By Michael Vanacore-Netz
CEO, Global Air Charters
“When you invent the ship, you also invent the shipwreck; when you invent the plane you also invent the plane crash; and when you invent electricity, you invent electrocution…Every technology carries its own negativity, which is invented at the same time as technical progress,” observed philosopher Paul Virilio. This profound insight captures the eternal challenge we face in aviation: with every advancement in aircraft capability, range, and sophistication, we simultaneously create new vulnerabilities that demand our vigilance.
At Global Air Charters, Inc., operating a fleet of large and ultra-long-range Gulfstream aircraft, we understand that Virilio’s paradox isn’t a reason for paralysis—it’s a call to action. As Warren Buffett wisely noted, “It takes 20 years to build a reputation and five minutes to ruin it.” In aviation, those five minutes can be tragically literal.
The Evolution of Aviation Safety
The business aviation industry has come remarkably far from its early days. Today’s Gulfstream aircraft incorporate multiple redundant systems, advanced avionics, and predictive 
maintenance technologies that would have seemed like science fiction just decades ago. Yet paradoxically, as our aircraft have become safer, the margin for error has become smaller. Our clients—high-net-worth individuals and corporations—don’t just expect safety; they expect perfection.
This expectation isn’t unreasonable. When you’re entrusting your life, your family, or your executives to an aircraft operator, anything less than absolute commitment to safety is unacceptable. But achieving this level of safety isn’t about any single element—it’s about creating a culture where safety permeates every decision, every flight, and every interaction.
Beyond Compliance: The New Safety Paradigm
Traditional approaches to aviation safety focused primarily on regulatory compliance—meeting the standards set by the FAA and other authorities. While compliance remains 
crucial, today’s safety landscape demands more. We must anticipate risks before they materialize, learn from near-misses as thoroughly as from accidents, and create systems that are resilient rather than merely compliant.
“Safety is not a gadget but a state of mind,” Eleanor Everet once observed. This shift represents a fundamental change in how we think about safety. Instead of asking “Are we meeting the regulations?” we must ask “Are we doing everything possible to ensure the safety of our operations?” This distinction might seem subtle, but it’s the difference between reactive and proactive safety management.
The Imperative of Continuous Improvement
James Reason, the father of modern safety science, noted that “Human error is a consequence, not a cause.” This understanding drives our approach at Global Air Charters.
“We recognize that safety isn’t achieved through blame or punishment but through systematic identification and mitigation of the conditions that allow errors to occur.”
-Michael Vanacore-Netz
As we look toward new regulatory requirements and industry standards, including the upcoming SMS mandate for Part 135 operators, we at Global Air Charters see not a burden but an opportunity. It’s an opportunity to formalize and enhance the safety practices that should already be at the heart of every operation.
In the next article in this series, we’ll explore how Safety Management Systems (SMS) provide a framework for turning safety philosophy into practical action. We’ll also see why the foundations of accountability, trust, knowledge, and communication are essential to making these systems work.
These articles reflect the commitment of Global Air Charters, Inc. to safety leadership in business aviation. For more information about our safety practices, SMS implementation, and operational standards, visit www.gac.aero.