Why Amjet · Independent Advisory
THE BROKER EFFECT ™
Every principal in an intermediated market faces the same question: did I see the full market, or only part of it?
In aircraft transactions, the answer depends on structure — how an advisor is paid, where their deal flow originates, and what obligations sit behind the advice. Most of that structure is invisible from the principal's side of the table.
The Broker Effect™ is Amjet's framework for making that structure visible: six categories of incentive, common throughout the brokerage marketplace, that a principal can identify, ask about, and verify before engaging any firm — including this one.
- A perspective earned inside the market
- The Broker Effect — six structural incentives
- The questions that verify
- The Purpose-Built Mandate™
- Direct Principal Access
- Who this is for
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.
A Perspective Earned Inside the Market
Fifty years. Every seat at the table.
Amjet's understanding of the brokerage marketplace is not theoretical. It was built from the inside — beginning in May 1976.
Through commercial operations and service, aircraft dealing, jet sales, and dealer-brokerage with investor-funded inventory on our own books, the firm has worked across every major market cycle since. In December 2007, after living through full cycles as an inventory owner, we exited the inventory model entirely — a pattern-recognition decision made ahead of the 2008 downturn, and the first in a series of choices that put long-term client outcomes ahead of short-term dealer economics.
What followed was a broader realization. The incentives that shape advice in this market are not limited to inventory, fees, or transaction economics. Some are embedded in practices so longstanding that they are simply how business is done — often operated by skilled, well-intentioned professionals. Understanding those incentives from firsthand experience is what allowed us to design a firm that operates without them.
"The brokerage marketplace does not need more speed and volume. Principals deserve a structure they can verify."
—
Scott Rogers
The Broker Effect™
Six incentives every principal should understand.
The Broker Effect™ is Amjet's term for the structural incentives inside traditional aircraft brokerage that can shape advice, options, and outcomes — often without any individual acting improperly. These are features of how the marketplace is organized, not a judgment of the professionals working within it. Many capable brokers deliver real value inside these structures every day.
The point is simpler: a principal cannot weigh an incentive they have not been shown. These six are worth understanding before engaging any firm.
01
Inventory Ownership
When a firm holds positions in aircraft, its economics are connected to which aircraft trade, and at what price. A principal should know whether the firm advising them has a stake in the answer.
02
Reciprocal Deal Flow
Brokers routinely exchange opportunities with one another. These relationships can add reach — and they can also influence which opportunities are emphasized. A principal should know what channels shaped the options presented.
03
Volume-Based Incentives
Compensation tied to transaction count rewards closing. That can create urgency in situations where patience serves the principal better. A principal should know how the people advising them are paid.
04
Internal Trading Desks
Some firms advise and transact under the same roof. That can be efficient — and it places advisory judgment and trading economics inside a single structure. A principal should know when both sides of a market view come from one firm.
05
Undisclosed Fee Arrangements
Compensation can flow from counterparties or affiliated providers. Whenever it does, the principal should see it, in writing, before relying on the advice
06
Service-Provider Referral Fees
Inspection and diligence providers sometimes have financial relationships with the firms that refer them. Diligence is the assessment a principal relies on most. Its independence should be verifiable.
The cumulative effect of these incentives — each reasonable-looking in isolation — is the question every principal in an intermediated market eventually asks: did I see the whole market, or the part of it my advisor's structure favored? The Broker Effect™ names that question so it can be answered with facts rather than assurances.
The Questions That Verify
Ask these of any firm. Including this one.
Structure is verifiable in a way promises are not. Before engaging any advisor for a flagship transaction, a principal — or the fiduciary acting for one — is entitled to clear, written answers to six questions:
Principal's Diligence — Advisory Engagements
1. Do you hold, or intend to hold, any position in aircraft you may recommend?
2. What share of your deal flow comes through broker-to-broker channels, and what obligations attach to it?
3. How are the individuals on my engagement compensated — and is any part of it tied to whether or when I transact?
4. Does your firm ever act on the other side of a transaction, directly or through an affiliate?
5. Will you receive compensation from anyone other than me? Will you state that in writing?
6 Do the inspection and diligence providers you recommend have any financial relationship with your firm?
A firm that answers these directly, in writing, has earned the conversation. Amjet's answers follow — structural, not situational.
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 Purpose-Built Mandate™
One principal per mandate. Answers built into the structure.
Amjet's mandate is contracted around a single principal, and each of the six questions above is answered by the form of the firm — not by a policy layered on top.
No Inventory Ownership
Amjet exited inventory in December 2007 and holds no aircraft for resale and no house positions. Recommendations carry no financial interest in which aircraft a principal chooses or the price at which it trades.
No Reciprocal Obligations
Amjet does not rely on broker-to-broker obligation networks as a source of transaction flow. Where another firm represents the right aircraft for our principal, we transact with that firm professionally and at arm's length — with our compensation disclosed on our side. What we decline is the obligation, not the transaction.
No Volume Targets
The model carries no transaction quotas and no revenue targets tied to deal count. We accept a selective number of mandates each year, and counsel is never driven by the need to close a deal to justify the platform.
No Internal Trading Desk
There is no in-house counterparty and no internal principal competing with yours inside the same firm. Advisory and execution are never placed in structural opposition.
One Fee, Disclosed in Full
Compensation comes from one source — the principal — identified in writing and agreed in advance. No fees are accepted from counterparties, referral networks, or affiliated providers.
Independent Diligence
Inspection, records, and delivery diligence are coordinated through specialists with no service relationship that creates a financial interest in the diligence outcome.
Advisory judgment, transaction strategy, and execution discipline remain under Scott Rogers' direct control from engagement through closing, carried out by a small transatlantic team whose careers have been built full-time in aircraft operations and transactions.
The 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, accountability runs in writing from the advisor to the principal: one principal, one mandate, one declared fee, and a documented rationale suitable for governance review. Promises that cannot be put in writing are not promises Amjet makes.
Direct Principal Access
Disciplined execution. Transatlantic reach.
Amjet brings the principal-direct model used by new-aircraft manufacturers into the secondary market: principal-first sourcing, direct engagement with identified decision-makers, and a single chain of responsibility across North America and Europe.
Independence does not mean isolation. Amjet shares market intelligence with principals and with other firms on the same terms it expects in return — because access to essential market information ultimately belongs to aircraft owners, not to any intermediary.
Principal-First — For Sellers
A fourteen-day priority window opens under our Principal-First model: your aircraft is presented directly to qualified principals, flight departments, and family-office advisors before broader market exposure, preserving discretion.
Principal-First — For Buyers
We evaluate opportunities across North America and Europe directly with principals, flight departments, family-office advisors, and verified mandated representatives — publicly listed and private-sale alike. Every opportunity must carry known ownership, transparent pricing, documented compensation, and verified KYC compliance.
Dual-Market Execution
Atlanta and Zürich are two offices of one firm, operating to a single Amjet Standard. Large-cabin aircraft trade in one transatlantic market, and Amjet is structured to execute accordingly — without correspondent brokers, shared-fee layers, or handoffs between firms.
Risk-Adjusted Reach
North America and Western Europe remain the core focus because their civil aviation authorities, maintenance quality, and operating standards align with principals' risk tolerances. Other regions are evaluated only when a principal's objectives support it.
One airplane to sell. One buyer to find. One transatlantic market.
Who This 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.
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 weight of the decision make independent counsel materially valuable.
02 Family Offices and Fiduciary Advisors
Advisors responsible for aircraft as an asset category, where fiduciary standards require written counsel, transparent compensation, and documented rationale that can withstand principal review. Amjet works alongside the existing decision structure, not in place of it.
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.
04 International Principals
Principals whose buyer pool or acquisition universe crosses the Atlantic, where dual-market coordination and cross-border structuring are genuine requirements rather than conveniences.
From Structure to Engagement
Three stages. Each complete in itself.
Independence is the precondition; the three-stage engagement is how it is delivered. Every principal 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 further.
Stage 02
The Advisory Engagement
A standalone, fixed-fee deliverable: structured market visibility, current valuation, and a documented decision framework — completed before any representation decision, and owed regardless of whether a transaction follows. An advisory that concludes now is not the time to transact is a successful outcome, not a failure.
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.
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.
Questions Principals Ask
Direct answers, in plain terms.
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, accountability runs in writing from the advisor to the principal: one principal, one mandate, one declared fee, and a documented rationale suitable for governance review. Promises that cannot be put in writing are not promises Amjet makes.
What is the Broker Effect™?
The Broker Effect™ is Amjet's framework for the six structural incentives common in traditional brokerage — inventory positions, reciprocal deal flow, volume incentives, internal trading, undisclosed fees, and service-provider referral fees — that can shape advice and outcomes without any individual acting improperly. It exists so principals can identify these incentives, ask about them, and verify the answers before engaging any firm.
How is Amjet’s model different?
The six incentives are absent from the firm's structure, not managed by policy: no inventory since December 2007, no reciprocal obligation networks, no volume targets, no internal trading desk, and one declared fee from one source. Advisory and execution are provided under a Purpose-Built Mandate™ contracted to a single principal.
How is Amjet compensated?
The advisory engagement is a fixed fee, agreed in advance and owed regardless of whether a transaction follows. If the engagement proceeds to exclusive representation, that compensation is single-source — the principal — agreed in writing before the mandate begins, and disclosed in full. No fees are accepted from counterparties, referral networks, or affiliated providers at any stage.
Does independence mean Amjet won't work with other brokers?
No. When another firm represents the right aircraft for our principal, we transact with that firm professionally and at arm's length. Independence means our recommendations are never shaped by obligations to any channel — every aircraft that fits the mandate is presented, regardless of who represents it.
How does the engagement work?
Three stages, each complete in itself: a confidential Strategy Conversation without charge or obligation; a standalone fixed-fee Advisory Engagement completed before any representation decision; and Exclusive Representation, engaged only when the advisory supports it.
Who performs the advisory work?
Scott Rogers directly, drawing on fifty years of firsthand experience across aircraft operations, servicing, dealing, dealer-brokerage, and inventory ownership — supported by a small senior transatlantic team. The work is not delegated.
How far does Amjet's reach extend?
Large-cabin jets trade in a single transatlantic market. Operating from Atlanta and Zürich as one firm, Amjet evaluates and executes across North America and Europe without correspondent brokers or shared-fee arrangements. Other regions are considered when a principal's objectives and risk tolerance support it, after direct evaluation of environmental exposure, corrosion risk, and compliance history.
Begin the Conversation
Begin with the questions. Then begin the conversation.
Bring the six questions on this page to any firm you are considering — including this one.
Amjet's answers are in writing, before any commitment is made in either direction.
Initial discussions are private and without obligation.