the precondition; the three-stage engagement is how it is delivered. Every principal who works with Amjet enters through the same model, in the same order — whether the eventual decision is to buy, to sell, or to do neither.
STAGE 01
The Strategy Conversation
A confidential alignment meeting, no charge and no obligation. The work begins with whether the engagement is the right fit — for the principal's specific decision and for the firm — before either side commits to anything further.
STAGE 02
The Advisory Engagement
A standalone, fixed-fee deliverable. Structured market visibility, current valuation, and a documented framework — completed before any representation decision is made, and owed regardless of whether a transaction follows.
STAGE 03
Exclusive Representation
Engaged only when the advisory confirms a transaction is the right decision. One mandate, one principal, one direction — through closing, with accountability that does not end at delivery.
Each stage stands on its own. A principal may engage the advisory and elect not to proceed; that is a successful outcome of the advisory, not a failure.
— Questions a Principal Should Ask
What is the Broker Effect™ in business jet transactions?
The Broker Effect™ is Amjet’s term for the structural forces inside traditional brokerage — inventory positions, reciprocal deal flow, volume incentives, internal trading, undisclosed fees, and service-provider referral fees — that quietly shape advice and outcomes long before a principal enters the room.
Brokers in these systems are not necessarily acting improperly, but the structure is built around the interests of the brokerage marketplace, not the principal.
How is Amjet’s model an alternative to traditional aircraft brokers?
Amjet operates outside the reciprocal brokerage marketplace. The firm holds no inventory, trades no reciprocal deal flow, sets no volume targets, and accepts no undisclosed fees or referral payments.
Advisory and execution are provided under a purpose‑built mandate contracted to a single principal, so the structure itself removes the conflicts that define traditional aircraft brokerage.
How does Amjet’s engagement process work?
Amjet’s engagement is structured in three stages — the Strategy Conversation, the Advisory Engagement, and Exclusive Representation — each complete in itself.
Stage 01 is a confidential alignment meeting offered without charge or obligation.
Stage 02 is a standalone, fixed‑fee advisory deliverable completed before any representation decision is made.
Stage 03 is exclusive representation, engaged only when the advisory confirms a transaction is the right decision.
Every principal enters through the same model in the same order, whether the eventual decision is to buy, to sell, or to do neither.
What happens at an Amjet Strategy Conversation?
The Strategy Conversation is the first stage of Amjet’s engagement model — a confidential alignment meeting offered without charge or obligation. Its purpose is to determine whether the engagement is the right fit, both for the principal’s specific decision and for the firm, before either side commits to anything further.
The first conversation is not a sales call. If Amjet’s model is not the right fit for the principal’s circumstances, that determination is made directly and quickly, and no further engagement follows.
What does Advisory-First mean at Amjet?
Advisory‑First means the advisory engagement is a standalone, fixed‑fee deliverable — Stage 02 of Amjet’s three‑stage engagement model — completed before any representation decision is made.
Amjet’s financial outcome at this stage is not dependent on a transaction closing, so if the analysis shows that now is not the right time to buy or sell, the firm can say so. An advisory engagement that concludes with a recommendation not to transact is a successful outcome of the advisory, not a failure of it.
That counsel is only possible when the advisor has no stake in the answer.
Who performs the advisory work at Amjet?
The advisory work is performed directly by Scott Rogers, drawing on more than fifty years of firsthand experience in aircraft operations, servicing, dealing, dealer‑brokerage, and inventory ownership.
The judgment, transaction structure, and execution are not pushed down into a sales layer; they are carried out by a small transatlantic team whose careers have been built in aircraft operations and transactions full time, without career breaks, inside the structure Amjet uses today.
How does Direct Principal Access work in practice?
Direct Principal Access™ is Amjet’s transatlantic execution model. Senior advisors in Atlanta and Zürich represent opportunities directly to principals, flight departments, and family‑office advisors across North America and Europe.
Transactions are executed as private sales, with a principal‑first priority window and without the fee layers or opacity of shadow inventory and unnamed networks.
Why does dual‑market capability matter, and how far does Amjet’s reach extend?
Large‑cabin business jets trade in a single transatlantic market, even when individual aircraft are based locally. By operating from Atlanta and Zürich as one firm under a single advisory standard, Amjet can evaluate and execute across North America and Europe without correspondent brokers or shared‑fee arrangements — reducing layers of risk and preserving one chain of accountability from engagement through closing.
Amjet’s reach is also explicitly risk‑adjusted. North America and Western Europe remain the core focus because their mature civil aviation authorities, maintenance quality, and operating standards align with principals’ risk tolerances.
Other regions are considered only when a principal’s objectives and risk tolerance support it, and only as a directed extension of the engagement after environmental exposure, corrosion risk, and compliance history have been evaluated directly.
Who is this independent advisory model designed for?
Amjet’s structure is designed for aircraft owners of flagship‑class jets, family offices and fiduciary advisors, directors of aviation, and international principals whose transactions cross the Atlantic.
In each case, the engagement is built around written counsel, transparent compensation, and formal documentation suitable for governance and principal review.
— Begin the Conversation
The brokerage marketplace does not need more speed and volume. Principals need a pure brokerage model—one they can trust.
Start the Conversation.
Initial discussions are private and without obligation.
Atlanta & Zürich
A PRESENCE IN BOTH the
NORTH AMERICAN market AND EUROPEAN MARKET