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The Latest News, Events and Developments

‘Send in the Drones’ featuring BoldIQ – by Zach Noble in FCW

Drones, UAVs, UAS — call them what you will, remotely piloted aircraft are poised to make huge inroads in the national airspace. And although publ0ic perception might link unmanned aircraft systems with intelligence agencies and the military, the federal government’s UAS user base extends well beyond spies and soldiers.

Agencies as diverse as NASA, Customs and Border Protection, and the Forest Service are all experimenting with UAS and deploying the systems in novel ways. Drones “can reach hard-to-fl y areas and maneuver well at low altitudes,”said Jeff Sloan, a UAS operator at the U.S. Geological Survey. “They give us data there’s no way you could get with a manned aircraft.” NASA is sending drones through hurricanes and volcanic plumes to collect data, while USGS is using the technology to map changing landscapes. The Border Patrol is scanning for lawbreakers from above, and the Forest Service hopes to better monitor the spread of wildfi res. Drones might soon be able to effectively deliver critical supplies in disaster and searchand- rescue situations. In short, the technology can save money, provide superior data and keep people out of harm’s way. Nevertheless, civilian agencies’ adoption of UAS is not a straight path forward, and regulatory hurdles and institutional caution are slowing the technology’s adoption.

Regulatory restrictions: One major impediment to faster drone adoption is the Federal Aviation Administration. Charged with regulating the nation’s airspace, the agency is naturally reticent to open the drone fl oodgates. And the FAA’s reach extends further than many think. In a recent myth-busting release, the FAA reaffi rmed that its jurisdiction starts at ground level, not at 400 feet as commonly stated, and NASA scientists confi rmed that FAA rules follow the space agency to parts of the Atlantic Ocean and the Arctic. In 2012, Congress tasked the FAA with developing a plan for safely integrating UAS into the national airspace by Sept. 30, 2015, and until that plan is completed, civilian agencies must obtain special FAA clearances to use drones. Public operators, including civilian agencies and numerous universities, held 613 active clearances, called certifi cates of authorization, as of April 8. Besides the trouble of obtaining authorization from the FAA, agencies must also follow rules that, although well-intentioned, can neutralize the benefi ts of UAS. For many smaller drone models, like those deployed by USGS, FAA rules require operators to maintain line-of-sight contact with the vehicles, which Sloan said limits the drones’ utility. The requirement also keeps the Forest Service from sending drones into the smoke of wildfi res, thereby undermining one of the biggest potential benefi ts of UAS: gaining a vantage point unattainable by human pilots.

Plunging in unprepared: The FAA is not the only source of UAS hiccups; other agencies have made some mistakes along the way. In 2007, for example, the Forest Service spent $100,000 on a pair of SkySeer drones that it planned to use to spot illegal marijuana-growing operations on federal land. Unfortunately, the agency lacked trained operators and FAA approval. Jeff Ruch, executive director of Public Employees for Environmental Responsibility, said the Forest Service’s poorly planned purchase is evidence of a “boys with toys” attitude toward emerging technology. “There was no planning,” said Ruch, whose organization publicized the issue. “They saw the Border Patrol’s use of drones and said, ‘Oh, that’s neat.’” The Forest Service’s drones have now been slated for wildfi re tracking, he added, but “it’s not clear if that transition will take.”

Drones on a budget: Regulatory restrictions have all but forced civilian agencies to be followers in the realm of UAS development, but there’s a substantial benefi t to letting the military and private industry take the lead: Interested agencies can pick up drones for free. The Interior Department’s USGS owns a fl eet, valued at $15 million, of 20 T-Hawks (20-pound drones made by Honeywell) and 15 tiny hand-launched, remote-control Ravens made by AeroVironment. Although USGS has spent around $1 million on UAS operator training and sensor systems, it paid nothing for the drones themselves. “Our Ravens are from 2005,” said Mike Hutt, UAS project manager at USGS. “The military has moved three generations past those initial Raven models, so they’re surplussing the old ones to us.” That military/civilian cooperation has been a boon to USGS. The free Ravens “really helped us cut our teeth on what we can and can’t do with drones,” he added. NASA is another agency that is beating swords into plowshares. The agency’s Airborne Science Program has been dabbling in UAS since the early 1990s and currently uses such varied drones as the 25,000-pound Global Hawk, the customized- for-science Predator variant Ikhana and the small, maneuverable Dragon Eye. NASA’s fleet of Dragon Eyes was acquired for free from the Marine Corps. “We take whatever we can get,” said Bruce Tagg, manager of the Airborne Science Program. “Our scientists are very entrepreneurial; they have their eyes on just about everything.” NASA obtained the Dragon Eyes through the Rube Goldberg process that is interagency procurement: A NASA scientist heard the Marine Corps was getting rid of the drones and asked about having them sent to NASA. The drones went fi rst to the Interior Department, then to the General Services Administration and, fi nally, as a result of the scientist’s persistence, to NASA.

Weighing costs and benefits: Although UAS can bring many benefi ts, saving money is not always one of them. “There’s a misconception that these UAVs are so much cheaper than manned aircraft,” said Matt Fladeland, NASA’s UAS manager. “For [small drones such as] Dragon Eyes, that might be true, but for bigger systems like the Global Hawks, there’s not much difference [in cost] between running them and running a twin-engine B200.” Between the costs of fuel, trained operators and support systems, fl ying a large UAS can be just as expensive as a manned fl ight. Tagg said the real benefi t of large drones is not that they save money but that the unmanned craft can stay aloft for 24 hours in situations where a manned aircraft would last half as long. When monitoring a developing hurricane, for example, the extra airtime can be hugely benefi cial, he added. Small drones bring more direct savings. “In smaller areas — 10 kilometers by 10 kilometers — UAS are very good for surveying and bring us a substantial cost savings,” said Hutt, who estimated a 10-to-1 savings over traditional manned fl ights. Drones also enable agencies to save in other ways. For instance, instead of relying on satellite imagery, USGS can get better photos for less money by strapping a GoPro camera to a low-fl ying drone. USGS uses data-processing software to make sense of the images collected by drones and gain a sophisticated sense of topography, vegetation cover and more. “We’re fi nding that $1,000 cameras are giving us data that we used to rely on $400,000 mapping tools to get,” Hutt said.

The path forward: The peaceful potential of UAS seems indisputable. “UAS will assist public safety agencies in responding to natural disasters, locating missing persons or helping to fi ght wildfi res,” said Melanie Hinton, senior communications manager at the Association for Unmanned Vehicle Systems International. “In addition, UAS will help farmers care for their crops, [help] to identify diseases, and more precisely and safely spray pesticides.” The organization estimates that the fi rst decade of widespread UAS adoption could produce an $82 billion economic boost in the United States. The military likes to say drones are used for dull, dangerous and dirty missions, Hutt said, “but we’re focused on better Earth science applications, greater safety and savings.” He said he expects FAA regulations, especially the requirement that operators maintain line-of-sight contact with drones, will ease as better radar systems and transponders are developed to keep drones out of the way of other aircraft and one another. Industry insiders are developing new tools, but they say the existing technology is exciting in its own right. “Lost-link procedures are pretty standard now, and fl ight planning is getting better,” said Hutt, adding that although they are not fully autonomous, many drones have sophisticated programming to handle emergency landings and extended fl ights on their own.

Roei Ganzarski, CEO of software developer BoldIQ, is particularly bullish on drones. “The civilian market, once it’s opened up, will be a lot bigger than the military market,” he said. Real-time optimization of data is BoldIQ’s stock-in-trade, and Ganzarski said software can make sense of drone data nearly instantaneously. Noting that concerns about the prevalence of drones are similar to public fears surrounding the advent of commercial aviation, he added, “There’s a view that [drones] will be flying around like mosquitoes, en masse, crashing into each other.” But with modern programming, drone fleets can be integrated with one another and the surrounding environment, and dynamic optimization will allow drones to react quickly and competently to changes in the environment, Ganzarski said. “The tech barriers [to UAS integration] don’t exist,” he said. “The barrier is the fear of the unknown.”

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BoldIQ and Drones In Action: 5 Non-Military Uses – by Elena Malykhina in Information Week

The Federal Aviation Administration (FAA) estimates that as many as 7,500 commercial drones — ranging in size from the large wingspan of a Boeing 737 to a small radio-controlled model airplane — will be hovering in the US airspace by 2018. Beyond the military, there are numerous potential uses for drones, or unmanned aircraft systems (UAS), such as law enforcement, storm tracking, search and rescue, and aerial surveying. But managing drones domestically comes with its own challenges, which still need to be addressed by the US government and the private companies involved.

The FAA in December set up six sites to test drone operations around the country. The congressionally mandated sites are tasked with conducting research into the certification and operational requirements for safely integrating commercial drones into the national airspace. The six sites include the University of Alaska, the state of Nevada, the North Dakota Department of Commerce, Texas A&M University/Corpus Christi, Virginia Tech, and Griffiss International Airport in Rome, New York.

The FAA’s move to set up drone test locations follows the release of a roadmap in November, addressing current and future policies, regulations, and procedures that will be required as drones continue to become more mainstream. “We have made great progress in accommodating public UAS operations, but challenges remain for the safe long-term integration of both public and civil UAS in the national airspace system,” FAA administrator Michael Huerta said in the document’s introductory letter.

Safety tops the list, especially when it comes to the logistical challenges of managing drones. “Buildings, antennas, manned airplanes, and other drones can make it a chaotic place, and safety needs to be the number-one focus of those managing drone implementation,” said Roei Ganzarski, CEO at BoldIQ, in an interview with InformationWeek Government. BoldIQ, a provider of optimization software, recently completed analysis of Silent Guardian, a solar-electric drone to highlight the benefits of using hybrid technology.

Companies managing drones need to consider logistical planning involving individual drone operations, coordinated drone fleet management, and incorporating drones into a “manned airspace,” all while processing enormous amounts of real-time data, according to Ganzarski. “When assessing a fleet of drones operating autonomously or even semi-autonomously, it becomes impossible for the human brain to process and manage the data to keep the entire system operating smoothly. It requires sophisticated real-time dynamic optimization software,” he said.

Beyond logistics, another issue is the security of the drones themselves, and the cargo they may be carrying. It’s vital that systems are in place to protect these expensive technologies while in flight and on the ground. Privacy is also a major concern for the public. Organizations need to make sure that UAS equipped with cameras do not violate privacy laws, said Ganzarski.

At the moment, almost all commercial drones are banned by the FAA. But that should change in 2015, when the agency expects to release its guidelines for safely operating drones. In the meantime, government agencies, a number of universities, and a handful of private companies are putting robotic aircraft to good use — and in some cases challenging the FAA’s authority.

A judge agreed March 6 the FAA had overreached fining businessman Raphael Pirker, who used a model aircraft to take aerial videos for an advertisement. The judge said the FAA lacked authority to apply regulations for aircraft to model aircraft. That may open the skies to a lot more privately controlled drones.

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Utilities: Time to get on the optimization bandwagon – a BoldIQ byline in SmartGridNews

Here’s an article penned by the CEO of a company that has built an optimization engine that works for many different industries, including electric power. I wanted to run it not to spotlight any company in particular, but to underline the growing sophistication of grid optimization options. Sophisticated solutions are emerging from national laboratories, universities, non-profit research companies, established grid vendors and innovative startups like the one highlighted here. – Jesse Berst

The US Energy Information Administration expects that the global energy market will see demand grow by more than half its present level by 2035 because of a growing world population. This increased demand and consumption will exceed the renewable rate at which many resources can be produced and the overall sustainability of today’s culture could be in danger. More demand and a dwindling supply of nonrenewable resources is cause for concern and cities need to start taking action now to minimize the risk.

Typically, utilities match demand by increasing supply and the infrastructure to support it, but there are other options that can save valuable time, money and resources. Instead of spending capital to build additional generators and power plants to continue producing enough energy to meet rising demands, power companies should learn to optimize their resources to maximize their availability.

New optimization technologies smart grid, modern grid, smart grid technology, grid optimization, electric utilities New dynamic real-time optimization technologies are available to disrupt how energy firms think about their grid and how they handle unforeseen interruptions.

Dynamic real-time resource optimization software was leveraged in a test of data from a large energy-focused organization in the Pacific Northwest. The test sought to learn how to meet network level loads while reducing overall operating costs and use of network assets. In a testing environment, the optimization software delivered in a matter of seconds and in some cases milliseconds, a nine-day hour by hour resource use plan for its 128 power sources.

Compared to the current optimization software in use, the solutions met all of the required load while matching and in some cases reducing the overall network cost. In addition to the planning, the optimization engine enables real-time disruption recovery. For example when shutting down a power source unexpectedly, as could happen in the real-world, the engine provided a new actionable recovery plan in 0.03 seconds that allowed the operation to maintain the same level of power output with fewer resources.

The same power from fewer resources What this means is that power companies could distribute the same amount of power (or perhaps even more), using fewer power sources. In a world where demand is increasing and resources are decreasing, this has tremendous implications. Retiring old inefficient power plants without having to necessarily replace them may now in fact be a realistic option for consideration. As predictions continue to foreshadow increased strain on the energy market, utility companies should take a modern sophisticated view of the action they should take now to be better equipped to handle the future.

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How the FAA can test real-time disruptions at drone test sites – a BoldIQ byline in Government Product

The FAA will have its hands full as it begins rigorous testing of unmanned drones at six recently announced testing sites. These sites are faced with managing the dense system of drones among themselves as well as other aircraft in the flying environment. This setup will require extensive logistical planning and coordination between agencies.

The billion-dollar future of the drone industry relies on flying expensive “test subjects” around the sky to best prepare for safe integration into U.S. airspace. This large task needs to have a structured, and yet rapidly adoptable and modifiable plan, to best utilize the time and resources involved in testing. When managed testing is over, the need for a plan grows exponentially. An “air space grid” is one way to manage this mandated drone testing. For safety, control and efficiency in the flight zone, researchers could create a grid in the sky — an intricate four-dimensional mesh of available and optional flight paths — for drones to fly through and test real-world scenarios. Researchers can then apply real-time dynamic optimization for drones to utilize the grid in a safe and efficient manner. Additionally, test sites will need to survey the capabilities of drones in the real-world environment. Unpredictable disruptions like extreme weather impacts, unexpected aircraft in the grid and malfunctions must be addressed as these changes to the operating environment can create chaos in the sky. When disruptions arise, real-time adjustments will need to be made by unmanned aircraft, just like manned aircraft.

Leveraging Big Data that is already available to optimize operations in real time during testing and beyond is an effective way to avoid collisions and manage a constantly changing environment. This arrangement can also ensure that the drones are utilized to the best of their capabilities. Optimizing data can make responding to and adjusting drone usage in the real world possible. In addition, it gives the FAA a jump-start on a complex regulatory and operating program.

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UAV Comparative Analysis Completed Projects Significant Capital and Operating Cost Reductions, when Selecting the Silent Guardian

Bye Aerospace, Inc. and BoldIQ, Inc. concluded an extensive analysis that projects the long endurance Silent Guardian, a solar-electric hybrid unmanned aerial vehicle (UAV), deployed with BoldIQ’s dynamic operations optimization software, offers twice the mission productivity (effective time on station versus total sortie flight hours) at less than half the operating costs.

The Silent Guardian UAV, in development by Bye Aerospace, is designed as a self-deployable high altitude long endurance (HALE) hybrid aircraft able to provide global range for persistent Intelligence, Surveillance and Reconnaissance (ISR) to support commercial, defense and security requirements. With a broad range of military and civil applications, the solar-electric Silent Guardian answers the market need for enhanced mission capability at a significantly reduced fleet size, reduced operating budget, and reduced environmental impact.

BoldIQ’s dynamic operations optimization software is a proven solution that enables significant capital and operating cost reductions for customers. More missions using less assets and lower operating costs. BoldIQ’s software was selected by Bye Aerospace to complement the Silent Guardian, together providing customers with an unparalleled UAV solution.

The detailed analysis verifies the cost and mission efficiencies of Silent Guardian and three other comparable UAVs currently in service. More than 180 different hypothetical mission scenarios varying in range, length, and parallel operations, were evaluated across an area of seven million square miles. In order to neutralize the potential differences created by operations scheduling among the various UAVs, BoldIQ applied its operations optimization software to all four UAVs equally. With a highly efficient operating schedule for all UAVs, the results demonstrated that the Silent Guardian will perform the same number and mix of missions with 16% to 64% less aircraft, and significantly reduced operating costs, when compared to the other three leading UAVs.

“The results clearly highlight the significant cost and performance benefits made possible by the very long endurance Silent Guardian,” said Kerry Beresford, Bye Aerospace’s Senior Vice President – Government Programs. “It also draws attention to the enormous environmental benefits of applying hybrid technology in aerospace by significantly reducing fuel burn and harmful emissions.”

“The UAV operating environment is ever changing and is constantly being impacted by numerous factors both in planning and in real-time. Compounding this complexity is the harsh environment of shrinking budgets,” said Roei Ganzarski, President and CEO of BoldIQ. “Real-time dynamic optimization provides operators with the edge they need – the ability to increase efficiency and productivity, while reducing waste, and lowering capital costs. Combine that with the momentous operating improvements of the Silent Guardian and the solution is unmatched.”

George E. Bye, President and CEO of Bye Aerospace, said the projections confirm what Silent Guardian UAV will achieve. “I would like to give a special thanks to the team at BoldIQ,” he said. “Their report quantifies the Silent Guardian’s endurance and cost advantages. As we continue with the detailed design phase of Silent Guardian, we are verifying the substantial cost savings and significantly increased efficiencies to ISR missions.”

BoldIQ Promotes Roei Ganzarski to CEO

BoldIQ, Inc., a real-time dynamic operations optimization software company, today announced the appointment of Roei Ganzarski as Chief Executive Officer. The board of directors promoted Roei from the role of president and chief operating officer because of his leadership expertise. Roei’s predecessor, Eyal Levy who served as chairman and interim CEO, will continue his role as executive chairman of the company, and will continue to focus on strategic development and customer advocacy.

Roei has been with BoldIQ since 2012 serving as the president and chief operating officer responsible for the company’s growth and overall business.
“Roei is an experienced leader with a keen business sense,” said Eyal Levy, executive chairman, BoldIQ. “We are now well positioned to take BoldIQ into the next phase of evolution and growth under his leadership.”

Prior to joining BoldIQ, Roei spent 13 years with the Boeing family of companies. Most recently, he served as chief customer officer for Boeing’s Flight Services division where he was responsible for leading all customer and market facing activity worldwide. Roei is a graduate of Wharton’s Advanced Management Program. Along with a BA in Economics from the University of Haifa he earned an MBA from the University of Washington. Roei currently services as a member of the advisory board at Zealyst, the Washington Technology Industry Association board, and in 2013 was named chairman of the University of Washington Foster School of Business Global Business Advisory board.

“I am honored and excited about this new opportunity to help propel BoldIQ forward,” said Roei Ganzarski, CEO, BoldIQ. “In today’s dynamic and complex business environment, companies must be able to make intelligent operational decisions in real time to succeed and stay competitive. BoldIQ provides customers with that competitive edge in real-time and I am thrilled to be part of this team.”

Amazon Prime Air Will Fly on Big Data’s Wings – by Beth Schultz, Editor in Chief, AllAnalytics.com

Amazon, one day in the not-so-distant future, wants to set the air abuzz with package-delivery drones. Today, it will have to be satisfied with buzz of a more personal sort, as industry watchers analyze the feasibility of the proposed Jetson-like Amazon Prime Air service.

Should anyone have missed this news, let me recap. In a 60 Minutes interview that aired Dec. 1, Amazon CEO Jeff Bezos described his vision for a world in which you can order that to-die-for sweater you’ve just seen on Amazon and be wearing it 30 minutes later. Amazon would use mini-drones, called octocopters for the eight blades they sport, to deliver the package to your doorstep — optimistically, as early as 2017.

The plan comes with caveats, to be sure. For one, you’d have to live in a metropolitan area near an Amazon fulfillment center — but the idea is fascinating nonetheless. As 60 Minutes reporter Charlie Rose said during the program, Amazon wants “to sell everything to everybody around the world, as fast as possible.”

Bezos readily admits that much work remains to make mini-drone deliveries on a large, commercial scale possible, and skepticism is certainly rampant. But we already know the power of prescriptive modeling and optimization in fine-tuning a global package delivery network, from our conversations with Jack Levis, director of process management at UPS. (See Inside Analytics: UPS Delivers the Goods.) So maybe the idea isn’t quite so impossible after all — algorithmically speaking and from a data perspective, at least.

For insight on that, we turned to Roei Ganzarski, COO and president of BoldIQ, which had powered the now-defunct (but not for lack of optimization) DayJet on-demand air taxi service. BoldIQ is in use within a number of other industries that have real-time needs and lots of disruptions with which to contend. Ganzarski brings his experience as a former Boeing executive to the discussion, as well.

He’s among those who say we can count on Amazon to make this happen, “as funky an idea as it is.” And in so doing, it will conquer four distinct worlds: same-day logistics; drone operations; aviation, with the introduction of unmanned aerial vehicles into airspace; and big data, which is a new world in its own right but also encapsulates the three others, he told us.

So let’s zero in on the big data nature of the Prime Air concept, as did Ganzarski: All this is going to be happening in real-time, disrupting all those worlds, each of which produces huge amounts of data and requires huge amounts of compute power. It’s not doable, of course, without advanced optimization software.

Amazon has to find a way to know in real-time as every package request comes in whether it has a drone to take it on, Ganzarkski says. If no, it’ll put it on a truck and push out delivery time to a day or more. If yes, it needs to know all the ripple effects of that decision.

He continued: If Drone No. 1 is taking this package, once it arrives at its destination, what is its next path going to be, and its next one after that? And as things change, like a new demand comes in, or a drone breaks down, or a wind burst comes in and changes the weather pattern in that urban area, what’s the next move? Amazon will have to be able to immediately — and I’m talking milliseconds — re-network and re-schedule what its drones are doing with the packages… and at the same time, let the customers know what to expect.

There is a precedent, of a sort, in on-demand private aviation, he notes. In this market, an aircraft could be at any one of the 5,000 or so airports that accept private aviation. The service also requires a pilot and copilot who are not only certified to fly that aircraft, but who also have enough rest time as specified by the FAA. Demand, generally from wealthy individuals and corporate executives, can come at any time and require a flight to and from any of those airports.

Which aircraft is selected depends on the number of passengers and their luggage: There’s a lot that goes into the matching between the right — not just the one that can — aircraft to fly them with the right pilot and copilot so the entire network meshes in a seamless fashion, so the customer gets what he wants, and the operator is able to serve that demand while being profitable and safe.

So the beginning stages of the full-on capability, whether via a software package from a vendor such as BoldIQ or developed internally at a company like UPS or, undoubtedly, Amazon, are out there and operational already. The big data piece won’t be the problem, it seems. What will be, as you see it?

Click here to go to the AllAnalytics site

Executive AirShare Selects BoldIQ Flight Scheduling Software

KANSAS CITY, Mo., Dec. 2, 2013 — Regional fractional aircraft ownership company Executive AirShare today announced the company has selected BoldIQ’s ASTRO fully integrated all-inclusive operations management system and SOLVER optimization engine to manage aircraft crew, flight and maintenance schedules for the rapidly growing company.

BoldIQ’s integrated software fully automates the flight planning and dispatch process, dramatically reducing the workload on flight planners, dispatchers and pilots, while improving data accuracy and enabling more, timely decision-making.

Executive AirShare, in the midst of its fourth consecutive year of double-digit growth, selected the BoldIQ software based on its ability to ensure efficient operations for the company’s growing fractional and managed fleet, which currently includes a total of 47 jet and turboprop aircraft and 92 pilots serving more than 160 shareowners, members and management customers.

“Ensuring our shareowners have maximum intraday flexibility is one of the reasons they choose Executive AirShare and our ‘per day’ aircraft availability model,” said Harry A. Mitchel, vice president of operations, Executive AirShare. “The BoldIQ software not only ensures that we’re operating at maximum efficiency, but also features the ability to adapt and accommodate our growth as we add new aircraft and serve new markets.”

“The New Green Economy is about making intelligent business decisions that lead to sustained profitability while reducing any secondary impact on the world around us,” said Roei Ganzarski, President & COO of BoldIQ. “Performing more customer flights with less resources, less fuel and fewer emissions, is the competitive advantage we enable our customers in a world of high volatility and increasing customer expectations.”

About Executive AirShare
Executive AirShare serves shareowners in Kansas City, Mo., Wichita, Kan., Tulsa and Oklahoma City, Fort Worth, Dallas, Houston, Austin, San Antonio and Buffalo, N.Y. Its subsidiary, Executive Flight Services, manages aircraft for owners from bases in Fort Worth, Dallas, Wichita, Kansas City and Buffalo.
Executive AirShare is the world’s largest operator of Embraer Phenom aircraft and currently serves the Central U.S. and Great Lakes region, operating a fleet of Phenom 300, Phenom 100, Citation CJ2+, King Air 350 and C90B aircraft. Executive AirShare also offers aircraft management and charter services through its subsidiary, Executive Flight Services. For more information about Executive AirShare and its services, please visit www.execairshare.com.

Two key DayJet components making a comeback: Eclipse VLJ and software that was a secret weapon – by Graham Warwick in Aviation Week

Five years after DayJet’s ambitious adventure into per-seat, on-demand air taxi operations ended in financial failure, two key components are making a comeback — the Eclipse very light jet and the operations management and optimization software that was DayJet‘s secret weapon … BoldIQ is finding new markets for the software technology. … BoldIQ, meanwhile, is working to apply the software that enabled DayJet’s unscheduled operations to other markets that must optimize resources and deal with disruptions to operations, including commercial airlines, maintenance and health care providers and the military….

A key piece of DayJet, meanwhile, was its ability to operate with no fixed schedule, constantly adjusting operations as customers booked seats or changed plans, while minimizing flights with one or no passengers and operating within constraints such as weather and pilot duty times. To accomplish this, DayJet developed automated operations management software and an optimization engine. As DayJet neared demise, an outside investor saw the potential of its optimization software and bought the code, says Roei Ganzarski, president and COO of Seattle based BoldIQ.

Today, the company is developing markets inside and outside aviation for its two software platforms. The operations management software, with its embedded optimization engine, is already used by charter, aircraft-management and fractional ownership companies. Now, BoldIQ is targeting truck and taxi fleet operators and the energy sector, as well as optimizing computer systems in the health care and information-technology markets.

A selling point for the system is it produces an operational, not theoretical, solution, Ganzarski says. “[DayJet founder] Ed Iacobucci needed a result he could implement, so we take all the rules, regulations and workflows and produce an optimal operational solution,” he says. Within 60 sec. of a change, the software produces three alternative mitigation and recovery plans, with ripple effects on customers and financials. This optimization can reduce business aviation operating cost by 4-16%, he says. When fractional operator AvantAir, which has since suspended operations, cut its fleet to 24 aircraft from 54, it only reduced revenue flights 10%, he says, by using the optimization engine to work aircraft harder and minimize dead-head flights. BoldlQ has yet to break into corporate flight departments, but “with six or more aircraft, it makes sense to look at optimization,” says Ganzarski,
“We see four key markets for the optimization tool,” he notes, particularly in markets that need to recover quickly from operational disruptions. Beyond continued expansion in business aviation, there is optimization of commercial airline operations. “They have long term network planning tools, but are not strong on real-time optimization,” he says. Then there is maintenance, repair and overhaul, “which is a huge real-time disruptive environment.” There is also the military, and its need to reduce costs and resources.

BoldIQ has an agreement with an unmanned aircraft company to optimize the use of UAVs. “We can increase the missions by 10%, which means they can buy fewer UAVs for the same missions or do more missions,” Ganzarski says.

Click here to see full Aviation Week story

Ganzarski named Chair of the Global Business Advisory Board at the University of Washington Foster School of Business

Roei Ganzarski is President and COO of BoldIQ. He is the Chair of the Global Business Center’s Global Business Advisory Board and holds an MBA from the Foster School.

Tell us a bit about BoldIQ. How did it come about, and what is your role in the company?

Thomas Edison once said: “There’s a way to do it better – find it”. At BoldIQ we find it for our global customers every day. We are a developer and provider of software platforms enabling real-timeoptimal and actionable solutions for resource utilization, operations management, and disruption recovery, in complex business environments. Using our proprietary technology, our customers experience net operating savings of 4% to 16% and an increase in revenue-generating capacity of ~10%. Beyond ongoing real-time optimized planning, our platform provides on-the-fly change management from an entire systems perspective.

We originally developed our robust operations management platform and our optimization engine to support an innovative new air carrier: DayJet Corporation. We worked for 5 years developing systems and algorithms to support the very complex world of air taxi – no fixed schedule; constantly changing customer demand and requirements; variable unpredictable working environment including changing weather; multiple resources required to deliver each service; and a multitude of legal and operating constraints. This required complex automation and significant optimization, solving a large problem in seconds, multiple times a day, every day.

As president & COO, I am responsible for the day-to-day operations of the company, our growth, and our business.

 How did you become interested in global business?

My father worked for an international container shipping company and I spent my childhood in Asia watching him grow the business. We then returned to our homeland in Israel where I continued watching him grow the business throughout the world. I was intrigued and fascinated by his ability to talk to a political leader in China in the morning, solve an operational  problem in Italy in the afternoon, and then contend with the daily business of ships and crews scattered across the seven seas, all in complete calm and as  second nature. I was privileged to grow up in an environment where ‘global’ was simply the norm, and I was hooked.

 You serve on 3 advisory boards. What do you like about advising, and what direction would you like to take the Global Business Advisory Board in now that you’re the chairman?

I have been fortunate to experience a lot from a global perspective, both as a youngster, and a business leader working for companies like Boeing and BoldIQ, and I now feel that it is my duty to share that experience and knowledge with others so that we, as a whole, can continue to get better. Moreover, I am finding that I am learning just as much as I am imparting, which is what this is all about- always learning and always getting better.

As chair of the board, I would like to see us, the business community, take a more active role in the global education of our next generation’s leaders. My plan as chair is to help drive that forward. Seattle and the Pacific Northwest have an abundance of global companies – leaders in their respective markets and industries. We have globally known brands like Starbucks, Boeing, Costco, Amazon, and Microsoft to name but a few. We also have an abundance of less known brands that are global leaders in their fields. We must take advantage of that to the best of our abilities and help shape what tomorrow’s leaders need to know and need to be able to do, to continue the legacy that we are creating for them today. It is not just about jobs and internships. It is about shaping the academic and experiential programs that our students should go through to prepare for the world of global business. I would like to see the board take a more active role in this influence, and see the school and professors take a more active role in seeking out that real-world guidance from us.

 What would you tell students about the world of global business?

I would say that there is no longer such a thing as global business. I would say that today, the world of any business is global whether we like it, or plan it, or not.  Be it on the supply side (parts, materials, goods, or software engineers); be it in the customer base; be it in sourcing support or services; or even in the hiring of our employees – everything today has some element of global in it. So I would say get ready for an amazing environment of business that is making the world smaller and smaller and with that driving the need for an expanded knowledge and understanding of the world and the people in it. Your time at university is an amazing opportunity to experience, experiment, learn and try new things that later you may not get a chance to. Use the time wisely and fully and enjoy the journey.