BEFORE THE
U.S. DEPARTMENT OF TRANSPORTATION
OFFICE OF THE SECRETARY
WASHINGTON, D.C.
)
)
)
FLIGHT ONE AIRLINE USA
)
(A DIVISION OF LASER
ARCHIVES INC. A NEVADA )
)
USA CORPORATION)
)
)
For a Certificate of Public
)
Convenience and Necessity under
49 U.S.C. 41102 to engage in foreign )
scheduled air transportation.
Application of
Docket No.
APPLICATION OF FLIGHT ONE AIRLINE USA
FOR A CERTIFICATE OF PUBLIC CONVENIENCE AND NECESSITY
Communications with respect to this document should be sent to:
Amare Teferi Mandefro
700 East Ocean Blvd. #2006
Long Beach, CA 90802
Tel: (562) 453-5514
Fax: (562) 590-8202
Email: sales@flight-one-airline.com
FLIGHT ONE AIRLINE USA, A DIVISION OF LASER ARCHIVES INC., A NEVADA
USA CORPORATION; REQUESTS THAT ITS APPLICATION BE PROCESSED BY
NON-HEARING EXPEDITED PROCEDURES UNDER SUBPART Q OF THE
DEPARTMENT OF TRANSPORTATION’S PROCEDURAL REGULATIONS.
0
BEFORE THE
U.S. DEPARTMENT OF TRANSPORTATION
OFFICE OF THE SECRETARY
WASHINGTON, D.C.
)
)
)
FLIGHT ONE AIRLINE USA
)
(A DIVISION OF LASER
ARCHIVES INC. A NEVADA )
)
USA CORPORATION)
)
)
For a Certificate of Public
)
Convenience and Necessity under
49 U.S.C. 41102 to engage in foreign )
scheduled air transportation.
Application of
Docket No.
APPLICATION OF FLIGHT ONE AIRLINE USA
FOR A CERTIFICATE OF PUBLIC CONVENIENCE AND NECESSITY
Flight One Airline USA a division of Laser Archives, Inc. (the “Applicant”)
respectfully submits this application to the Department of Transportation (the
“Department”) for a Certificate of Public Convenience and Necessity authorizing foreign
scheduled air transportation of persons, property and mail pursuant to Section 41102 of
Title 49 of the United States Code (the “Statute”). Applicant respectfully requests that
this application be processed on a non-hearing expedited basis under Part 302, Subpart
Q of the Department’s procedural regulations.
Information in support of Applicant’s fitness to operate has been included with
this application and is incorporated by reference here. All references in this Application
to Exhibits I through IX refer to the exhibits of the application for foreign scheduled
1
authority.
References to the pertinent sections of Parts 201 and 204 of the
Department’s Economic Regulations are also provided:
1.
The Applicant
Part 204.3(a)
Flight One Airline USA a division of Laser Archives, Inc.
A Nevada USA Corporation
2211 Paradise Road
Las Vegas, Nevada 89104-254
Phone: (562) 453-5514
Fax: (562) 590-8202
2.
Form of Organization
Part 204.3(b), (c) and (d)
Applicant is a corporation duly organized on August 13, 2001 under the laws of
the State of Nevada. A current statement from the Office of the Nevada Secretary of
State certifying that Applicant is a corporation in good standing is set forth in Exhibit 1.
3.
Citizenship
Part 204.3(e)
Applicant is a citizen of the United States as defined in 49 U.S.C. §40102(a)(15).
An Affidavit of Citizenship for Applicant is set forth in Exhibit II. All of Applicant’s major
division vice presidents are citizens of the United States.
4.
Authority Requested
Part 201.4(d)
Applicant is applying for authority to provide foreign scheduled air transportation
of persons, property and mail.
5.
Key Personnel
Part 204.3(f)
2
The resumes of Applicant’s key personnel are set forth in Exhibit III. All such
persons are U.S. citizens.
6.
Persons with a Substantial Interest in Applicant.
Part 204.3(g)
None other than applicant.
7.
Subsidiaries of Applicant.
Part 204.3(h)
Applicant has no subsidiaries.
8.
Other Intercorporate Relationships.
Part 204.3(i)
Applicant does not own any stock in, or have any control of any air carrier,
foreign air carrier, common carrier, or person substantially engaged in the business of
aeronautics.
9.
Information Relating to Relevant Corporations.
Part 204.3(j)
Applicant is a recently-formed company with private ownership and has not yet
commenced operations. Therefore, Applicant has not been required to file 10K Annuals
Reports or 10Q Quarterly Reports with the Securities and Exchange Commission.
10.
Applicant’s Financial Condition and Results of Operations.
Part 204.3(k)
Applicant has no historical financial records, which contains Balance Sheet and
Income Statements for Applicant that includes the information requested by Part
204.3(k).
11.
Actions and Outstanding Judgments.
Part 204.3(l) and (m)
3
There are no known actions or outstanding judgments, in any amount, against
Applicant. Applicant has never been involved as a plaintiff or defendant in any legal
action for the past ten years.
12.
Aircraft.
Part 204.3(n)
Applicant intends to commence service with one MD-11 aircraft configured for
360 passengers. Additional information is contained in the narrative discussion as set
forth in Exhibit V. An Affidavit of Aircraft Safety Compliance will be submitted once
Applicant has acquired the appropriate aircraft (on a fully allocated wet lease basis)
from an existing and active Unites States Certified Air Carrier meeting all the
requirement of DOT and FAA and/or other government or agencies as necessary.
13.
Department and FAA Investigations, Actions and Complaints.
Part 204.3(o)
There are no pending Department or Federal Aviation Administration (“FAA”)
investigations, enforcement actions or formal complaints involving Applicant or any
relevant corporation, any personnel employed (or to be employed) by any relevant
corporation, or any person having substantial interest in any relevant corporation
regarding compliance with the Federal Aviation Act of 1958, as amended (the “Act”) or
orders, rules, regulations or requirements issued pursuant to the Act.
14.
Other Charges.
Part 204.3(p)
No known charges of unfair, deceptive or anticompetitive business practices,
fraud, felony or antitrust violations have ever been brought against Applicant, any of its
key personnel, or any persons having a substantial interest in any relevant corporation,
4
or a member of the key personnel employed or to be employed by Applicant in the past
10 years.
15.
Aircraft Accidents or Incidents.
Part 204.3(q)
There are no known aircraft accidents or incidents (as defined in the National
Transportation Safety Board Regulations, 49 C.F.R. 830.2) experienced by Applicant,
any of its key personnel, any relevant corporation or any persons having a substantial
interest in Applicant that occurred in the year preceding this application or which
occurred earlier and remain under investigation by the FAA or the NTSB, or Applicant.
16.
History of Applicant.
Part 204.3(r)
A narrative description of Applicant’s history including proposed service,
management structure, and plan of operations is provided in Exhibit V attached hereto.
17.
Operating Authority Held.
Part 204.3(s)
Applicant does not presently hold any Federal, state or foreign operating
authority. Applicant is not presently conducting any transportation operations.
18.
Initial Operating Plan.
Part 204.3(t)
A description of service to be operated by Applicant if the application is granted is
described in Exhibit IV, Schedule A to Schedule N and Exhibit V.
Applicant’s forecast balance sheet as of the end of its fist normalized year of
operating its initial scheduled pattern, prepared in accordance with Part 204.3(t)(1), is
set forth in Exhibit IV, Schedule N.
5
Applicant’s forecast income statement for its first normalized year of operating its
initial schedule pattern, prepared in accordance with Part 204.3(t)(2), is set forth in
Exhibit IV, Schedule B.
Applicant is a lessee of an aircraft on a fully allocated per block hour basis that covers
all contractual cost undertakings of Flight One Airline USA (except those of marketing
and general and administration cost.)
Exhibit IV, Schedule C and D, is the financial position for the three-month and analyzed
revenue analysis for Applicant with the concept of support economy principle.
Lessor of aircraft is an active and current certified United States operating air carrier
that has passed the three month zero revenue test.
Lessee will and should therefore not be subjected to this requirement.
19.
Warsaw Liability Waiver.
Part 204.3(u)
A signed counterpart of Agreement 18900 on OST Form 4523 is set forth in
Exhibit VI. An original and three copies of the OST Form 4523 will be filled with the
Documentary Services Division of the Department at the time of filing out this
application with the wet lease A/C providers.
20.
Certification.
Part 204.3(v)
The required officer’s certification will appear immediately commencing the grant
of certification.
6
WHEREFORE, on the basis of the foregoing information and the certification thereof by
the company’s President/CEO Flight One Airline, a division of Laser Archives Inc. A
Nevada USA Corporation, by counsel, respectfully requests that the Department take
expeditious action to find it fit so it may begin service on or about June 15, 2004 and
grant this application for authority to engage in foreign scheduled air transportation of
persons, property and mail, and grant any such other relief as it may find to be in the
public interest.
7
EXHIBIT IX
CERTIFICATION 204.3(v)
Pursuant to Title 18 United States Code, Section 1001, I, Amare Teferi Mandefro,
in my individual as the Applicant certify the accuracy of the information contained in this
application and further state that I have not in any manner knowingly and willfully
falsified, concealed or covered up any material fact or made any false, fictitious or
fraudulent statement or knowingly used any documents which contain such statements
in connection with the preparation, filing or prosecution of the application. I understand
that an individual who is found to have violated the provisions of 18 U.S.C. Section 1001
shall be fined not more than $10,000 or imprisoned not more than five years, or both.
8
FLIGHT ONE AIRLINE USA
TABLE OF CONTENTS
Pleading .......................................................................................................................... 1
Exhibit IX: Certification 204.3(v) ..................................................................................... 8
Table of Contents ............................................................................................................ 9
Index of Exhibits ............................................................................................................ 10
Exhibit I: Certificate of Existence with Status in Good Standing ................................... 12
Exhibit II: Applicant's Affidavit of Citizenship ................................................................ 12
Exhibit VI: Warsaw Liability Waiver: Part 204.3(u) ...................................................... 13
Exhibit III: Index of Key Personnel ............................................................................... 14
Flight One Airline USA: Organizational Chart ............................................................... 15
Flight One Airline USA: Key Personnel ........................................................................ 19
Exhibit IV: Financial Position and Operating Plan ........................................................ 75
Schedule A: Flight One Airline USA: Flight Schedule.................................................. 78
Schedule B: Forecast Income Statement 1st 12 Months.............................................. 79
Schedule C (Cash Surplus): Projected Income Statement 1st Quarter of Operation ... 80
Schedule D (Cash Surplus): Forecast Income Statement 1st 12 Months..................... 81
Schedule E: Pre-Operating Cost Assumptions prior to Service Initiation ..................... 82
Schedule F: Pre-Operating Cost Assumptions 1st Year............................................... 84
Schedule G: 1st Year Flight Operation Summary of Statistics & Income Statement .... 86
Schedule H: Revenue Forecast ................................................................................... 87
Schedule I: Revenue Assumptions 1st Weekly Scheduled Flight ................................ 89
Schedule J: Revenue Assumptions 2nd Weekly Schedule Flight ................................ 90
Schedule K: Revenue Assumptions 3rd Weekly Schedule Flight ................................. 91
Schedule L: Expense Assumptions .............................................................................. 92
Schedule M: Expense Assumptions by Category ......................................................... 93
Schedule N: Projected Balance Sheet as of the end of the 1st 12 Months .................. 94
Exhibit V: Narrative History/Plan of Operations ............................................................ 95
Addendum I: Digital Flight Operation.......................................................................... 102
Addendum II: Background - The Basis ....................................................................... 105
Addendum III: Summary and Conclusion ................................................................... 112
Exhibit VII: Route Map Schedule: 1st & 3rd Weekly Schedule Flights ...................... 114
Exhibit VIII: Route Map Schedule: 2nd Weekly Scheduled Flights ............................ 115
9
INDEX OF EXHIBITS
Pages
11
Exhibit I
Certificate of Existence with Status in Good Standing
Exhibit II
12
Applicant's Affidavit of Citizenship
Exhibit III
14
Index of Key Personnel
Exhibit IV
75
Financial Position and Operating Plan
Exhibit V
Narrative History Applicant plan of operation
Exhibit VI
Warsaw Liability Waiver: Part 204.3(U)
Exhibit VII
Route Map Schedule: 1st & 3rd Weekly Scheduled Flights
Exhibit VIII
Route Map Schedule: 2nd Weekly Scheduled Flights
Exhibit IX
Certification 204.3(v)
10
95
13
114
115
8
EXHIBIT I
11
EXHIBIT II
APPLICANT’S AFFIDAVIT OF CITIZENSHIP
STATE OF:
COUNTY OF:
CALIFORNIA
LOS ANGELES
Amare Teferi being first duly sworn, deposes and says:
1. That he is duly elected, qualified, and serving as President/CEO of Flight One
Airline USA, a division of LaserArchives, a Nevada USA corporation and that he
is authorized to and does make this affidavit for it.
2. That Amare Teferi is a citizen of the United States within the meaning of 49
U.S.C. 40102(a)(15).
12
EXHIBIT VI
13
EXHIBIT III
FLIGHT ONE AIRLINE USA
KEY PERSONNEL
NAME
POSITION
1
AMARE TEFERI
PRESIDENT/CEO
P001
19
2
PAUL ANTHONY MEYER
VP DIGITAL FLIGHT
OPERATION
P002
24
DIRECTOR SYSTEM
CONTROL
P003
29
DIRECTOR
COMMUNICATION
C004
34
3
4
MICHAEL AMSPAUGH
MATT V. SAIKKONEN
DEPARTMENT
PAGE
CODE
NUMBER
5
STEPHEN CHARLES
LEPISTO
VP MARKETING
M004
45
6
GEBRETSADIK
WOLDEYESUS
VP ADMINISTRATION
A004
48
7
JOEL F. TAMRAZ
VP LEGAL AFFAIRS
L004
52
8
JAMES LEONARD
BROWN
VP LEGAL AFFAIRS
L005
55
9
LOC NGUYEN
DIR. TECHNICAL
OPERATION
C005
59
DIR. WEB
OPERATION
W005
65
11 GARY OSTERBERG
VP FINANCE
F0041
69
12 GREGORY J. DOMENO
ASSOC. TECHNICAL
SERVICES
T004
71
10 PAUL VALLADARES
14
FLIGHT ONE AIRLINE USA
ORGANIZATION CHART PAGE 1
PRESIDENT/CEO
Amare Teferi
P001
VP DIGITAL FLIGHT
OPERATION
Captain Paul Meyer
P002
SR DIRECTOR
SYSTEM CONTROL
Michael Amspaugh
P003
DIRECTOR
COMMUNICATION
Matt V. Saikkonen
C004
VP
MARKETING
Stephen Lepisto
M004
VP
ADMINISTRATION
Gebretsadik
Wolde Yesus
A004
VP
FINANCE
Gary Osterberg
F004
15
VP
LEGAL
Joel F. Tamraz
James L. Brown
L004/l005
ASSOCIATE
TECHNICAL SVC
Gregory Doneno
T004
FLIGHT ONE AIRLINE USA
ORGANIZATION CHART PAGE 2
SR DIRECTOR
SYSTEM CONTROL
Michael Amspaugh
0003
DIRECTOR
COMMUNICATION
Matt V. Saikonnen
C004
GENERAL MANAGER
TECHNICAL OPERATION
Loc Nguyen
T005
GENERAL MANAGER
WEB OPERATION
Paul Valladares
W005
16
FLIGHT ONE AIRLINE
ORGANIZATION CHART PAGE 3
SR DIRECTOR
SYSTEM CONTROL
Michael Amspaugh
P003
VP MARKETING
Stephen Lepisto
M004
SYSTEM GSA
CONTEMPORARY
GC05
STATION
MANAGER
SM05
SPACE
CONTROL
SC05
17
RESERVATION
RR05
CUSTOMER
RELATION
CR05
FLIGHT ONE AIRLINE USA
ORGANIZATION COMMUNICATION
MARKETING - PAGE 4
SYSTEM GSA
CONTEMPORARY
AQUARIUS TRAVEL
VP MARKETING
Stephen Lepsito
M004
REGIONAL
GSA AFRICA
GA06
ASIA
OFFLINE OFFICE
ASA7
EUROPE
OFFLINE OFFICE
EUR7
18
REGIONAL GSA
NORTH AMERICA
GNA6
AUSTRALIA/PACIFIC ISLAND
OFFLINE OFFICE
AP07
EXHIBIT III
P001
PRESIDENT/CEO
Flight One Airline USA
Job Description
Job Title:
PRESIDENT/CEO
AMARE TEFERI
SUMMARY
Responsible for establishing and executing major goals and objectives for Flight One
airline USA. Provides leadership, direction and guidance of all activities on the
company’s route system network. Analyzes and evaluates the effectiveness of all its
schedules and operations. Develops and maintains organizational structure and
effective personnel. Coordinates major activities through subordinates and appraises
assigned personnel. Represents Flight One Airline USA to regulatory agencies, trade
associations, airlines, tourism ministries, banks, and aeronautical authorities of varied
countries.
ESSENTIAL FUNCTIONS AND BASIC DUTIES
1. Assumes responsibility for the development and implementation of effective
strategic plans.
o Directs and oversees short-run and long –run strategic
planning. Sets overall objectives for all areas of the Flight
One Airline USA.
o Develops and implements operational plans, policies, and
goals that further strategic objectives.
o Continually monitors the general economic environment and
anticipated trends. Updates policies and procedures so they
are commensurate with the economic conditions.
o Oversees the development of appropriate marketing
strategies.
2. Assumes responsibility for establishing and maintaining effective financial
policies.
3. Maintains full awareness of the complete financial, statistical, and accounting
records of flight One Airline USA.
19
4. Continually monitors aircraft availability in the market for wet lease that has
the optimum cash saving devices in the industry.
5. Assumes responsibility for maintaining effective communication and
coordination with area personnel and outside organizations.
6. Assumes responsibility for ensuring that professional business relations are
established and maintained with the traveling public.
7. Assumes responsibility for related duties as required.
20
EXHIBIT III
P001
President/CEO
AMARE TEFERI
700 EAST OCEAN BL #2006
LONG BEACH CA 90802
562 453 5514
RESUME
Citizenship:
United States
Employment:
1964 – 1981
Ethiopian Airlines
Management Trainee, Sr. Staff Assistant/Supervisor Air to Ground
and Ground to Ground Communication/Market Analysis and
Forecasting Planning and International Affairs, Manager Route
Development and Sales Manager West coast USA, Canada and
Mexico.
Business Owner of:
1960 – 1982
1980 – 1985
1985 – 1989
1989 – To date
Import/Export, Farms, University Bookshops Ethiopia
Addis Ababa Restaurant Hollywood
Ethiopian Cuisine Hollywood
Travel Consultant, Pacific/Aquarius Travel
Education
1960/61 – 1964
1965 – 1972
Haile Selassie University B.A
Supervisory Training Certificate (Ethiopian Airlines Sponsored)
Stanford University Business Management and Organization
Certificate (Ethiopian Airlines Sponsored)
Sr. Executive Management Development Training Haile Selassie
I University Certificate (Ethiopian Airlines Sponsored)
ELAL Training on Market Research, Space Control, Forecasting
and Long Range Planning. Tel Aviv Israel (Ethiopian Airline
Sponsored)
21
Experiences
Authored and implemented the Communication Manual for Ethiopian Airlines for/of use
to flight operations, technical services, flight control, reservation, finance, the civil
aviation, sales, station and administration of Ethiopian Airlines. Worked closely with
SITA (Society International De Telecommunication Aeronautics) ICAO and the Imperial
Board of Telecommunications
Authored and implemented twenty one International Air Routes Studies in Africa,
Europe, The Middle East and Asia -and six major air routes for domestic services in
Ethiopia. All culminated to form the present route system network of Ethiopian Airlines.
This brought the gross revenue of Ethiopian Airlines from about 33 million Ethiopian
dollars to over 1.5 billion Ethiopian dollars per annum in just over a decade and half.
Ethiopian Airlines is one of the few airlines in the world that posts profit in spite of the
political, social and economic problems of the world.
Major routes opened included Paris, Rome, London, Dubai, Bahrain, Riyadh, Jeddah,
Sana’a, Bombay, Shanghai, Peking, Kigali, Bujumbura, Kilimanjaro, Blantyre, Luanda,
Kinshasa, Douala, Abidjan, Dakar etc
Authored and implemented Ethiopian Airlines first basic premises/ assumptions and
operating plan with five year projection.
Established the domestic, regional, continental and intercontinental, -short and long
term schedules and the equipment utilization of Ethiopian Airlines.
Prepared numerous position papers for air bilateral negotiations, Participated and
conducted marketing of a/c lease, designed pool agreements with varied airlines for
Ethiopian Airlines.
Initiated, Authored and helped the establishment of the Association of African Airlines
Established the domestic and international fares of Ethiopian Airlines meeting the
demand of the complicated demands of the people and the government.
Initiated, Authored the Association of African Tourism Ministries. (While the Association
of African Airline is now a full fledged part of African Union and UN, I have immediate
plan to establish the Association of African Tourism with Flight One Airline)
Authored the Prepared the draft plan for the establishment of HCDA (horticultural
development agency of Ethiopia) which directly reported to the President of Ethiopia. I
was the Secretary General in which four Major Government Ministries and varied
development Agencies were involved
22
Initiated Authored and established the formation of an all cargo service for Ethiopian
Airlines
Initiated Authored and established the formation of Real Estate Acquisition program for
Ethiopian Airlines
Initiated Authored and established the creation of Space Control and yield management
department of Ethiopian Airlines
Initiated Authored Established and designed the establishment sales plan and
promotions for Ethiopian Airlines including cooperative shared and non shared cost
marketing which made unprofitable routed of Africa, Middle East and Asia profitable.
Trained the Chief marketing staff of East African Airways on how to design and make
unprofitable routes profitable. He in turn trained his staff.
Opened The Peoples Republic of China to the Air traveling public of the world. (My
personal initiative got Ethiopian Airlines Air transport World Award of the year).
On special assignments, -have established in the formation of AFCAC (African Civil
Aviation Commission) under the sponsorship of the UN Economic Commission for
Africa.
During the period of 1980’s have continually assisted the establishment of many travel
agencies such as Collier Travels, Uniworld Travel, Mediterranean Express, Atlas Travel
Group, Sunbeam Travels etc...All in Los Angeles as my establishment was the center of
Ethnic traffic source.
23
EXHIBIT III
P002
VICE PRESIDENT
DIGITAL FLIGHT OPERATION
PAUL ANTHONY MEYER
700 EAST OCEAN BLVD. #1206
LONG BEACH CA 90802
Flight One Airline USA
Job Description
Job Title:
Department:
Reports To:
VICE PRESIDENT DIGITAL FLIGHT
OPERATION
FLIGHT OPERATION
PRESIDENT/CEO
SUMMARY
Performs the duty of flight operations of Flight One Airline by directly coordinating the
activities of Aircraft Lessor in the performance of the given scheduled operation per
agreement.
Ensures that Aircraft Lessor abides by all the laws, codes, regulations of the US
Federal, State County and its appropriate Agencies and that of the aeronautical
authorities of Foreign Governments where Flight One serves per agreed schedule
Ensures the performance of on time flight operation by Aircraft Lessor.
Administers all the functions of information technology, network administrator, imaging
systems administrator, information technology auditor and web master for effective
digitally controlled flight operations.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Flight One Airline is a digitally managed airline system. All aspect of its operation will be
digitally recorded and imaged as required. Copies of all activities will be availed to all
concerned governmental authorities for security or other reasons.
1. Liaisons with the flight control division of Aircraft Lessor
24
2. Liaisons with the cockpit and cabin crew scheduling department of Aircraft Lessor.
Secures advance schedules of crewmembers.
3. Liaisons with Aircraft Lessor flight control department on the use of appropriate
communication and navigational aids to be used while performing the schedule of
Flight One Airline.
4. Establish a checklist of responsibilities of Aircraft Lessor and procedures to be
followed in coordinating and establishing and performing a completed staff work.
5. Ensure that the established digital communication is utilized to perform such
performance.
6. Liaisons with the Maintenance, Safety, Inspection, Production and Quality Control
department of Aircraft Lessor and that the appropriate rules, regulations are
followed for safe and smooth operation of Flight One Airline’ scheduled services.
7. Ensures that Flight One will have the appropriate arrangement with outside
maintenance specialists to directly/indirectly oversee that Aircraft Lessor performs
its duties and responsibilities per master agreement.
8. Liaisons with the customer service of Aircraft Lessor that crews follow the rules
and regulations of Flight One Airlines in and out the aircraft at all time at all Flight
One Airlines served destinations per master agreement.
9. Liaisons with Leasor of Aircraft that all airport and ground handlings (passenger,
freight and mail etc…) are performed in an efficient and smooth manner in keeping
with the requirement and image of Flight One Airline over all its served
destinations.
10. Ensures that Flight One will have the appropriate arrangement with outside
specialists to directly/indirectly oversee that Aircraft Lessor carries out its duties
per agreement.
11. Ensures that Flight One Airlines will not be involved in the piloting or any part of
the operation of Leased Aircraft or its other duties outside the master agreement.
12. Communicates and coordinates with all departments as appropriate per MP and P
Manual (Management Police and Procedures Manual) of Flight One Airline USA.
25
EXHIBIT III
P002
VICE PRESIDENT
DIGITAL FLIGHT OPERATION
PAUL ANTHONY MEYER
RESUME
700 East Ocean Boulevard #1206
Long Beach, CA 90802
OBJECTIVE
Home: 562-435-8701
Mobile: 562-234-3260
Airline Management
CERTIFICATES AND RATINGS T-38 Check Airman, Instructor Pilot, Functional Check
Pilot
Airline Transport Pilot, Airplane Multiengine Land
B747-400/B-757/B-767 Type Rating
Flight Time
B757/B767… 600
Total Time…. 5700
Pilot-in-Command….2200
T-38.…….…. 2450
B747-400…... 965
Instructor…………... 1600
B737-200…... 1244
DC-10………
236
Work History
T-38 Pilot
1989 - Present
Air Force Flight Test Center T-38 Senior Examiner; T-38 Instructor Pilot; T-38 Evaluator
Pilot; Functional Check Pilot; Commander Aircrew Operations: USAF Test Pilot School,
Edwards AFB, CA. Nov 96 – Present; USAF Reserve: Provides instruction of advanced
Flight Test Techniques in the T-38 to USAF, USN, USMC and Allied Forces test pilot
students. Performs incentive flights for pilots and civilians with greatly varying flight
experience, including maneuvers such as acrobatics, low level, supersonic runs and
weapons delivery. Performs Functional Check Flight missions-recertifying aircraft that
have undergone major maintenance overhauls/repairs as air-worthy.
Nov 92 – Nov 96; Active Duty: Additional responsibilities while on active duty included;
Provided check airman evaluations to personnel assigned to fly the T-38 at Edwards
AFB. Directed the operations, scheduling, and training for the United States Air Force
Test Pilot School (TPS) supervising ten officers, enlisted, and civilian personnel
executing a $17 million annual flying budget.
T-38 Instructor Pilot; Check Airman; Unit Standardization Officer: 82FTW/99FTS
Williams AFB, AZ. Dec 1989- Nov 1992. Provided an aviation quality control function
examining pilot competence and flight skills for both their initial qualification and periodic
26
reevaluation. Conducted aerobatics, traffic patterns/landings, formation, instrument,
low-level navigation, and emergency procedures instruction.
AIRLINE TRANSPORT PILOT
1996 - PRESENT
United Airlines B737, DC-10, B747, B757, B767 Flight Officer. Completed over 2400
hours of domestic and international incident free commercial transport flying all over the
world. Routinely encountered/avoided flight conditions of thunderstorms, snow, ice,
typhoons, and CAT III approaches consistently hubbing out of large metropolitan
airports such as ORD, DIA, LAX, SFO, NRT, and HKG.
Education
University of Redlands, Redlands, California, Master of Business Administration 1995
United States Air Force Academy, Colorado Springs, Colorado, Bachelor of Science
1988
FLIGHT TRAINING
B757/B767 Transition Training, United Airlines, Denver, Colorado
2002
Crew Resource Management Instructor School, Little Rock, Arkansas
2001
B747-400 Transition Training, United Airlines, Denver, Colorado
2000
DC-10 Transition Training, United Airlines, Denver, Colorado
1999
B737-200 Transition Training, United Airlines, Denver, Colorado
1996
Flight Test Engineer Short Course, National Test Pilot School, California
1994
T-38 Pilot Instructor Course, Randolph AFB, Texas, Distinguished Graduate
1989
Undergraduate Pilot Training, William AFB, AZ
COMMANDER, AIRCREW OPERATIONS
1989
1995-1997
Directed the operation, scheduling, training, and special projects for the United States
Air Force Test Pilot School (TPS), Edwards AFB, CA; supervising twelve officers,
enlisted, and civilian personnel executing a $17 million annual flying budget.

Reinvented the organization by consolidating operations, creating direct
accountability reducing operations errors by 50%, and saving the organization
$100,000 annually in aircraft and mission support cancellation costs.
27

Managed implementation of the TPS budgeting system creating weekly reports
for senior leadership, detailing the organizational flying budget status, expediting
budgeting decision and increasing accuracy.

Recognized during 1996 headquarters formal inspection for using computer
assisted technology to integrate daily operation—reducing the time required to
determine aircraft status from 30 minutes to real time; reducing mission planning
errors by 75%.
AIRLINE TRANSPORT AND MILITARY INSTRUCTOR PILOT
1988-PRESENT
Managed the qualification, supervision, and completion of numerous operational flying
organizations including the completion of over 4500 hours of incident/accident free
flights.

Handpicked to be the only instructor to teach crew resource management (CRM)
at TPS. This course is provides “leading edge” techniques for decision-making
processes in time critical situations. The CRM is widely known as the process
most instrumental in reducing future aircraft accidents.

Safely and professionally managed a United Airlines (UAL) first ever Pacific fuel
diversion to Apia, Samoa. Single handedly refueled and coordinated payment for
a fully loaded B-747 aircraft without prior training in a “crew rest, time critical”
refueling stop saving UAL over $2 million in direct operational losses.

Recognized by the students pilots of two separate classes and the top instructor
pilot surpassing 60 other instructors who were eligible for the award.
EDUCATION
Master of Business Administration, University of Redlands, CA, 1995
Bachelor of Science, United States Air Force Academy, Colorado Springs, CO 1988
CERTIFICATES/TRAINING
Airline Transport Pilot; B-737, DC-10, B-747, B-767, B757; 1996-2003
Mortgage Broker, California Board of Real Estate, 2003
Crew Resource Management, USAF, Littlerock AFB, AR, 2000
Acquisition Management, Wright Patterson AFB, OH., 1994
Pilot Instructor School, USAF, Randolph AFB, TX., Distinguished Graduate, 1989
Undergraduate Pilot Training, USAF, Williams AFB, AZ., 1989
28
EXHIBIT III
P003
SR DIRECTOR SYSTEM CONTROL
Flight One Airline USA
Job Description
MICHAEL AMSPAUGH
Job Title:
Department:
Reports To:
SR. DIRECTOR SYSTEM CONTROL
FLIGHT OPERATION
VICE PRESIDENT FLIGHT OPERATION
SUMMARY
Performs all the functions of information technology, network administrator, imaging
systems administrator, information technology auditor, technical and web operation
Directs. Performs and controls the system communication set up of Flight One Airline
Responsible for complete set up of the real time communication system with multi
faceted alternate backs.
Co chairman of the Operations Coordination Committee per MP & P Manual of Flight
One Airline
ESSENTIAL DUTIES AND RESPONSIBILITIES
Flight One Airline is a digitally managed airline system. All aspect of its operational will
be digitally recorded and imaged. Duplicate data system of all imaged activities will be
archived and made available to all concerned governmental authorities for security
reasons.
Responsible for organizing, planning, directing, and controlling all Flight One Airline
USA’s electronic functions, including systems and programming, computer operations,
phone operations, and related vendor relationships.
Establishes, implements, and administers divisional policies and procedures.
Acts as senior manager over all hardware, software, and equipment purchases and
maintenance.
Responsible for future technological innovations and the development and
implementation of the company’s IT strategic plans.
29
Responsible for disaster recovery planning and mitigation strategies.
Continually monitors technical and processing priorities and methods.
Trains, directs, and supervises department Vice Presidents and subordinates.
Maintains smooth operations of all company network, systems, and application.
Provides technical support to users as needed, diagnoses and resolves connectivity
problems, and monitors system security, backup and virus protection.
Evaluates, recommends, and implement network software and hardware, and assists in
the development of IT strategies and policies.
Maintains professional business relations with clients and outside contacts
Oversees all aspects of record imaging, scanning operations, and document storage
and retrieval.
Ensures that records are stored and retained in accordance with the policies of Flight
One Airline USA Management Policy and Procedures Manual meeting Government
regulations.
Keeps imaging systems operational for use by Flight One Airline USA employees.
Keeps abreast with imaging system technologies and makes the changes with the
existing system of operations.
Trains personnel on system utilization and provides support and suggestions to
expedite the work patterns of Flight One Airline.
Completes assigned work, maintains files, and performs miscellaneous duties in
electronic/digital formats in a timely fashion.
Performs information technology audits.
Reviews information technology operations for evidence of fraud, control deficiencies,
errors, or noncompliance with established policies.
Audits applications and automated procedures
Acts as an IT system consultant and provides recommendation for changes in
procedures, policies, documentation, or programs
30
Prepares work papers, reviews methods, and writes recommendation.
Assists with financial and operational audits.
Prepares, work papers reviews methods, and writes recommendation,
Assists with financial and operational audits
Writes programs and assist with implementation information technology audit
procedures
Assists in the development of the company’s online services including the Internet home
page, PC access, and online ordering functions.
Assumes primary responsibility for designing and updating the company’s website.
Provides support in the expansion on online products and promotes increased use of
computer service among customers.
Provides technical support to customer, answer-incoming call, troubleshoots problems.
Provides information, and answers questions
Provides assistance to area personnel and notifies management of significant problems
31
EXHIBIT III
P003
SR Director System Control
Michael Amspaugh
Executive Summary
12359 EVENSONG DR
WEST LOS ANGELES CA 90064
1976
M.B.A. in Operations Research in Management Science. University of
Michigan.
Honors & Associations:
Dean’s List, Dean’s Committee on Excellence, Who’s Who in
American Colleges and Universities, President of Operations
Research Society of America Student Chapter, Officer of Student
NAIC Investment Club, Computer and Statistics Lab Manager,
Teaching Assistant.
1974
B.S. of Applied Science in Systems Analysis, Miami University.
Honors & Associations:
Dean’s List, Friends of the Library Society, Contributing Editor for a
Linear Programming Textbook, Fraternity Officer, Martial Arts club.
Recent Activities & Honors:
Martial Arts Instructor, NAIC Stock Club President, Elementary School
Site Council Member and Technical Committee member, Who’s Who
Among US Executives.
Recent Employment:
12/2000 – Present
Part time Executive Consultant and Investor
2/99 – 11/2000
Vice President of Technology for a Fortune 500 Company.
5/89 – 1/99
Cofounder and Chairman of a Data Processing consulting firm that was
sold to a Fortune 500 Company.
5/88 – 4/89
32
Senior Consultant to a Big 6 Accounting Firm.
1/82 – 4/88
Independent Contract Data processing Consultant.
1974 - 1982
Various positions in Data Processing from programming to management.
33
EXHIBIT III
C004
DIRECTOR COMMUNICATION
Flight One Airline USA
Job Description
MATT V. SAIKKONEN
Job Title:
Department:
Reports To:
DIRECTOR COMMUNICATION
COMMUNICATION
SR, DIRECTOR SYSTEM CONTROL
SUMMARY
Executes all the functions of information technology, network administrator, imaging
systems administrator, information technology auditor, technical and web operation
Executes Directs. Performs and controls the system communication set up of Flight One
Airline
Directly responsible for complete set up of the real time communication system with
multi faceted alternate backs.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Flight One Airline is a digitally managed airline system. All aspect of its operational will
be digitally recorded and imaged. Duplicate data system of all imaged activities will be
archived and made available to all concerned governmental authorities for security
reasons.
1. Directs organizes, plans, and controls all Flight One Airline USA’s electronic
functions, including systems and programming, computer operations, phone
operations, and related vendor relationships.
2. Establishes, implements, and administers divisional policies and procedures.
3. Performs and manages all hardware, software, and equipment purchases and
maintenance per the MP & P Manual (Management Policy and Procedures
Manual) of Flight One Airline USA.
4. Directs, plan and performs for immediate/ future technological
innovations/advances and the development and implementation of the
company’s IT strategic plans.
34
5. Continually directs and plans for disaster recovery planning and mitigation
strategies.
6. Continually monitors technical and processing priorities and methods.
7. Trains, directs, and supervises department Vice Presidents and subordinates as
directed by Director System Controls.
8. Allows and maintains smooth operations of all company network, systems, and
application.
9. Directs, technical support to users as needed.
10. Diagnoses and resolves connectivity problems, and monitors system security,
backup and virus protection.
11. Directs, evaluates, recommends, and implement network software and hardware,
and the development of IT strategies and policies.
12. Maintains professional business relations with clients and outside contacts
13. Oversees all aspects of record imaging, scanning operations, and document
storage and retrieval.
14. Ensures that records are stored and retained in accordance with the policies of
Flight One Airline USA Management Policy and Procedures Manual meeting
Government regulations.
15. Keeps imaging systems operational for use by Flight One Airline USA
employees.
16. Keeps abreast with imaging system technologies and makes the changes with
the existing system of operations.
17. Trains personnel on system utilization and provides support and suggestions to
expedite the work patterns of Flight One Airline.
18. Completes assigned work, maintains files, and performs miscellaneous duties in
electronic/digital formats in a timely fashion.
19. Performs information technology audits.
20. Reviews information technology operations for evidence of fraud, control
deficiencies, errors, or noncompliance with established policies.
21. Audits applications and automated procedures
22. Acts as an IT system consultant and provides recommendation for changes in
procedures, policies, documentation, or programs
23. Prepares work papers, reviews methods, and writes recommendation.
24. Assists with financial and operational audits.
25. Prepares, work papers reviews methods, and writes recommendation,
26. Assists with financial and operational audits
27. Writes programs and assist with implementation information technology audit
procedures
28. Assists in the development of the company’s online services including the
Internet home page, PC access, and online ordering functions.
29. Assumes primary responsibility for designing and updating the company’s
website.
30. Provides support in the expansion on online products and promotes increased
use of computer service among customers.
35
31. Provides technical support to customer, answer-incoming call, troubleshoots
problems.
32. Provides information, and answers questions
33. Provides assistance to area personnel and notifies management of significant
problems
34. Stabilizes system environment
35. Re engineers infrastructure and scaled system of operation of use to e ticketing,
station handling, sales undertaking and customer use.
36. Design and build new IT information service organization for approval and
execution.
37. Evaluate bar code information for baggage, freight, mail, small packages and
tracking system using web-based technology.
38. Develop claim components and control systems.
39. Outsource data center and external network with new and existing vendors as
required.
40. Establish strategic direction in line with corporate goal and build IT infrastructure
to execute the strategies.
41. Train all staff and GSA’S.
42. Establish load and yield procedure as directed from time to time.
43. Establish a flawless communication set up within the Flight One Airline USA
system network of operations
36
EXHIBIT III
C004
DIRECTOR COMMUNICATION
RESUME
PERSONAL DATA
FULL NAME:
Matt V. Saikkonen
HOME ADDRESS:
5929 NW Skyline Boulevard
Portland, OR 97229
TELEPHONE:
(H):
(503) 297-7661
E-mail: mvsaikkonen@aol.com
EDUCATIONAL BACKGROUND
Westchester College; Los Angeles, CA
BS, Business Administration - 1976
East Los Angeles College; Los Angeles, California
AA, Liberal Arts – 1972
Summary of Qualifications
A well rounded CIO/Vice President of IT with experience with Fortune 100 and
start-up companies. Core competencies include general management, project and
program management, budget generation and control, employee recruitment and
retention, establishment of standards, policies and procedures, merger and acquisition
evaluation as it relates to IT integration, IT procurement and negotiation, insourcing vs.
outsourcing evaluation and implementation.
Core technical capabilities include E-commerce, Internet and web based
applications and infrastructure, distributed systems, mainframe and client server
environments, help desk and large call center installation and support, LAN/WAN
networks utilizing multiple technologies such as wireless, satellite and land lines.
BUSINESS EXPERIENCE
NEW EDGE NETWORKS
Vancouver, Washington
August 2000 to February 2001
New Edge Networks is the largest competitive broadband service provider in
small and mid-size markets with populations generally ranging from 5,000 to
250,000. Through wholesale and direct distribution channels, New Edge
Networks provides a wide variety of broadband services using DSL technology in
37
more than 380 cities and towns in 29 states. The company provides these
services through its national backbone network that has 18 regional aggregation
points and almost 600 nodes, making it one of the largest ATM networks in the
United States. Currently, the company derives most of its revenue from non-DSL
broadband services such as data communications, WANs and Frame Relay
services for small and mid-size businesses nationally. New Edge Networks is
technology agnostic.
CHIEF INFORMATION OFFICER AND VICE PRESIDENT
Portland, Oregon
Reported to the Chief Executive Officer and had five direct reports with a
total staff of 85. Responsible for building a best of class IT organization to
support a high-speed broadband telecommunications start-up company.
This incorporates all aspects, from back office support; call center support,
E-commerce initiatives, architecture, network and telecommunications in a
multi-tiered client server environment.

Stabilized systems environment by re-engineering the infrastructure,
uptime went from 50% to 99.999% resulting in improved customer
satisfaction and a 150% increase in orders processed daily.

Scaled systems, which were processing 200 orders daily to be able to
handle 20,000 transactions per hour; this was a requirement to attain
service levels for Microsoft.

Established E-bonding connectivity with key service providers, cutting
an average of seven days out of the order cycle.

Left the company because it was not able to secure senior debt and
was forced to abandon its initiatives and reduced its’ employees from
485 to 55.
CONSOLIDATED FREIGHTWAYS
Portland, Oregon
June 1997 to August 2000
Consolidated Freightways operates one of the worlds largest less-than-truckload
(LTL) transportation networks. The company's highly skilled 22,000 professionals
specialize in long haul freight transportation throughout North America. 1999
reported sales revenues were $2.4 Billion.
38
CHIEF INFORMATION OFFICER AND VICE PRESIDENT
Reported to the President with 12 direct reports. Key initial responsibility
was to design and build a new Information Service organization. Total IT
budget was $80 million.

Evaluated, selected, and implemented a Peoplesoft ERP system in 15
months. Budget $39 million, 64-person team and five vendors
(Anderson, Cambridge, Emerald Solutions, Peoplesoft and IBM
Global).

Initiated E-commerce business-to-business pilots with new 2D bar
code unlimited information inventory tracking (this is the same system
utilized by the Department of Defense) technology that is web based.
21-person team, $8.5 million budget with a $60 million rolls out cost.

Established new E-Commerce group that has implemented new ECommerce site for customer self-service (pickup and delivery
scheduling, track and trace, etc.). $85 million budget, 275-member
team using 6 vendors and 180 third party vendors.

Developed claims e-Commerce components.

Managed outsourced data center and outsourced external network.
Vendors included IBM, AT&T, Cambridge Technologies (development)
among various other outsourced relationships.

Formed e-Commerce alliance and established business continuity.

Established business plan for a separate e-Business “closed loop
supply Chain Company” and presented plan to investment bankers for
funding.

Established strategic direction in line with corporate goals and built the
IT infrastructure to support and execute the strategies.

Established tactical plans for Y2K compliance and completed business
critical activities.

During his tenure, the company had three Chief Executive Officers and
three Chief Financial Officers. The last Chief Executive Officer brought
in an entire new management team.
39
GART SPORTS
Denver, Colorado
June 1994 to March 1997
The second-largest full-line sporting goods chain in the US, behind The Sports
Authority. Gart had revenue of $285 million and had 85 stores.
VICE PRESIDENT MANAGEMENT INFORMATION SYSTEMS
Reported to President/Chief Executive Officer. Managed a $28 million
budget excluding capital expenditures. Key responsibilities included
implementing an IS infrastructure to enable the company to transition and
grow from a family owned entity to a publicly traded company.

Restructured environment, recruited and trained staff to transform the
company from a family run business to a publicly traded professional
organization.

Replaced all major systems in less than two years with best in class
systems, improving productivity and gross margin performance.

Established firsts in sporting goods industry with data warehousing and
data mining applications, leading to improved logistics and supply
chain efficiency.

Implemented POS technology for 140 locations.

Left the company after he completed the turnaround. John Lilly, a
board member, recruited him to Consolidated Freightways.
THRIFTY CORPORATION
Los Angeles, California
June 1991 to June 1994
Thrifty PayLess, formed by the merger of the Thrifty and PayLess drugstore
chains, had more than 1,000 stores in 10 western states and was the largest
drugstore chain on the West Coast. Rite Aid's $2.3 billion purchase of the
Wilsonville, Oregon-based company was completed in 1996. Thrifty
PayLess's last reported sales were $4.8 billion in fiscal 1996
VICE PRESIDENT MANAGEMENT INFORMATION SYSTEMS
Reported to Chief Executive Officer with 11 direct reports and a staff of
300. Responsible for managing a $42 million budget and all MIS for the
entire organization.
40

Established a state of the art pharmacy IS program which managed all
inventory, pricing, legal and distribution requirements to dramatically
reduce cost.

Created the vision for new systems and new platforms to assist
turnaround of the company.

Flattened organization, eliminated management level and put
accountability for projects in the hands of the users and IS project
managers. This resulted in $1.2 million in savings and $6 million in
from accelerated project delivery.

Established five-year strategic plan, attained executive committee
sponsorship, and initiated a three-year tactical plan, which included a
number of client server applications. All projects for years one and two
were delivered on time, and four of five under budget.

Significantly increased MIS credibility with users and senior
management when backlog of problem reports was cleaned up and
new problems reported were lowered from an average of 80 to 12 per
week.

Restructured and optimized POS technology for 1800 locations.
Transformed it from only capturing sales to managing inventory, added
time and attendance and labor scheduling.

Outsourced data center which reduced IT budget by $12 million.

Negotiated all vendor and outsourcing contracts.

Left the company because Leonard Greene sold Thrifty to Rite Aid. He
was then offered a role with another Leonard Greene company, Gart
Sports.
CARTER HAWLEY HALE
Los Angeles, California
1965 to June 1991
Carter Hawley Hale Stores of Los Angeles, parent of retail department store and
specialty store chains, Neiman Marcus, Contempo Casuals, The Broadway, etc.,
with sales in excess of 5 billion and more than 400 locations.
41
VICE PRESIDENT SYSTEM DEVELOPMENT
December 1988 to June 1991
Reported to Chief Executive Officer and was responsible for the direction
and administration of all application development for eight department
chains and specialty store divisions, including POS terminals in U.S.,
Canada and Europe.

Reduced development expense by 1.2 million while improving service
levels by introducing CASE tools to the organization.

Improved delivery time of applications by more than 25 percent by
utilizing prototyping techniques and code reuse.

Established first EDI pilot with Levi Strauss.

Introduced frequent shopper program to Neiman Marcus division.

Improved warehouse and distribution facilities through the introduction
of bar code technology.
SR. MANAGER DEVELOPMENT
June 1986 to December 1988
Reported to the Vice President of Systems Development and was
responsible for all financial systems and merchandising systems for eight
specialty and department store chains.
major accomplishments
Consolidated 6 of 8 human resource and payroll systems into one
centralized system reducing operating and maintenance expense while
improving productivity and adding new functionality such as applicant
tracking, skills inventories and certification compliance.
Consolidated 3 of 8 data centers into centralized facility eliminating
redundant activities and duplicate costs.
MANAGER SYSTEMS AND PROGRAMMING
Dates February, 1984 to June, 1986
Responsibilities
42
Responsible for management of and day to day support for Human
Resource, Payroll and Financial systems.
Accomplishments
Identified and implemented automated Time and Attendance software
reducing payroll clerical costs by 350,000.
Identified and implemented Salesperson Productivity software which
provided data for individual goal performance and interfaced into
Commission and Incentive systems.
PROJECT MANAGER DEVELOPMENT
Dates February 1981 to February, 1984
Responsibilities
Responsibilities included the management of projects and project budgets
along with associated administrative and reporting tasks for major
projects, those in excess of $500,000.
Accomplishments
Led the IT initiative to locate and implement IT productivity tools such as
IEF and Talon, improving IT responsiveness to solving business problems.
Programmers increased efficiency by 50% or more.
Managed HR, Payroll and Financial systems conversions to new Chart of
Accounts.
SR. SYSTEMS ANALYST
Dates October 1979 to Feb 1981
Responsibilities
Key responsibilities included the capturing of business and systems
requirements and developing the systems and technical specifications and
following thru to systems implementation assuring that testing, training
and rollout plans were devised, communicated and executed.
Accomplishments
Key accomplishments included the design and conversion of a legacy
financial system to accommodate a change in accounting from LIFO to
43
FIFO and the implementation of a new upgraded series of POS terminals
and system functions.
SR. PROGRAMMER
March 1977 to October 1979
Participated in numerous projects to enhance the existing systems in
meeting growth and acquisitions of several companies that were being
added to the department store core.
MANAGER COMPUTER OPERATIONS
March 1975 to March 1977
Reporting to the Vice President of Information Systems I was responsible
for the 7 x 24 operation of a multiple mainframe data center supporting the
Broadway department store chains of Carter Hawley Hale.
SHIFT MANAGER OPERATIONS
June 1972 to March 1975
SR. COMPUTER OPERATOR
June 1965 to June 1972 with a break in service from February 1967 to
March 1969 while I was in the U.S. Army
MEMBERSHIPS/AFFILIATIONS

Member PeopleSoft Transportation Advisory Committee

Technology Advisor to U.S. Department of Justice

Former member Lucent/Octel Board of Advisors

Former member
Committee
National
44
Sporting
Goods
Technical
Advisory
EXHIBIT III
M004
VICE PRESIDENT MARKETING
Flight One Airline USA
Job Description
STEPHEN CHARLES LEPISTO
Job Title:
Department:
Reports To:
VICE PRESIDENT MARKETING
Marketing
SR. DIRECTOR SYSTEM CONTROL
SUMMARY
Plans, directs, and coordinates the marketing of the organization's products and/or
services by performing the following duties personally or through subordinate
supervisors.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. Other duties may
be assigned.
Establishes marketing goals to ensure share of market and profitability of Flight One
Airline USA products and/or services.
Develops and executes marketing plans and programs, both short and long range, to
ensure the profit growth and expansion of company products and/or services.
Researches, analyzes, and monitors financial, technological, and demographic factors
so that market opportunities may be capitalized on and the effects of competitive activity
may be minimized.
Plans and oversees the organization's advertising and promotion activities including
print, electronic, and direct mail outlets.
Directs, supervises and controls the activities of all GSA and subordinates system wide
per the MP & P Manual.
Works with writers and artists and oversees copywriting, design, layout, paste-up, and
production of promotional materials.
45
Develops and recommends pricing strategy for the organization which will result in the
greatest share of the market over the long run.
Recommends changes in basic structure and organization of marketing group to ensure
the effective fulfillment of objectives assigned to it and provide the flexibility to move
swiftly in relation to marketing problems and opportunities.
Continually conducts marketing surveys on current and new concepts.
Prepares marketing activity reports.
SUPERVISORY RESPONSIBILITIES
Supervises the marketing set up of all served and sales station activities under the
GSA’s jurisdiction.
Directly supervises the revenue generation activities of the African Tourism Ministries
and duty free custom free entrepot establishment/organization.
Addresses complaints and resolving problems as stipulated in the Management
Procedures and Policy Manual.
Attends all OCC (Operation Coordination Committee) meetings.
Ensures all coordination and corrective actions take place after the end of each meeting
in a timely fashion.
The Vice President Marketing takes the full responsibility in performing and coordinating
in the Family Assistance Program in the event of a disaster.
Per master agreement the lessor of aircraft is responsible for such actions. But a backup system will be in place with Flight One Airline USA.
46
EXHIBIT III
M004
VICE PRESIDENT MARKETING
RESUME
Stephen Charles Lepisto
22600 Normandie #35 Torrance CA 90502 (310) 618-0861 stevel03@aol.com
Summary of Qualifications
Management of Operations, Management of Sales, Outside sales, Marketing,
Advertising, Negotiating Airline & Hotel wholesale contracts, Management and
leadership skills, Product Development in South Pacific, Orient and around the world
packages, and developed sales incentives.
Work Experience
Concorde International - Director of Sales Consolidator Division (Air Tickets) and
Account executive for Polynesian Airlines (GSA).
(Jun’01 – Dec’02) Management responsibilities included development of national and
target flyers for FAX and e-mail broadcasting, production of banner ads for trade
magazines, maintaining web site applications. Produced commission guides for
accounts, and staff, to help them understand the South Pacific market.
Discover Wholesale Travel: Director of Air Consolidation (Dec’2000 – May’01)
Responsible for obtaining air contracts, and advertising.
Japan & Orient Tours / J&O Air: Air Manager for Japan and Orient Tours / Director for
J&O Air: (Feb’89 – Nov’2000) Operations management of all aspects of J&O Air obtained air contracts, negotiated override agreements, hired and terminated staff,
trained and motivated staff, created sales incentive & worked in product development.
Queue Travel: VP Operations; Responsible for all aspects of a consolidator operation.
(Apr’88-Jan’89)
Air New Zealand: Load Control Supervisor; Load Sheet Agent; Passenger Service
Agent; Ticketing Instructor; Rate Desk Agent. (Jul’77-Apr’87)
Pan American World Airways: Passenger Service; Ticket agent; Reservations; Clipper
Desk, Group Desk, Charter Desk, Tour Desk and Cargo Agent. (Oct’71 – Apr-76)
Education
Pierce College, Woodland Hills CA – Completed two years of transfer courses.
San Fernando Valley State College CA – Business Administration; Completed one year.
Associations:
President USACA 2000; Member of ASTA, PATA, and ANZAC.
47
EXHIBIT III
A004
VICE PRESIDENT ADMINISTRATION
Flight One Airline USA
Job Description
GEBRETSADIK GEBREYESUS
Job Title:
Department:
Reports To:
VICE PRESIDENT ADMINISTRATION
ADMINISTRATION
SR DIRECTOR SYSTEM CONTROL
SUMMARY
the vice president of administration is responsible for the human resources function.
Ensures the department conforms to the company quality system procedures as
directed by President/CEO.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Establish procedures for management of the company’s human resources
department
2. Determine and enforce –through functional groups, legal, regulatory and safety
requirements as relates to international, federal, state and local regulatory
agency’s compliance in accordance with current regulations.
3. Works with employees, as required to ensure conformance with quality system
requirement.
4. Responsible for planning directing, and overseeing all human resources
functions and administrative service functions of the company.
5. Acts as a member of the senior management team,
6. Participates in establishing and implementing major goals and objectives of the
company.
7. Serves as a resource in all aspects of human resources.
8. Provides leadership in establishing and implementing overall human resource
objective, policies, and plans
9. Ensures that human resource activities are conducted in accordance with
established policies and with local international governmental regulation.
10. Assigns, directs and appraises human resource
48
EXHIBIT III
A004
VICE PRESIDENT ADMINISTRATION
RESUME
Gebretsadik Woldeyesus
739 Garfield St.
San Francisco, CA 94132
Tel: (415) 239-6183; e-mail: gebre35@aol.com
EDUCATION
MBA: Major Finance & Minor Management - Johnson Graduate School of
Management, Cornell University, Ithaca, NY/USA.
BA: Addis Ababa University, Ethiopia.
SPECIAL SKILLS
 Institution building/strengthening and management.
 Development/monitoring - budgets
 Extensive experience in research, financial analysis/accounting, technical
reports and papers.
 High proficiency in oral and written communications.
 Languages Spoken/Written: include French & Amharic (besides English).
.
EXPERIENCES - in US
SF State University, 1600 Holloway Ave, SF, CA 94132:
Summer 2003 Lecturing – Bus 682/05: Environment of Business (BGS
Relationship).
Public Transportation Dept. (MUNI): Bus Operations, 949 Presidio Ave, SF, CA
94107 (5/00- 5/15/03)
Administrative Services Manager: Carrying out financial (budget) and
administrative duties – diversified activities include financial analysis,
coordination and implementation of human resources functions.
SF State University, 1600 Holloway Ave, SF, CA 94132 (12/1999 – 6/02)
Lectured (Part-time): Business Policy & Strategic Management (BUS
690); Managerial Economics (MGMT 407); and Environment of Business (BUS
682).
US Census 2000, 301 Howard Street, SF, CA 94105 (1/2000 - 6/2000)
* Served as a specialist in Assignment Preparation and Work Control at SF
Office.
49
US Postal Service 1300 Evans St., SF, CA 94188 (12/98 - 12/99)
* Handled various aspects of mail processing at Processing & Distribution
Center.
Outside US:
DASHEN BANK, Addis Ababa (Aug.1995-Mar.1998)
Marketing and Branch Survey Expert
* In charge of the marketing arm of the Finance and Information Technology
Department;
* Developed data base on marketing - relevant literature/materials and statistics
with focus on increased market share in deposits, money transfer, foreign
banking and credits.
Manager -Management Services
* Responsible for human resources functions; also administered
property/contracts, logistics, safety & security; participated in the Bank’s overall
policy formulation and implementation.
The WORLD BANK, Addis Ababa (May 1995-Aug.1995)
Housing Finance Review Consultant
* Carried out an in-depth review of the housing finance system
* Produced and submitted a comprehensive report on recommended financing
measures for
incorporation in the Housing Sector Study.
UNITED NATIONS - HABITAT (Human Settlements):
1. BASED IN NAIROBI, Kenya (1992-1994)
Housing Finance Consultant
* Surveyed, analyzed and published case studies in Zimbabwe and Botswana
housing finance systems.
* Proposed mechanism for Housing Credit Schemes in Namibia and Democratic
Republic of Laos.
2. RURAL HOUSING PROJECT, Malawi (1986-1991)
Housing Finance Management Advisor
* Developed financing policy, the overall accounting system and effective credit
mechanisms.
3. BUILDING FINANCE CORPORATION, Lesotho (1982-1986)
Managing Director
* Provided leadership in the mobilization, allocation and the accounting for funds
and other resources for the development of housing nationwide.
4. MORTGAGE AND CONSTRUCTION BANK, Afghanistan (1982)
Finance Consultant
* Evaluated overall operations of the Bank and developed policies and
50
procedures to ensure housing loans to a greater section of population.
5. BUILDING FINANCE CORPORATION, Lesotho (1982-1986)
Management Consultant
* Analyzed administrative and financial systems including accounts operations;
recommended plans/strategies for improved operational efficiency in the
Corporation.
6. ECONOMIC COMMISSION FOR AFRICA, Addis Ababa, (1981-1982)
Human Settlements Officer
* Managed national research program on the availability and necessity of cost
effective shelter, infrastructure and the provision of quality services.
NATIONAL BANK, Addis Ababa
Research Expert (1978-1980), Economic Research & Planning:
* Analyzed banking and monetary policy, international and domestic socioeconomic developments; advised on housing finance for the low- income and
urban development affairs.
Deputy Manager (1975-1978) of Housing & Savings Bank:
* Policy development and business management with focus on financing incl.
budget operations;
Manager (1969-1975) - Savings & Home Ownership Association:
* Determined organizational goals and policies developed financing system and
enhanced profitable operations.
ETHIOPIAN AIRLINES (TWA Management), Addis Ababa, Ethiopia (1962-1969)
Director of Personnel Administration:
* Managed human resources functions – recruitment, training and benefits.
* Negotiated with labor unions and resolved management/ employee conflicts.
* Set personnel policies, rules and regulations.
EXHIBIT III
51
L004
VICE PRESIDENT LEGAL AFFAIRS
Flight One Airline USA
Job Description
JOEL F. TAMRAZ
Job Title:
Department:
Reports To:
VICE PRESIDENT LEGAL AFFAIRS
Legal Affairs
SR. DIRECTOR SYSTEM CONTROL
SUMMARY
Performs complex legal work and provides authoritative legal advice to President/CEO
as directed
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duty is characterized by a variety of legal issues that need to be handled with no
supervision. The work is directly related with governments (local/foreign) in areas where
Flight one is directly/indirectly involved in addition to the internal organization as set in
the organization chart.
CASE PREPARATION AND LITIGATION
Analyzes and determines department’s legal strategy in cases to ensure effective and
successful negotiation and litigation; drafts pleadings; prepares briefs and legal
arguments; may conduct discovery including taking depositions; conducts sensitive
negotiations with other attorneys and their clients; interviews, selects and prepares
witnesses including experts for administrative hearing or trial, argues motions and
participates in pre-trial or pre-hearing conferences; conducts direct and crossexamination and oral argument in proceedings before appropriate jurisdictional body,
which may include jury trials; rearview record and prepares briefs and oral argument in
appeals to Supreme Court or other appellate body; may prepare memoranda analyzing
factual and legal issues and draft decisions in proceedings before the department.
ADMINISTRATIVE AND ADVISORY.
Provides authoritative legal advice to department management and staff related to both
technical and administrative issues; reviews and recommends changes to rule, policy or
procedure for conformity with law; recommends rule and statutory changes to
department management; drafts proposed legislation and department rules; may
52
conduct extensive research; may draft contracts and leases and review such
documents for legality and adequacy; negotiates with state and federal agencies,
private individuals and organizations in non-litigation situations; may respond to
inquiries fro the media and review statements to be released to the press; may provide
training to department staff or others in legal and procedural issues relating to the
department’s work.
EXHIBIT III
53
L004
VICE PRESIDENT LEGAL AFFAIRS
Joel F. Tamraz
Airport Center II
5959 West Century Blvd
Suite 1406
Los Angeles, CA 90045
Executive Summary
Citizenship:
USA
Education:
BA
LLB
California State Los Angeles
Loyolla University School of Law
Experience:
1973 – To Date:
Trial Lawyer
1967 – 1973:
Law Office of Hose, Tamraz and Bash
35 Years
Handled over 30 Jury Trials and several hundred Court Trials
covering all aspects and complex business litigations with very high
success and track record. Real Estate, domestic relations,
corporate and criminal cases were handled with distinction.
Supervised attorneys, keeping calendars, cash flow moving to the
satisfaction of clients and personnel.
EXHIBIT III
54
L005
VICE PRESIDENT LEGAL AFFAIRS
Flight One Airline USA
Job Description
JAMES L. BROWN
Job Title:
Department:
Reports To:
VICE PRESIDENT LEGAL AFFAIRS
LEGAL AFFAIRS
SR. DIRECTOR SYSTEM CONTROL
SUMMARY
Performs complex legal work and provides authoritative legal advice to President/CEO
as directed
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duty is characterized by a variety of legal issues that need to be handled with no
supervision. The work is directly related with governments (local/foreign) in areas where
Flight one is directly/indirectly involved in addition to the internal organization as set in
the organization chart.
CASE PREPARATION AND LITIGATION
Analyzes and determines department’s legal strategy in cases to ensure effective and
successful negotiation and litigation; drafts pleadings; prepares briefs and legal
arguments; may conduct discovery including taking depositions; conducts sensitive
negotiations with other attorneys and their clients; interviews, selects and prepares
witnesses including experts for administrative hearing or trial, argues motions and
participates in pre-trial or pre-hearing conferences; conducts direct and crossexamination and oral argument in proceedings before appropriate jurisdictional body,
which may include jury trials; rearview record and prepares briefs and oral argument in
appeals to Supreme Court or other appellate body; may prepare memoranda analyzing
factual and legal issues and draft decisions in proceedings before the department.
ADMINISTRATIVE AND ADVISORY.
Provides authoritative legal advice to department management and staff related to both
technical and administrative issues; reviews and recommends changes to rule, policy or
procedure for conformity with law; recommends rule and statutory changes to
department management; drafts proposed legislation and department rules; may
conduct extensive research; may draft contracts and leases and review such
55
documents for legality and adequacy; negotiates with state and federal agencies,
private individuals and organizations in non-litigation situations; may respond to
inquiries fro the media and review statements to be released to the press; may provide
training to department staff or others in legal and procedural issues relating to the
department’s work.
56
EXHIBIT III
L005
VICE PRESIDENT LEGAL AFFAIRS
RESUME
JAMES LEONARD BROWN
PROFESSION:
ATTORNEY AT LAW [Admitted in California and Nevada]
ADDRESS:
3660 Wilshire Blvd., Suite 1118, Los Angeles, CA 90010
213-251-2322 (Fax 213-251-2333)
PROFILE AND SUMMARY
(a)
(b)
(c)
Graduated from University of Missouri at Kansas City, June, 1963 –
Bachelor’s degree in Business Administration, Accounting Major.
Graduated from University o f Southern California School of Law
with J.D. (Juris Doctor) degree in June, 1967.
Bar Admissions: Admitted to the California Bar on December 21,
1967, following graduation from the University of Southern
California School of Law (J.D.) in June, 1967. Admitted to the
Nevada Bar on October 5, 1989. In addition to being admitted by
the Supreme Courts of California and Nevada, admitted to the
following courts: Supreme Court of the United States; Ninth Circuit
Court of Appeals; U.S. District Court, Central Districts of California;
U.S. District Court, Southern District of California; U.S. District
Court, Northern District of California; U.S. District Court, District of
Nevada.
STATEMENT OF RELEVANT EXPERIENCE
James Leonard (“Jim”) Brown is a native of Kansas City, Missouri, where he
graduated from the University of Missouri at Kansas City with a degree in Business
Administration and Accounting. He graduated from the University of Southern California
School of Law and began practicing in California in 1968, concentrating in civil,
business and litigation, including litigation concerning employment discrimination and
insurance bad faith. In 1989 he was admitted to the Nevada Bar in 1990 opened up the
Las Vegas firm of Asberom & Brown with Las Vegas law partner, Mona Asberom. Mr.
Brown divides his time between Las Vegas and Los Angeles.
In his more than 30-years of practice, Brown has tried numerous cases to
judgment or jury verdict in the state and federal courts including cases involving
57
employment discrimination, insurance bad faith, injury and wrongful death. He has
obtained more than $10 million in settlements and judgments, including a $6 million
federal court judgment obtained in a commercial real estate case that was reported in
the December 1994 issue of “Trials Digest”. Recently, Mr. Brown obtained a $2.2
million jury verdict in a hostile work environment employment case on behalf of a victim
of anti-Semitism. Mr. Brown is a member of the “Million Dollar Advocates Forum”,
membership of which is limited to trial lawyers who have demonstrated exceptional skill,
experience and excellence in advocacy by achieving a trial verdict or settlement in the
amount of one million dollars or more.
Since July, 1998, Mr. Brown has served as a federal chapter 7 bankruptcy panel
Trustee.
EXHIBIT III
T005
58
GENERAL MANAGER TECHNICAL OPERATION
Flight One Airline USA
Job Description
LOC NGUYEN
Job Title:
Department:
Reports To:
GENERAL MANAGER TECHNICAL
OPERATION
COMMUNICATION
DIRECTOR COMMUNICATION
SUMMARY
Assists in the execution of the functions of information technology, network
administrator, imaging systems administrator, information technology auditor, technical
and web operation
Assists in the execution of system communication set up of Flight One Airline
Assists in the complete set up of the real time communication system with multi faceted
alternate back-ups.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Ensures that the goal and objective of Flight One Airline remains as nearly a paperless
managed airline system.
Ensures that all aspect of Flight One Airlines operation will be digitally recorded and
imaged.
That duplicate data system of all imaged activities will be archived and made available
to all concerned governmental authorities for security reasons.
Assists directs organizes, plans, and controls all Flight One Airline USA’s electronic
functions, including systems and programming, computer operations, phone operations,
and related vendor relationships.
Assists. Establishes, implements, and administers divisional policies and procedures.
Assists performs and manages all hardware, software, and equipment purchases and
maintenance per the MP & P Manual (Management Policy and Procedures Manual) of
Flight One Airline USA.
59
Assists, directs, plan and performs for immediate/ future technological
innovations/advances and the development and implementation of the company’s IT
strategic plans.
Provisions continually directs and plans for disaster recovery planning and mitigation
strategies.
Continually monitors technical and processing priorities and methods.
Trains, directs, and supervises department Vice Presidents and subordinates as
directed by Director System Controls.
Maintains smooth operations of all company network, systems, and application.
Directs, technical support to users as needed.
Diagnoses and resolves connectivity problems, and monitors system security, backup
and virus protection.
Directs, evaluates, recommends, and implement network software and hardware, and
the development of IT strategies and policies.
Maintains professional business relations with clients and outside contacts
Oversees all aspects of record imaging, scanning operations, and document storage
and retrieval.
Ensures that records are stored and retained in accordance with the policies of Flight
One Airline USA Management Policy and Procedures Manual meeting Government
regulations.
Keeps imaging systems operational for use by Flight One Airline USA employees.
Keeps abreast with imaging system technologies and makes the changes with the
existing system of operations.
Trains personnel on system utilization and provides support and suggestions to
expedite the work patterns of Flight One Airline.
Completes assigned work, maintains files, and performs miscellaneous duties in
electronic/digital formats in a timely fashion.
Reviews information technology operations for evidence of fraud, control deficiencies,
errors, or noncompliance with established policies.
60
Audits applications and automated procedures
Acts as an IT system consultant and provides recommendation for changes in
procedures, policies, documentation, or programs
Prepares work papers, reviews methods, and writes recommendation.
Assists with financial and operational audits.
Assists with financial and operational audits
Writes programs and assist with implementation information technology audit
procedures
Assists in the development of the company’s online services including the Internet home
page, PC access, and online ordering functions.
Assumes primary responsibility for designing and updating the company’s website.
Provides support in the expansion on online products and promotes increased use of
computer service among customers.
Provides technical support to customer, answer-incoming call, troubleshoots problems.
Provides information, and answers questions
Provides assistance to area personnel and notifies management of significant problems
Stabilizes system environment
Re engineers infrastructure and scaled system of operation of use to e ticketing, station
handling, sales undertaking and customer use.
Design and build new IT information service organization for approval and execution.
Evaluate bar code information for baggage, freight, mail, small packages and tracking
system using web-based technology.
Develop claim components and control systems.
Outsource data center and external network with new and existing vendors as required.
Establish strategic direction in line with corporate goal and build IT infrastructure to
execute the strategies.
61
Train all staff and GSA’S.
Establish load and yield procedure as directed from time to time.
Establish a flawless communication set up within the Flight One Airline USA system
network of operations
Creates frames for work data templates to enhance the operation of Flight One Airline
as depicted in the MP &P Manual
EXHIBIT III
T005
GENERAL MANAGER TECHNICAL OPERATION
Loc Nguyen
62
Executive Summary
(972) 567-6590 or (972) 781-2009
Citizenship: US Citizen
Professional Summary








President & CEO of Vquest Inc.
President &CEO of TelecomSG Inc.
President & CEO of SoftGraph Inc.
Vice President and Co-Founder of Digital Application Interfaces Inc.
More than 20 years experienced in development skills and lead/manager.
Experienced with full life cycle development, including design and development
of several commercial software products.
Able to manage teams and developers and coordinate with multiple stakeholders
for implementation of projects.
Strong telecommunications knowledge. Strong Unix experience with all variety
of UNIX platforms.
Employment History:
Aug 2002 – Present
President & CEO of Quest Inc.
Lead a team of engineers working on the Wireless Protocol Advisor (WPA) application.
This is a real-time and multitasking application dedicated software for GSM/GPRS,
CDMA2000 and SS7 signaling networks and capable of testing over 200 wireless
protocols. The works range from scheduling, problem analysis, design, test, installation,
as well as on-site support the customers
Sept 1996 – Aug 2002
President & CEO of TelecomSG Inc.
Provide software consultants for the telecom industry such as:
Agilent
Sonus - Telecom Technologies Inc.
 MCI WorldCom
 Alcatel - DSC Communications Inc.
 NEC
 Tandem Telecom
Lead a team of engineers working on the FASTest Automation System. This software
application provides a tool that allows the automatic verification of signaling protocols,


63
call processing scenarios and billing. It supports simultaneous testing of SS7 links,
ISDN and Per Trunk Signaling circuits. The works range from scheduling, problem
analysis, design, test, installation, as well as on-site support the customers.
Sept 1996 – Aug 2002



President & CEO of SoftGraph Inc.
Founder of the software consulting firm
Design, develop, and maintenance the Virtual Data Delivery System (VDDS)
June 1989 – March 1995








Vice President & Co-founder of Digital Application Interfaces Inc.
Joint forces with NEC of America in architect, design, and develop software
solutions for the ATM Broad Band Network Management System.
Architect, design and implement the first utilities pay by credit cards system for GTE
Provide the consulting services for:
NEC Of America
Glenayre – CNET
GTE
Inter Voice
April 1982 – Sept 1989
Senior Software Consultant
Various positions from programming to management
Education:
B.S of Electrical Engineering at UT Arlington, Texas
Honor & Associations:
Dean’s List, Member of Tau Beta, Etakapanu, Teaching Assistant
EXHIBIT III
W005
GENERAL MANAGER WEB OPERATION
Flight One Airline USA
64
Job Description
PAUL VALLADARES
Job Title:
Department:
Reports To:
GENERAL MANAGER WEB OPERATION
COMMUNICATION
DIRECTOR COMMUNICATION
SUMMARY
Responsible for directing, coordinating maintaining and controlling the web
infrastructure client-server system to meet the goals/objective of Flight One Airline USA.
Designs, controls and implements integrated communication frames/templates for
clients the management and staff as outlined in the MP & P Manual.
Designs application for quick and easy use that properly reflects the communication
position of Flight One Airline USA.
Monitors Department policies and procedures and recommends improvement, consults,
participates in establishing and implementing major goals and objectives and serves as
resource in all aspects of communication.
Ensures accurate internal and external recording and reporting of communication
exchanges.
Ensures that the web designs are in accordance with established legal, regulatory, and
company procedures.
Assigns, directs, and appraises all relevant functional methods of communication
functions as needed.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Assumes responsibility for the planning, development, and implementation
effective web design strategies, policies, and procedures.
2. Assumes responsibility for the effective preparation, maintenance, and reporting
of internal and external web design functionality records and analyses.
3. Assumes responsibility for overseeing daily operation and performing
administrative functions for the web communication department.
4. Assumes responsibility for establishing and maintaining effective communication
and cooperation with company personnel, departments and management.
65
5. Assumes responsibility for establishing and maintaining effective business
relations with vendors, outside auditors and regulators, and professional trade
groups.
6. Effectively supervises the manpower requirement for optimal performance.
7. Assumes responsibility for related duties as required and assigned.
EXHIBIT III
W005
GENERAL MANAGER WEB OPERATION
66
Paul Valladares
4328 West 179th Street
Torrance, CA 90504
(310) 921-2973
paulvalladares@yahoo.com
Professional Data
----------------1998 - Current
Senior Programmer Analyst for Unified Western
Grocers, City of Commerce. Responsible for
financial member adjustment client-server system.
Designing ODBC applications to Informix database
backend using Visual Basic and stored procedures.
Design UNIX scripts to format and ftp files between
UNIX, main frame MVS system, and MS NT platform.
Design, implement and support MS Access reporting
applications. Project manager in migrating Oracle8
(Release 8.0.5) to Informix 7.1.
1995 - 1998
Programmer Analyst for Viatron Systems, Inc.,
Torrance. Client-server customization using Visual
Basic and various document imaging controls such
as KODAK and FileNet. COLD conversions and database
migration from Betrieve to MS SQL. Provided training
and support to customers.
1990 - 1995
Technical Support Specialist for Citizen America Corp.,
Santa Monica. Responsibilities included technical,
support, testing products, and designing in-house Visual
Basic applications. Responsible for designing, implementing and managing the company's electronic bulletin board
system.
Experiences
67
----------Programming Languages Visual Basic 6, ASP, Ms Access 97/2000,
UNIX scripts, JSP with Allaire Jrun web server.
ASP, ActiveX and HTML demonstration available at
http://www.geocities.com/paulvalladares
Databases
Informix UNIX 7.1, stored procedures, Oracle8, MS SQL,
MS Access 97/2000.
Operating Systems Windows NT/2000/95/98, UNIX HP.
Academic Data
------------1988 - 1990
Bachelor of Science degree in Management
Information Systems at California State
University Dominguez Hills, Carson.
EXHIBIT III
F004
VICE PRESIDENT FINANCE
68
Flight One Airline USA
Job Description
GARY OSTERBERG
Job Title:
Department:
Reports To:
VICE PRESIDENT FINANCE
FINANCE
SR. DIRECTOR SYSTEM CONTROL
SUMMARY
Responsible for directing, coordinating maintaining and controlling an accounting
system that properly reflects the financial position of Flight One Airline USA. Monitors
Department policies and procedures and recommends improvements, consults with
President/CEO, participates in establishing and implementing major goals and
objectives and serves as resource in all aspects of accounting. Ensures accurate
internal and external recording and reporting of financial transactions. Oversees
budgeting, general ledger, accounts payable and receivable, payroll, fixed asset
management, etc as necessary. Ensures that accounting actives are in accordance with
established legal, regulatory, and company procedures. Assigns, directs, and appraises
accounting staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Assumes responsibility for the planning, development, and implementation
effective accounting strategies, policies, and procedures.
2. Assumes responsibility for the effective preparation, maintenance, and reporting
of internal and external financial records and analyses.
3. Assumes responsibility for overseeing daily operation and performing
administrative functions for the accounting department
4. Assumes responsibility for establishing and maintaining effective communication
and coronations with company personnel, departments and management.
5. Assumes responsibility for establishing and maintaining effective business
relations with vendors, outside auditors and regulators, and professional trade
groups.
6. Effectively supervises accounting personnel, ensuring optimal performance
7. Assumes responsibility for related duties as required and assigned
EXHIBIT III
F004
VICE PRESIDENT FINANCE
69
RESUME
Gary Richard Osterberg, CPA
4105 EAST BROADWAY SUITE 300
LONG BEACH CALIFORNIA 90803
Gary Richard Osterberg CPA was admitted as a California CPA in 1984. He is a
graduate of Northeastern University in Boston and a Big Four CPA firm alumnus.
In 1984 he was responsible for 70 results team members at the Los Angeles Olympic
Games. Mr. Osterberg ensured accurate timing of world officials and verified placement
for Olympians at Rowing and Canoeing venue. Additional duties required reporting such
results to news wires and interfacing with the world media.
During the late 1980’s and early 1990’s Mr. Osterberg was affiliated with the Los
Angeles Raider Football Team and employed by the National Football League.
Responsibilities included operating the 40-second game play clock at the Los Angeles
Coliseum for all Raider home games and directing visiting field officials on Coliseum
procedures.
In 1986 he founded Osterberg & Associates, Inc a Certified Public Accounting firm.
They specialize in providing entrepreneurial guidance to privately held businesses.
Offering a wide range of services include accounting analysis, tax planning and
compliance, developing strategies to maximize profitability, securing financing for assets
or real estate acquisition, selection and implementation of new accounting software,
audit representation and providing recommendations relative to new areas of growth.
In 1995 Mr. Osterberg founded the first company to secure exclusive advertising
licensing agreements with ATM owners on a national basis, thus allowing advertisers
the opportunity to display their advertising messages on ATM machine video display
screens. Clients include, BellSouth, 1(800) Flowers, Exxon, Winn-Dixie… In 1998 he
merged the company to acquire the ability to transmit advertiser messages not only to
ATM cash machine video screens, but also display screens both within and mounted
above gas pumps. Participants include, Shell Oil and Texaco.
Mr. Osterberg is on the Board of Directors for several Southern California companies and has been a
guest on several television programs sharing his expertise in the field of taxation and business structures.
Since 1984 he has been a member of the American Society of Certified Public Accountants and the
California Society of Certified Public Accountants.
EXHIBIT III
T004
ASSOCIATE TECHNICAL SERVICES
70
Flight One Airline USA
Job Description
GREGORY DOMENO
Job Title:
Department:
Reports To:
ASSOCIATE TECHNICAL SERVICES
TECHNICAL SERVICES
SENIOR DIRECTOR SYSTEM CONTROL
SUMMARY
The vice president of technical services is responsible for the engineering function. The
vice president ensures that the department conforms to the company quality and control
system procedures as documented.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Controls the monitors that leased equipment/aircraft perform in a timely fashion.
Monitors that leased equipment/aircraft follows agreed maintenance and procedures as
outlined in agreement
Monitors and supervises that leased aircraft strictly follows the guidelines/rules
regulations of the FAA and foreign aeronautical authorities maintenance procedures.
Monitors delays at all served domestic and international destinations of Flight One
Airline.
Reports all irregularities and has the authority to accept/reject condition of operation per
set agreements with lessors of aircraft.
Works closely with ground handling authorities of online served destinations of Flight
One Airline.
Works closely with control towers personnel of online served destinations of Flight One
Airline.
Works closely with other airlines technical personnel at online Flight One Airline
destinations.
Closely works and communicates with Vice President Digital Flight Operation Division.
Closely works and coordinates activities with marketing division of Flight One Airline.
The department is not responsible to work on leased aircraft.
71
Employs the services of outside technical/ground handling and other organizations to
handle and supervise the performance of lessor of aircraft.
EXHIBIT III
T004
ASSOCIATE TECHNICAL SERVICES
72
Gregory J. Domeno
350 S. Crenshaw Blvd.
Suite A201
Torrance, CA 90503
(310) 783-1990
WORK HISTORY
December 1992 to Present:
President & CEO, Cyberverse, Inc., Torrance California
September 1990 to December 1992
Computer Lab Technician, El Camino College, Redondo Beach California
June 1986 to September 1990
Store Manager, Domeno & Associates 7-11 Stores, Los Angeles, California
June 1976 to September 1983
Clerk, Domeno & Associates 7-11 Stores, Los Angeles, California
EDUCATION
September 1990 to June 1993
Post Graduate Study, Computer Science, Long Beach State,
Long Beach, California
September 1986 to June 1989
Post Graduate Study, Computer Science, El Camino College,
Redondo Beach, California
September 1983 to June 1986
Bachelor of Arts, Psychology, University of California,
Santa Barbara, California
September 1980 to June 1983
73
Undergraduate Study, El Camino College,
Redondo Beach, California
September 1976 to June 1980
Graduate, Hawthorne High School, Hawthorne, California
74
EXHIBIT IV
FLIGHT ONE AIRLINE USA
Financial Position and Operating Plans
Set forth this Exhibit are the following items which reflect Applicant’s forecasted
current financial position and operating plans:
Schedule A.
Flight One Airline USA Flight Schedule
Schedule B.
Forecast Income Statement
First 12-month period
Schedule C.
Projected Income Statement
First quarter of operation
Schedule D
Income Statement
Forecast First 12-month of operation
Schedule E.
Pre-operating Cost Assumptions
Three months prior to service initiation
Schedule F.
Pre-operating cost assumption first year
Schedule G
First Year flight operations
Summary, Statistics and Income Statement
Schedule H
Revenue Forecast
Schedule I
Revenue Assumptions first weekly flight
First year of flight operation
Schedule J
Revenue Assumptions second weekly flight
First year of flight operation
Schedule K
Revenue Assumptions third weekly flight
First year of flight operation
Schedule L
Expense Assumptions
Schedule M
Expense Assumptions of A/C Lessor
Schedule N
Projected Balance Sheet as of the end of 1st twelve months of
operation
75
.
Schedule A - Details the Flight Schedule of Flight One Airline USA and equipment
routing chart.
Schedule B - Details the forecast Income Statement of the Applicant’s first full year of
revenue operations. It is based upon estimated operating revenues and expenses. This
Schedule also sets for the key operating statistics related to operations during the year.
The forecast envisages a fully allocated profit of 29 million dollars.
Schedule C - provides the detailed projected income statement forecast from
Applicant’s operation for the first three months. This depicts a fully allocated profit of 9
million dollars.
Schedule D - shows projected income statement and cash surplus on a monthly basis
for Applicant’s operation for one year.
Schedule B, C and D - contains Applicant’s statement with respect to the financial
resources required to meet the Department’s capitalization rules and Applicant’s
arrangements for obtaining such resources from sales via support economy principle at
sources of markets.
Applicant is a fully allocated wet lessee of aircraft from a certified USA carrier that has
already met all the requirements including the three month zero revenue tests.
Under this condition, Applicant will have sold the first and second month’s flight seats
between three and fourteen days prior the commencement of its first scheduled
services and it does not pause risk to lessor of aircraft or the traveling public.
Revenue received from customers will be deposited in a trust account. Additionally each
passenger will be advised of the opportunity to buy trip cancellation/interruption
insurances, as our confirmed seats once sold are non-refundable. In the unlikely event
of flight cancellation the necessary alternate flight arrangement will be made with other
airlines to fulfill contract or make immediately refund, - whichever the customer elects.
Schedule E - is a compilation of zero pre operating cost forecast - prior service initiation,
for the first three months, as this expense will be covered by appointed General Sales
Agents hereafter referred as GSA and Aquarius Travel for the right to represent Flight
One Airline USA for a period of three years per Commercial Agreement.
Schedule F is the summary of pre operating assumption for the first year
Schedules G – N are all self explanatory.
76

Applicant has no liens or encumbrances.

Applicant has no past due obligations.

Applicant has no contingent liabilities.
Notes:
1. Applicant’s management prepared all Schedules shown above.
2. The inter-state traffic between
a. Dakar – Accra (vv)
b. Dakar – Lagos (vv)
c. Dakar – Abidjan (vv)
d. Abidjan – Accra (vv)
e. Abidjan – Lagos (vv)
f. Accra – Lagos (vv)
has the capacity to generate additional passenger traffic and revenue that are not
included in the forecast.
3. A freight of 15,000 lbs has been included in the traffic forecast to areas where
traffic right warrants. These could be in the form of small packages, excess
baggage or regular freight.
77
FLIGHT ONE AIRLINE USA
SCHEDULE A
FLIGHT ONE AIRLINE SCHEDULE
(ROUTING CHART)
FLT
a111
sun
FLT
mon
a112
mon
FLT
a115
mon/tue
FLT
a116
tue
wed
thr
FLT
a117
fri
FLT
a117
sat
FLT
a119
sat
ar 2100pm
ar
lv
ar
lv
ar
lv
ar
lv
ar
nyc
nyc
dkr
dkr
abj
abj
acc
acc
los
lv
los
ar 0201am
1800p
lv 2300pm
ar 1137am
lv 1300pm
ar 1526pm
lv 1700pm
ar 1730pm
ar 637am
lv 800am
ar 1040am
lv 1200pm
ar 1430pm
ar 2100pm
lv 1800pm
lv 1630p
lv 2330pm
ar 2140pm
ar 637am
lv 0800am
lv 1900pm
ar 1040am
lv 1200pm
ar 1430pm
lv 1630pm
78
EXHIBIT IV
SCHEDULE B
FLIGHT ONE AIRLINE USA
FORECAST INCOME STATEMENT
FIRST TWELVE MONTH PERIOD
(thousands)
REVENUE
PASSENGER REVENUE
OTHER REVENUE
$
$
63,000.00
9,000.00
$
72,000.00
$
36,000.00
G&A AND ALL OTHERS
$
3,000.00
GENERAL SALES
AGENCY COMMISSION
$
4,000.00
TOTAL
$
43,000.00
$
29,000.00
TOTAL
EXPENSE
FULLY ALLOCATED WET LEASE
FULLY ALLOCATED PROFIT (LOSS)
NOTES:
Other Revenue
Expense
1. Freight, Mail, Small Packages, Excess Baggage Charges
2. FLIGHT OPERATIONS/G & A expense includes the projected unpaid first three
months cost due to be paid 30 days after end of first year of flight operation per
Commercial Agreement
3. GENERAL SALES AGENCY COMMISSION expense includes the projected unpaid
first three months cost due to be paid 30 days after end of first year of flight operation
per Commercial Agreement
4. All figures haven been rounded to the nearest thousand
79
EXHIBIT IV
SCHEDULE C
FLIGHT ONE AIRLINE USA
PROJECTED INCOME STATEMENT
FIRST QUARTER OF OPERATION
(thousands)
1ST
MONTH
REVENUE
PASSENGER REVENUE
OTHER
REVENUE
TOTAL
2ND
MONTH
3RD
MONTH
TOTAL
5,250.00
5,250.00
5,250.00
15,750.00
750.00
750.00
750.00
2,250.00
6,000.00
6,000.00
6,000.00
18,000.00
3,000.00
-
3,000.00
-
3,000.00
-
9,000.00
-
EXPENSE
FULLY ALLOCATED WET LEASE
FLIGHT OPERATIONS
G&A
GENERAL SALES
AGENCY COMMISSION
-
TOTAL
FULLY ALLOCATED PROFIT
(LOSS)
Other Revenue
1.
Expense
2.
3.
4.
-
-
-
3,000.00
3,000.00
3,000.00
9,000.00
3,000.00
2416.67
2416.67
9,000.00
NOTES:
Freight, Mail, Small Packages, Excess Baggage Charges
Expense does not include G & A and other expenses that will be paid 30 days from
end of first year of operation per Commercial Agreement
Aquarius Travel to administer the G & A expense as necessary for the period of 90
days for the right to represent Flight One Airline for three years
All GSA’s first three months commissions will be paid 30 days after the end of the first
year of operation per Commercial Agreement
80
EXHIBIT IV
SCHEDULE D
FLIGHT ONE AIRLINE USA
INCOME STATEMENT
FORECAST FIRST TWELVE MONTHS OF OPERATION
(thousands)
SURPLUS CASH FORECAST FOR ONE YEAR
ANNUAL
REVENUE
PASSENGER
REVENUE (000)
1ST
MONTH
2ND
MONTH
3RD
MONTH
4TH
MONTH
5TH
MONTH
6TH
MONTH
7TH
MONTH
8TH
MONTH
9TH
MONTH
10TH
MONTH
11TH
MONTH
12TH
MONTH
YEAR
TOTAL
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
5,250.00
$
63,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
750.00
$
6,000.00
$
9,000.00
$
72,000.00
$
3,000.00
$
3,000.00
$
3,000.00
G & A (000)
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
3,000.00
$
187.00
$
36,000.00
$
2,000.00
OTHERS
AGENCY
COMMISSION
(000)
$
333.33
$
333.33
$
333.33
$
333.33
$
333.33
$
333.33
$
333.33
$
333.33
$
333.33
$
3,000.00
OTHER
REVENUE(000)
TOTAL
EXPENSE
FLIGHT
OPERATIONS(000)
TOTAL
$
3,000.00
$
3,000.00
$
3,000.00
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
3,520.33
$
41,000.00
FULLY
ALLOCATED
PROFIT(LOSS)
$
3,000.00
$
3,000.00
$
3,000.00
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
2,479.67
$
31,000.00
Notes:
Other Revenue includes
1. Freight, Mail, Small Packages, Excess Baggage Charges
2. Flight Operation indicates the fully allocated wet lease of aircraft totals rounded to the nearest (000)
81
EXHIBIT IV
SCHEDULE E
FLIGHT ONE AIRLINE USA
PRE-OPERATING COST ASSUMPTIONS
PRIOR TO SERVICE INITIATION
$
1
2
3
TOTAL
EXPENSE
Flying Operations
VP Ops; Chief Pilot
Training
Aircraft Rentals
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Landing Fees
NA
NA
NA
Fuel
NA
NA
NA
Charts & Manuals
NA
NA
NA
Weather Service
Dispatch
Uniforms
Miscellaneous
Total Flying Operations
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Maintenance
VP Maintenance; DOM;
DQC
Third Party Provider
Maintenance Reserves
Total Maintenance
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Passenger Service
Station Managers
Stations Expense
Miscellaneous
Total Maintenance
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Wet Lease Aircraft MD 11
Fully allocated (000)
Sales & Reservations
Dir digital reservation
Reservations Personnel
Startup Advertising
General & Administrative
President/CEO
82
NOTES on 'NA':
Please refer to
SCHEDULE M.
These costs are
borne
by Lessor of aircraft
as
they are included in
the
payment block hour
cost
0
0
0
0
0
Cont…
VP Flight Operation/Pilot
Dir. Digital Operation
VP GSA Contemporary
VP Finance
VP Marketing
Dir. Of Maintenance
Dir. Of Quality Control
Dir. Of Safety
VP Legal Affairs
VP Of Finance
VP of Administration
Bookkeeping Service
Space Rental
Telephone
Communication
Travel
Professional Services
Miscellaneous G & A
TOTAL EXPENSE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Notes:
Digital Reservation, startup advertising, allocation of space, travel and miscellaneous expense will be borne by
GSA’S during the first three per-operating months of flights.
Aquarius Travel undertakes the G&A and GSA function of Flight One Airline per Commercial Agreement threemonths prior to initiation of scheduled air services.
83
EXHIBIT IV
SCHEDULE F
FLIGHT ONE AIRLINE USA
PRE-OPERATING COST ASSUMPTIONS
FIRST YEAR
Month
Month
Month
Month
Month
Month
Month
Month
Month
Month
Month
Month
1
2
3
4
5
6
7
8
9
10
11
12
TOTAL
EXPENSE
Flying Operations
VP Ops; Chief Pilot
Training
Aircraft Rentals
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Landing Feees
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Fuel
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Charts & Manuals
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Weather Service
Dispatch
Uniforms
Miscellaneous
Total Flying Operations
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Maintenance
VP Maintenance; DOM;
DQC
Third Party Provider
Maintenance Reserves
Total Maintenance
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Passenger Service
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Station Managers
Stations Expense
Miscellaneous
84
NOTES on 'NA':
These costs are
borne
by Lessor
of aircraft as
they are
included in
the
payment
block hour cost
Please refer to
SCHEDULE M.
Total Maintenance
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Cont…
NA
Wet Lease Aircraft MD
11
Fully allocated (000)
Sales & Reservations
Dir digital reservation
Reservations Personnel
Startup Advertising
General &
Administrative
President/CEO
VP Flight Operation/Pilot
Dir. Digital Operation
VP GSA Contemporary
VP Finance
VP Marketing
Dir. Of Maintenance
Dir. Of Quality Control
Dir. Of Safety
VP Legal Affairs
VP Of Finance
VP of Administration
Bookkeeping Service
Space Rental
Telephone
Communication
Travel
Professional Services
Miscellaneous G & A
3000
3000
3000
Headcount
1
3
1
1
3
1
1
1
1
1
1
2
2
1
TOTAL EXPENSE (000)
G&A (000)
G&A Commission (000)
GRAND TOTAL(000)
3000
3000
3000
3000
3000
3000
3000
3000
3000
3000
3000
3000
36000
3500
6000
3500
6000
3500
6000
3500
6000
3500
6000
3500
6000
3500
6000
3500
6000
3500
6000
31500
54000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
6000
5000
24000
3000
6000
3000
3000
2500
2000
4000
6000
3000
1000
1000
1500
5000
2500
2000
1000
54001
45001
216003
27001
54001
27001
27001
22501
18001
36002
54002
27001
9000
9000
13500
45000
22500
18000
9000
91
91
91
91
91
91
91
91
91
819
187
333
3611
187
333
3611
187
333
3611
187
333
3611
187
333
3611
187
333
3611
187
333
3611
187
333
3611
187
333
3611
1683
2997
41499
Notes: First three months G & A and GSA commissions expenses are not included. They will be paid 30 days after end of first year of operation per
Commercial Agreement.
85
EXHIBIT IV
SCHEDULE G
FLIGHT ONE AIRLINE USA
FIRST YEAR FLIGHT OPERATIONS
SUMMARY STATISTICS AND INCOME STATEMENT
NUMBER OF AIRCRAFT
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
MONTHS
1
2
3
4
5
6
7
8
9
10
11
12
TOTAL
1
1
1
1
1
1
1
1
1
1
1
1
REVENUE (000) Total
6026
6026
6026
6026
6026
6026
6026
6026
6026
6026
6026
6026
72000
PASSENGER REVENUE
5250
5250
5250
5250
5250
5250
5250
5250
5250
5250
5250
5250
63000
750
750
750
750
750
750
750
750
750
750
750
750
9000
EXPENSES (000)
3583
3583
3583
3583
3583
3583
3583
3583
3583
3583
3583
3583
43000
FULLY ALLOWED OPERATING
INCOME (000) NET
2443
2443
2443
2443
2443
2443
2443
2443
2443
2443
2443
2443
29316
TRIP SEATS
9360
9360
9360
9360
9360
9360
9360
9360
9360
9360
9360
9360
112320
PASSENGERS
9204
9204
9204
9204
9204
9204
9204
9204
9204
9204
9204
9204
110448
274
274
274
274
274
274
274
274
274
274
274
274
3288
136998
136998
136998
136998
136998
136998
136998
136998
136998
136998
136998
136998
1643980
49319
49319
49319
49319
49319
49319
49319
49319
49319
49319
49319
49319
591833
44680
44680
44680
44680
44680
44680
44680
44680
44680
44680
44680
44680
536160
OTHER REVENUE
OPERATING STATISTICS
AIRCRAFT BLOCK HOURS
AIRCRAFT MILES
AVAILABLE SEAT MILES (000)
REVENUE PASSENGER MILES
(000)
AVERAGE STAGE LENGTH
LOAD FACTOR
BREAKEVEN PAX LOAD
FACTOR
AVERAGE FARE
YIELD PER RPM (CENTS)
REVENUE PER ASM (CENTS)
cost/asm (cents)
cost per block hour ($)
818
818
818
818
818
818
818
818
818
818
818
818
818
91%
91%
91%
91%
91%
91%
91%
91%
91%
91%
91%
91%
91%
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
$
11,000.00
56%
$
570.00
$
0.12
$
0.11
$
0.06
86
EXHIBIT IV
SCHEDULE H
FLIGHT ONE AIRLINE USA
REVENUE FORECAST
Revenue forecast for Applicant’s first full year of operations is included in
Schedule G (“Summary Statistics and Income Statement”). Applicant has developed its
revenue projections based upon historic traffic, the available potential and fare
information and in reliance upon management’s experience in the industry for nearly 40
years.
Applicant’s forecast of passengers carried over its proposed routes is based on traffic
data compiled based on first hand existing and potential ethnic, business traffic and the
information feedbacks from within the industry.
Management analyzed the traffic history in each of the relevant markets and estimated
what can be reasonably derived and expected to obtain taking into consideration factors
such as capacity offered, average fares relative to competition, flight schedules, and
applicants marketing experience and research in the continent
The high quality direct air service to be offered between continental USA and Africa is
the major consideration.
For the first year of operation, the average number of origin and destination passenger
per week in the market are forecasted as follows:
SECTORS
NUMBER OF PASSENGERS
FIRST WEEKLY FLIGHT
JFK-DKR
JFK-ACC
JFK-LOS
LOS-JFK
120
120
120
340
SECOND WEEKLY FLIGHT
JFK-DKR
JFK-ABJ
JFK-ACC
ACC-JFK
DKR-JFK
124
120
110
220
140
87
THIRD WEEKLY FLIGHT
JFK-DKR
JFK-ACC
JFK-LOS
LOS-JFK
120
120
120
350
TOTAL WEEKLY PASSENGERS
2124
Applicant is assuming that its new service and low fares will meet the demand of
the ethnic, business, organizational, tourism, transit…passengers to the served
destinations and beyond.
Applicant’s projected load factors for the first year are, in general what one will
normally expect for destinations that have lacked direct air service.
When flight frequencies increases to daily or nearly to twice daily services, weekly and
seasonal variations in passenger load will be expected.
The average fares that Applicant intends to charge are US $570.00 one-way and US
$1140.00 for the round-trip irrespective of distance. Open Jaws are allowed for a fee.
These fares have reasonable restrictions. Cancellations and flight changes have their
penalties.
All revenues projected in all our Schedules are net of applicable excise taxes and
passenger facility charges or others imposed by foreign government’s aeronautical
authorities.
88
EXHIBIT IV
SCHEDULE I
FLIGHT ONE AIRLINE USA
REVENUE ASSUMPTIONS
FIRST WEEKLY FLIGHT
FIRST YEAR OF FLIGHT OPERATIONS
1st FLIGHT
NYC-DKR-ACC-LOS-NYC
1
2
3
4
5
6
7
8
9
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
1729
250
1979
20748
3000
23748
RELATED STATISTICS
Flying Days
Completion Factor
Total Trips
Aircraft Block Hours
Aircraft Miles
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
52
100%
52
1104
553,284
Load Factor
Breakeven Load Factor
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
92%
57%
Passengers
Available Seat Miles (000)
Revenue Passenger Miles
(000)
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
3,033
16,598.4
36,400
199,180.8
15,190
15,190
15,190
15,190
15,190
15,190
15,190
15,190
15,190
15,190
15,190
15,190
182,283
Average Fare ($)
Yield per RPM (cents)
Revenue per ASM (cents)
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
570.00
11.3
10.4
11.3
10.4
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
1,012,000
7.2
11,000
12,144,000
PASSENGER REVENUE
(000)
OTHER REVENUES (000)
TOTAL REVENUES (000)
Cost per ASM (cents)
Cost per Block Hour ($)
Trip Cost
Notes: Cost does not include Burden (G & A and GSA commission).
89
10
11
12
YEAR
EXHIBIT IV
SCHEDULE J
FLIGHT ONE AIRLINE USA
REVENUE ASSUMPTIONS
SECOND WEEKLY FLIGHT
FIRST YEAR OF FLIGHT OPERATIONS
2nd FLIGHT
NYC-DKR-ABJ-ACC-DKR-NYC
1
2
3
4
5
6
7
8
9
10
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
1764
250
2014
21168
3000
24168
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
4.3
100%
4.3
89.5
44,794
52
100%
52
1074
537,524
Load Factor
Breakeven Load Factor*1
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
87%
55%
Passengers
Available Seat Miles (000)
Revenue Passenger Miles
(000)
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
3,094
16,125.7
37,128
193,508.6
14,298
14,298
14,298
14,298
14,298
14,298
14,298
14,298
14,298
14,298
14,298
14,298
171,583.0
Average Fare ($)
Yield per RPM (cents)
Revenue per ASM (cents)
Cost per ASM (cents)
Cost per Block Hour ($)
Trip Cost
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
570.00
12.3
10.9
7.3
11,000
984,500
12.3
10.9
7.3
11,000
11,814,000
PASSENGER REVENUE
(000)
OTHER REVENUE (000)
TOTAL REVENUES (000)
RELATED STATISTICS
Flying Days
Completion Factor
Total Trips
Aircraft Block Hours
Aircraft Miles
Notes: Cost does not include burden (G & A and GSA commission).
90
11
12
YEAR
EXHIBIT IV
SCHEDULE K
FLIGHT ONE AIRLINE USA
REVENUE ASSUMPTIONS
THIRD WEEKLY FLIGHT
FIRST YEAR FLIGHT OPERATIONS
3rd FLIGHT
NYC-DKR-ACC-LOS-NYC
1
2
3
4
5
6
7
8
9
1754
1754
1754
1754
1754
1754
1754
1754
1754
1754
1754
1754
21048
250
250
250
250
250
250
250
250
250
250
250
250
3000
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
2004
24048
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,107
4.3
100%
4.3
92
46,108
4.3
100%
4.3
92
46,109
52
100%
52
1104
553,284
93%
93%
93%
93%
93%
93%
93%
93%
93%
93%
93%
93%
93%
57%
57%
57%
57%
57%
57%
57%
57%
57%
57%
57%
57%
57%
3,077
3,077
3,077
3,077
3,077
3,077
3,077
3,077
3,077
3,077
3,077
3,077
36,920
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
16,598.0
199,181.0
15,426
15,426
15,426
15,426
15,426
15,426
15,426
15,426
15,426
15,426
15,426
15,426
185116
Average Fare ($)
570.00
570.00
570.00
570.00
Yield per RPM (cents)
11.3
11.3
11.3
11.3
Revenue per ASM
(cents)
10.5
10.5
10.5
10.5
Cost per ASM (cents)
7.3
7.3
7.3
7.3
Cost per Block Hour
($)
11,000
11,000
11,000
11,000
Trip Cost
1,012,000 1,012,000 1,012,000 1,012,000
Notes: Cost does not include burden (G & A and GSA commissions)
570.00
11.3
570.00
11.3
570.00
11.3
570.00
11.3
570.00
11.3
570.00
11.3
570.00
11.3
570.00
11.3
11.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
10.5
7.3
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
1,012,000
11,000
12,144,000
PASSENGER
REVENUE (000)
OTHER REVENUE
(000)
TOTAL REVENUES
(000)
RELATED
STATISTICS
Flying Days
Completion Factor
Total Trips
Aircraft Block Hours
Aircraft Miles
Load Factor
Breakeven Load
Factor
Passengers
Available Seat Miles
(000)
Revenue Passenger
Miles (000)
91
10
11
12
EXHIBIT IV
SCHEDULE L
FLIGHT ONE AIRLINE USA
EXPENSE ASSUMPTIONS
Flying Operations, Maintenance, Aircraft, All Handlings and every related
charges such as interrupted trip charges, supervisory personnel, facilities, rent
and supplies etc…are the responsibility of A/C Lessor.
Other than follow up and general coordination, in case of delays that affect the
customers convenience/ privileges, commitment etc…that Flight One has
entered upon, A/C Lessor is (without warranty, to the fitness of agreed contract)
totally responsible for a completed performance of the given flight schedule.
Detailed penalties for delays (other than weather and air traffic conditions) made
in performing the schedules of Flight One Airline are contained in the master
agreement made by the two parties. (i.e. Aircraft Lessor and Flight One Airline
USA).
Reservations and Sales.
Applicant estimates that 95 percent of its passenger revenue will be generated
through the GSA (General Sales Agent) system of network sales and operation
with an average of 5 percent commission. Applicant will utilize an in-house
reservation system and will not participate with CRS vendors or ARC.
Advertising and promotion.
Applicant expects to spend approximately up to 1.5 percent of its gross revenues
on advertising expense, which will be charged against GSA’s commission on a
joint cooperative shared cost marketing program.
92
EXHIBIT IV
SCHEDULE M
FLIGHT ONE AIRLINE USA
EXPENSE ASSUMPTIONS
CATEGORY
DESCRIPTION
Flying Operations
VP Operations
Directory of Training
Pilot-inCommand
First Officer
Licensed Dispatchers
Training Cost
Payroll Tax & Overhead
Fuel Consumption
Average Fuel Cost
Landing Feees
Communications
Flight Attendants
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
Aircraft
Seats (360 seats)
Maximum Landing Weight
Monthly Aircraft Lease Rate
Aircraft Insured Value
Hull Insurance Rate
Property Tax
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
Maintenance
VP Maintenance
Maintenance Reserves
Airframe Maintenance
Engine Maintenance
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
Other
Ground and Passenger
Handling
Inflight Beverage Service
Liability Insurance Rate
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
A/C LESSOR PROVIDES DATA AND COVERS THE COST
93
EXHIBIT IV
SCHEDULE N
FLIGHT ONE AIRLINE USA
PROJECTED BALANCE SHEET
AT THE END OF FIRST TWELVE MONTHS OF OPERATION
ASSETS
Current Assets
Cash in Bank
Short Term Investments
Total Current Assets
45,561
Equipment
Furniture
Vehicles
Accum Depreciation
Total Fixed Assets
20
8
45
(10)
Intellectual Property
Start Up Costs
Accum Amortization
Total Other Assets
2,200
45,561
Fixed Assets
63
Other Assets
2,200
47,824
LIABILITIES
Current Liabilities
Accounts Payable
Customer Deposits
1,561
15,000
16,561
Capital
31,263
47,824
94
EXHIBIT V
FLIGHT ONE AIRLINE USA
Narrative History/Plan of Operations
APPLICANT’S BUSINESS
Applicant was organized for the purpose of establishing and operating an
airline serving the United States and Africa.
With nearly four decade of experience in the African air transport market, and
pioneering in the establishment of most of the significant air route structure
and hub centers of the continent, the time is now ripe for the Applicant to
consolidate and undertake the creation and operation of the finest United
States Airline in the industry capable of being quoted as one of the best using
new, different and innovative system of business undertaking..
Applicant plans to commence flight operations on June 15, 2004 with one
leased aircraft, MD 11 from a certified USA carrier.
The initial plan of service involves a thrice-weekly frequency service on
A. The New York - Dakar (Senegal) - Accra (Ghana) - Lagos (Nigeria) and
non-stop return service from Lagos (Nigeria) to New York.
B. The New York Dakar (Senegal) Abidjan (Ivory Coast)- Accra (Ghana) –
Dakar (Senegal) – New York and
C. The New York –Dakar (Senegal)-Accra (Ghana)-Lagos (Nigeria) and nonstop return service from Lagos (Nigeria) to New York.
General
Much of the air service that is presently available between USA and Africa
is characterized by a combination of high fares and lengthy layovers at
European airports with its associated problems such as visa, customs,
change of terminal, airports and specific baggage handling requirements
etc…unfit for a traveler half way on his/her long journey(s).
Applicant believes and knows first hand that these conditions have caused
potential customers not to travel at all.
Applicant intends to offer airfares in these markets that are lower than the
historic fares.
95
Applicant will have direct air services that will attract and tap the huge air
transport market - unattended by US scheduled airlines.
Applicant believes that the methods of marketing via GSA’S with the
necessary promotions on the grass root level in USA and Africa it will
support the low fare strategy.
Specific
Included in the major air transport potential passenger market for Flight
One Airline are the following:








True origin and destination traffic from Anglo America to
Africa
True origin and destination traffic from Anglo America to
Asia/Australia
Origin and destination traffic from Anglo America via Africa
to Europe
Round the world traffic in the easterly direction
And
True origin and destination traffic from Africa to Anglo
America
True origin and destination traffic from Asia/Australia to
Anglo America
Origin and destination traffic from Europe via Africa to Anglo
America
Round the world traffic in the westerly direction
Each and all of the above market will complement the USA –
AFRICA - USA route system of Flight One Airline by providing an
alternate choice at all times.
Our passenger load forecast will be accomplished by creating:
1. A simple product design
2. Utilizing inexpensive leased aircraft including facilities and contract
services with cross-trained and motivated workforce
3. Using digitally controlled web based
 information,
 reservation,
 electronic ticketing,
 imaging and seat confirmation systems.
4. Applicant will offer a limited number of flight choices.
5. Applicant does not intend to offer frequent –flyer program, advance
seat assignments, meal services, city ticket offices or other
amenities.
96
6. Applicant does not plan to interline with other airlines. Savings
resulting from this operating philosophy will be passed on to the
passenger in the form of lower fares.
7. A near paperless operation of an airline is envisioned.
Basic Premises and Assumptions:




The President/CEO and staff will operate the business of Flight One
Airline on a self sustaining basis.
The System Vice President of Digital Flight Operation and his staff under
direct/delegated authority from the President/CEO of Flight One Airline will
control, monitor and actuate the smooth operation of the digital
communication system.
Sufficient redundant systems will be established to avoid interruption of
the system communication.
This system will be made available through a secured server(s) and
password for every person of the organization as set forth in the
Management Policy and Procedure Manual.
Structures and Organizational Set Up



The Marketing Division is the core of Flight One Airline. All other divisions
are the support that will enable it to function.
Marketing Division has the System General Sales Agent, Regional
General Sales Agents and Individual Sales Agents that are independent
sales contractors or consolidators.
Aquarius Travel located in Los Angeles (USA) is the System General
Sales Agent for Flight One Airline. It is directly responsible for the
activities of all Regional and Individual Sales Agents or consolidators
worldwide. Full power of attorney has been granted by Flight One Airline
(A division of Laser Archives Inc. A Nevada USA Corporation) for the
purpose. Aquarius travel has given all its existing marketing data and
other data for the exclusive use of Flight One Airline.
In this arrangement Flight One Airline has been authorized to use all the
physical and other tools of trade of Aquarius Travel for its operation.
The marketing and economic investment from Aquarius Travel will be
considered that of Flight One Airline.

Pioneer Aviation located in Addis Ababa (Ethiopia) is the designated
regional General Sales Agent and Individual Sales Agents or
consolidators for Africa.
97

The audit firm of Tesfaye and Co INC, Certified Chartered Accountants
and Auditors (London) will control the sales in the Africa Region.
ORGANIZATIONAL SET UP
The inter management line of command are contained in the Management Policy
and Procedures Manual of Flight One Airline.
SALES SET UP
1. Sales in the USA and Canada
Web based reservation and sales will be conducted over the internet using
secured servers with redundant backup.
System General Sales Agent, Individual Sales Agents or Consolidators using a
computer that has the image capturing/storing and transmission capability.
Revenue received will be deposited into a trust account set for the purpose.
Detailed information will be made available to customers buying direct or from
general/independent sales contractors.
Independent contractors will be selected and appropriate on line training
will be conducted in a timely fashion.
2. Sales in Africa
Independent sales agents will be selected out of our existing listings at all
African planned served or offline at economic, political, educational, recreation
etc... hub centers, as approved by the System and Regional General Sales
Agents.
All legal and governmental relations will be handled by the appointed
Regional GSA per the Management Policy and Procedures Manual of Flight One
Airline.
3. Sales at other offline destinations
As demand justifies economic undertakings, additional appointment of
independent GSA’S and Sales Agents will be made.
98
FLIGHT ONE AIRLINE USA
Operation Center
President/CEO and staff will plan, coordinate and execute the operation of its
schedules with the state of the art in house flight control, reservation, technical,
administration finance and marketing system.
As the flight operation and all technical aspects of the airline operation are
undertaken by lessor(s) of the aircraft, most of the work of Flight One Airline’s
office, (online and offline) will be focused on marketing coordination and service.
As service is our only product, all key position holders will coordinate and
harmoniously work to achieve the goals and objectives of Flight One Airline as
directed by the President/CEO in line with the job description.
THE MARKET AND COMPETITION
Applicants, flight schedule, and promotional activities will be initially focused at
the ethnic African hub centers of New York, Boston, the Washington, D.C. area,
Chicago, Los Angeles, San Francisco, Huston, Miami, Atlanta, Montreal,
Vancouver, Ottawa, and Toronto etc… in North America.
The targeted market segments are:
 Visit friends and relatives
 Business in Africa.
 New way around the world
 We are changing the way the world travels
Applicant intends to sell the airline seats directly to the customer whenever
possible.
Applicant believes that the cost structure will permit it to retain its low fares.
Applicant low fares and its heavy reliance on direct marketing to its potential
customer base are expected to generate more than sufficient customer
acceptance to enable applicant to maintain the projected revenue as shown in
the Exhibits.
AIRCRAFT
Applicant is in the process of negotiating with owners and lessors of aircraft for
one MD-11 on fully allocated wet lease basis. It is anticipated that the aircraft
will meet the scheduled operation herein exhibited in a timely fashion. Applicant
plans to configure the aircraft with 360 coach seats.
99
Flight One Airline has the option to substitute from competing certified US air
carriers or airlines same/similar aircraft should the economic benefit justifies the
undertaking.
MAINTENANCE
Routine daily maintenance will be performed by lessor of aircraft.
The ticket counter, gates and airport office facilities at each of the airports that
applicant will serve are expected to be leased from the appropriate airport
authority by the lessor of aircraft.
Such arrangements will include baggage handling, station operations, cleaning,
and other services.
If such facilities are not available to applicant via the lessor at acceptable rates,
then applicant may elect not to serve such locations.
AUTOMATION
Applicant will utilize computerized systems whenever possible, including a
customized computer reservation system.
All of the airline’s seat sales will be electronic with the customer receiving a
confirmation number rather than a traditional airline ticket.
Applicant will not participate in airline industry collection agent for travel agency
sales or the Airline Reporting Corporation (ARC).
GSA’s are responsible for ensuring the complete transactions are undertaken
prior to issuing reservations record locators per the management’s Policies and
Procedures Manual of Flight One Airline USA.
FUEL
Applicants’ A/C lessor has conducted and has experience with various suppliers
of fuel at all scheduled served destinations. Lessor of aircraft has not entered into
any agreements for such purchase of fuel pending the finalization of authority to
operate by Applicant.
MANAGEMENT PERSONNEL
The organization chart depicts President/CEO with Vice President Flight
Operations and Director GSA Contemporary directing and assisting as the
epicenter of the organization.
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Vice President Administration, Vice President Finance, Legal Department, Vice
President Marketing and Vice President Technical Services will operate the
system organization of Flight One Airline in an efficient and smooth manner.
Flight One Airline does not intend to hire pilots, mechanics, quality control
inspectors or flight dispatchers per agreement that lessor of aircraft will supply
same.
It is applicant’s belief that there are sufficient pools of qualified and licensed
pilots, dispatchers and mechanics that will fill required applicants need in the
areas where coordination and facilitation are required.
The importance of marketing via the grass root system of operation
(Individual/business and other economic undertaking) follows the new concept of
Support Economy.
A concept that has entered via digital communication replacing old capitalism
that relies only on production and not the market itself.
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EXHIBIT V
ADDENDUM I
FLIGHT ONE AIRLINE USA
Digital Flight Operation
We have designed and developed a near paperless office to run our Flight One
Airline.
Basic Assumption:
1. All Flight One Airline operations will conduct its business activities via real
time digital communication.
2. All employees and independent contractors will have a set(s) of
computer(s) capable of interfacing, imaging and establishing
communication with the division of Digital Flight Operation’s Central
System Control Department to function properly as outlined in the
Management Policy and Procedures Manual hereafter referred as MP&P
Manual. (Management Policy and Procedural Manual).
3. The Central System Control Department will have the capability to
communicate in real time with all divisions staff and independent
contractors of Flight One Airline per format outlined in the MP&P Manual.
(Management Policy and Procedural Manual).
Departmental Operations Guide and numbering codes.
Vice President Marketing staff and Independent Contractors.
Real time (audio/video/image/data etc…) using the state of the art IT/Satellite
and or other duplicate/support system will be used to maintain continuous
communication.
Access secured codes and departmental/locators are assigned to all staff and
independent contractors.
Priority codes will be assigned for each start and end of communication (Eg. SSS
will mean emergency, SS1 will mean very urgent, SS2 will mean urgent). All are
outlined in the MP&P Manual. (Management Policy and Procedural Manual).
All sales undertakings will conform to given electronic framework format for each
sale or group of sale.
 Name of customer(s)/Group(s)
 Address
 ID Government issued/Passport
 Video capture of transaction
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 Picture of Customer
 Form of payment with close up view of customer at signing of card.
 Video clip at time of signing and acceptance of record locator/reservation
As outlined in the MP&P Manual of Flight One Airline. (Management Policy and
Procedural Manual).
4. All captured information is simultaneously communicated to System
Central Control at Digital Flight Operation for processing and access to the
department of Space and Yield Control, Reservation, Customer Relation,
Technical Services, Quality Control, Safety Engineering and the staff of as
outlined in the MP&P Manual (Management Policy and Procedural
Manual) of Flight One Airline.
Station Managers
5. All served destinations such as New York, Dakar (Senegal), Abidjan (Ivory
Coast), Accra (Ghana) Lagos (Nigeria) will have Station Managers
assigned in coordination with aircraft lessor as outlined in the MP and P
Manual. (Management Policy and Procedural Manual).
All airport check-in will be conducted via the system communication network
established as detailed per the MP&P Manual of Flight One Airline.
All operations at the check in counter captured are available at the Digital Flight
Operation Communication Center on real time basis.
All customer/passenger will be checked and imaged using the available data
from the record/file locator with the following:
1. Government ID
2. Passport
3. Baggage placed on the scale for weight, excess baggage etc… as
detailed in the MP&P Manual (Management Policy and Procedure
Manual) of Flight One Airline.
In-flight Service and Operation
1. Each passenger will occupy the seat assigned at the check in
counter.
2. The interior of the aircraft will be on the auto image capturing mode
at all times.
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3. This data is available to the Central control system in the
department of Digital Flight Operation as detailed in the MP&P
Manual of Flight One Airline.
4. The pilot (captain of the flight) will have direct access to all the
aircraft data at all times during the command of his/her flight.
Reservation Control
Reservation Control will have all seating of passengers and passenger
manifest along with Space Control department at all times as detailed in
the MP&P Manual of Flight One Airline.
Customer Service
Customer Service will also have access to all data as captured at time of
check in, in flight service operation as detailed per MP&P Manual.
Finance Division
All reconciled data from reservation and space control will be made
available to Finance Division as detailed in the MP&P Manual of Flight
One Airline.
Technical Services
Technical Service will have all data at its disposal in reference to the
operation, on time performance and safety of A/C of Flight One Airline.
Direct liaison with Lessor of A/C will be established per Master Agreement
and data reflected in the MP&P Manual of Flight One Airline.
Administration/Legal/FAA/DOT/Homeland Security/Local/Federal
Governmental Authorities
Will have all of the appropriate captured data from Digital Flight Operation
as detailed in the MP&P Manual of Flight One Airline in real time and at all
times.
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EXHIBIT V
ADDENDUM II
BACKGROUND – THE BASIS
UNDER TITLE 49 OF THE United STATES code (“the statue”), anyone who
wants to provide air transportation service as an air carrier must first obtain two
separate authorizations from the Department of Transportation: “safety” in the
form of an Air Carrier Certificate and operations Specifications from the Federal
Aviation (FAA), and “economic” authority from the Office of the Secretary of
Transportation (the Department) in the form of a certificate for interstate or
foreign passenger and/or cargo authority issued under section 41102 of the
statue.
*Notes.
This has been footnoted.
“There are certain exceptions to this rule. Section 40109 of the Statute allows
the Department to grant exemptions from the certificate requirement where it
finds that such exemptions are “consistent with the public interest.” Such
exemptions may be granted to individual air carriers or to groups or classes of air
carriers….”The award of a certificate for foreign authority must also be found to
be consistent with the public convenience and necessity.”
Basic Background
The new world order is a reality.
Air transport communication is one of the major nerve systems that will have to
meet the rapid evolution of this new world order.
The present state of affairs in which air transportation is being conducted on an
economically self-sustaining basis has failed.
It will not survive unless new and different support economic management
system of operation approaches is undertaken to tap the existing air transport
market.
The tools for such undertakings are available.
Needed is the plan, determination and the will to use these tools to change and
benefit the traveling public and the industry.
Support economy has now replaced the old system of capitalism into distributed
capitalism in the present market place.
Therefore the air transport industry must be consumer driven, not product driven.
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It is the lack of the understanding of this latent force that has driven the airlines
into the present state of financial loss and service cutbacks.
Loss to the industry is also loss to the traveling public - the consumer.
The railroads thought they were in the railroad business.
They did not realize that they were in the transportation business until alternate
modes of communication such as cars, trucks, airplanes and even telephones
came to directly and indirectly compete with them.
If the railways had defined their business correctly, they might have developed
some other alternate modes themselves.
Hollywood barely escaped being totally ravished by television.
Initially they scorned and rejected television instead of welcoming it as an
opportunity and not a threat.
Hollywood embraced television in a timely fashion. –and Hollywood survived.
The airlines need to redefine their business correctly.
Airlines are no longer about aircraft. They are about marketing air transportation
with the most economical tools available to make it worthwhile to travelers and
the industry.
It is this simple fact that has convinced the Applicant to humbly request for an
economic authority to operate its planned scheduled flights from the DOT of the
United States Government.
We have defined our business correctly. “We are about marketing air
transportation service and not aircraft”
Today we have a multitude of safe aircrafts, on which billions of dollars have
been invested by the major airlines, ready for lease, purchase, etc…below
market price to say the least.
This surplus has come as a result of not accepting the concept of support
capitalism and the new ways of its system management in the line with the
globalization of manpower, material and digital communication etc…meeting the
needs of the traveling public.
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Example
A load factor of 81.1% was needed for a break even for all major airlines on or
about the period prior to February 23, 2003, while the actual load factor was only
73.8%.
For about the same period, United Airlines needed a 93.3% load factor to break
even. It, however, posted a 74.5% load factor.
This is not a warning signal.
It is a simple goodbye and definite failure for the air transport industry. -Unless
change to meet the customer needs and demands are met.
No amount of subsidy will revive it.
Our mission is:

Be able to use the excess aircraft already on ground from the existing
current certified US Air Carriers and putting them to use by opening new
profitable routes using the modern communication set up systems.

Open Africa’s potentially huge air transport market using New York as a
hub.

Acquire the necessary aircraft on a fully allocated wet lease basis from an
existing current certified USA Air Carrier in good standing.

Use a near paperless digitally managed system of operation that will be a
model for United States Airlines -operating to/from Africa (where no
scheduled US airline service exists.)

Make Our Africa air system route network from New York, - A new and
different way around the world by bridging the continents of Africa, Asia
and Australia, thus avoiding the traditional air route system via Europe and
the Middle East. The traveling public will have a choice.
We believe that we will change the way the world travels.
This air route is the missing link for USA traveling public. Connecting USA and
Africa direct.
Its necessity, convenience and high priority of national importance/interest for
USA can not be ignored.
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Public Policy & Convenience and necessity in a Market
Void of US Flag Air Carrier service
Africa
Population is significant
Africa has a population of over 880 million. The community of interest between
United States and Africa is vast.
It has the potential to develop a quantity and quality air transport market that will
justify for more than twice daily services from/to USA in order to meet the needs
and requirements of the continent’s economic lifestyle.
At present air transport major passenger traffic flow between the United States
and Africa is via a third continent –Europe. The air transport market is shared by
foreign European, Asian and Australian airlines.
Passengers traveling between United States and Africa have and are continuing
to face problems such as visa/ immigration, custom, health requirement, security
formalities on irregular and duplicate modes/forms to meet the requirement of
different Governments, their operating foreign air carriers with its purported
transit rules.
Cause for necessity of direct air transport by a United States air carrier also
includes the following as a public convenience and necessity.

Strategically, United States needs direct air service to Africa on a true
origin/destination environment.

United States needs an alternate route between USA and Asia/Australia
via Africa.

USA needs an alternate round-the-world route network system via Africa,
supplementing the traditional Pacific and the Europe/Middle East route
system.
Reasons for this as an example of history includes:

There has been non-stop turmoil in Europe and the Middle East for the
past many decades and the past thousand of years.
(Continuous public uprising, wars, threats of war, terrorism, threats of
terrorism is far too many to tolerate).

USA and Africa are divided by the Atlantic Ocean with no direct air
transport. This is also a problem. This problem if solved will in part (if not
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in whole) solve the problem of the above. Some one must start
somewhere irrespective of the numerous hurdles wherever they may be.
There is no better air route that needs to be established other than our proposed
via Africa airline operation that is of public necessity and convenience in its true
term.
Resources of Africa
OIL
USA must have a back-up of oil supply quite separate and different from its
present day Middle East sources.
The African continent is slowly opening up an alternate source of energy supply
capable of developing huge storage facilities that could be utilized in time of
emergencies.
This development will help the flow of technology resources and other business
development between United States and Africa.
Africa is rich in a variety of minerals that are capable of development for the
industries of the United States.
It’s in the public interest and convenience to have a direct air transport scheduled
services in place with utmost emergency to accommodate the growing
development in this area. Delay is risking too much every minute.
Tourism
Tourism is a growing economic force and factor in the African Continent.
Today we have three major centers that could develop substantially to warrant a
new air transport system network service between United States and Africa.
These are:



The West Africa tourism region
The East-Central Africa tourism region
The South Africa tourism region
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The East-Central and South Africa tourism undertakings are developed. They
serve their traditional European clients. Some destinations have some three daily
flight frequencies to/from Europe.
The West Africa tourism undertakings have the potential for development along
with East-Central, and South Africa regions.
West Africa has no scheduled air service from United States, - despite its very
strong ethnic link with the US.
This is an urgent public necessity and convenience.
Business
Business between the United States and Africa has potential in all fields of
technological and commercial endeavors.
Agriculture, public health, education, industries…and transportation are at the
forefront of development.
USA should partner in such activities in order to promote and increase its
potential economic share and influence.
The entry of other nations/entrepreneurs ahead of USA will make it harder for US
business in the future.
The establishment of direct air transport service is a modest beginning that
should not be delayed.
Culture
A variety of music, art, architecture, literature, customs, traditions are in
abundance in Africa.
Closer ties are a necessity for an exchange to take place.
There is nothing better that brings people together in the 21st century than the
establishment of direct air service.
USA and Africa must unite. It is urgent and a public necessity.
Safety & Security
In the ever shrinking world of ours, we have terrorists to fight.
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Africa should not be left alone to become the breeding or refuge center for
terrorists.
The establishment of direct air transport services will enhance education,
information and above all public relations that has no bounds when people of two
continents meet.
Such can not be accomplished via the air transport service of a third continent.
In this endeavor we need the services of a US flag air carrier for public
convenience and necessity to Africa. We can not afford to wait.
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EXHIBIT V
ADDENDUM III
Summary and Conclusion
Many nationalities whose origins are of and from Africa -past and present, -did
not receive the appropriate continued privilege of direct scheduled air transport
from/to continental United States of America by a U.S. airline flag carrier to/from
Africa.
Request and pressure for such air transport service from ethnic, business,
cultural, religious, educational etc…groups, International Organizations,
Governments, Tourists and Individuals etc… need to be addressed.
Flight One Airline USA with its skilled and experienced staff is now responding to
the call for the scheduled air services with practical and viable working proposal
that has minimal start up financial burden.
In line with the US Department of Transport’s vision and strategy that:









‘Transportation is key to generating and enabling economic growth,
determining the patterns of that growth, and determining the
competitiveness of our business in the world economy…’ according to the
Secretary of Transportation Norman Y. Mineta.
Safer, Simpler and Smarter Transportation Solutions are required to
achieve safety, mobility, global connectivity, environmental stewardship
and security…
Keeping transportation system on the leading edge of technology will
deliver safe and secure transports all citizens and delivers a wide range of
goods throughout USA and around the world…
In times of war, transportation system also moves troops and carries
defense cargo efficiently for USA…
United States Department of Transport will, with its team, - will be the
architects of the future, to redefine the core mission in light of future
transportation challenges …
This mission is valid today and will be valid well into the future, even with
global economy where anything can be made anywhere and sold
everywhere else around the world.
Competitive international trade depends on transportation…
Uses of Information Technology ensures that a person or good being
moved arrives at the right place at the right time…in addition to
improvements in logistics systems such as navigation equipment, air
traffic control systems, and tracking systems for efficiency and safety of
transportation on which the nations economic growth and prosperity are
dependent upon…
Information technology will propel safer and more efficient domestic and
international transportation to Americans.
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




Global connectivity in transportation within and among Nations are lifeline
-to the future, to freer trade and accelerated economic growth, to greater
cultural exchange and to the expansion of democracy around the world…
In the future, America will need a fully integrated domestic transportation
system as well as safe and efficient connection to the rest of the world…
That government should be citizen centered, result oriented, market
based, and promoting innovation through competition.
To Balance homeland and national security transportation requirements
with the mobility needs of the nation and personal travel and commerce
The changing regulatory climate appears to be shifting toward minimizing
national regulations, reducing international barriers to trade and
harmonizing international transportation regulations, and developing
standards of facilitation.
……Flight One Airline USA obliges.
……Flight One Airline USA requests for the initiation of a thrice weekly service to
points in West Africa using a leased aircraft, on a fully allocated block hour basis
details of which are explained in the application submitted.
…..Flight One Airline USA will conduct its business with real time digital
communication set up as outlined in the application.
….initial capital outlay will be the unnecessary element to start the services of
Flight One Airline USA as explained and depicted in the Application.
….grass root marketing and support economy system of management will be
used to circumvent the past historical economic ills that have downed today’s air
transport industry.
This market supported new, different and revolutionary airline operating concept
will halt the past ineffective economic practices that has not benefited the
airlines, the aircraft manufacturers, the traveling public or the government of the
United States.
Flight One Airline USA should be granted the appropriate certification (certificate
of Public Convenience and necessity authorizing foreign scheduled air
transportation of persons, property and mail pursuant to Section 41102 of Title 49
of the United States Code –the “Statue”), to carry it planned scheduled operation.
A new era of airline prosperity will be demonstrated using Africa’s economic,
social and political hub centers to complement the already existing system
worldwide air service networks of US flag air carriers and the use of some of their
excess aircraft parked due to unfortunate economic circumstances.
Many of the skilled laid-off airline personnel will have the opportunity to be reemployed as a result.
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EXHIBIT VII
d
114
EXHIBIT VIII
d
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