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The Latest News, Events and Developments

AIN’s Matt Thurber covers Jeppesen Operator at NBAA

Jeppesen is tapping its many resources to create a new single-source software solution combining flight planning, trip planning, runway performance, weight-and-balance, crew scheduling and management and reporting. The new product is called Jeppesen Operator, it is available now and the company is demonstrating it here at NBAA 2016 (Booth 1596).

The Operator project started more than six years ago, when Mike McCready joined the company and took a look at all of Jeppesen’s varied products to try to figure out how they could be developed for the future. Jeppesen has offered flight planning for decades, having purchased Lockheed’s DataPlan service in 1989, and it also is in the international trip-planning business, in addition to publishing aeronautical data and, more recently, developing mobile apps to display that data.

This was a grand opportunity to write a small white paper,” McCready recalled. “I called it ‘flight department in a box.’ I looked at all the Jeppesen services and products and realized that Jeppesen could be in a position to bring a single-source solution [to the market]. It’s a platform to run a flight operation.”

To gauge industry interest and obtain feedback, Jeppesen formed a customer advisory board in 2011. “We started refining what the product should look like,” he said, “and what the software should do.”

The next step was to make sure there were enough internal resources to make the new product possible. Then, he said, “Over the years there was lot of work, and interviews. The customer advisory board gave us a lot of direction.” The board included Part 91 flight departments and Part 135 passenger and cargo operators.

Jeppesen’s international trip planning (ITP) team was key to a fundamental aspect of Operator: supporting schedulers and dispatchers who can do much of this work themselves, provided they are given the right tools. The software did need to be informed by the ITP team, but the software’s users should not be dependent on the team to set up and release flights for their operations.

We found a way of doing that through using flight planning,” said McCready. When creating a flight plan, all the requirements of the flight must be met, so Operator then creates a queries database and from that a checklist for the trip, he explained. The checklist outlines items that the user–perhaps a pilot in a small operation or a scheduler or dispatcher–must either obtain or check. For example, an international trip may require a navigation permit. Operator not only specifies this requirement, but also includes information that will help the user satisfy the requirement, such as contact information for securing the navigation permit.

Behind the scenes, however, the Jeppesen ITP team stands ready to assist. “We know it’s going to take people time to get comfortable with that, and we built in a concierge button,” McCready said. “We want to provide the expertise of the team that you have access to through software.” Jeppesen understands that some operators may fly infrequently to a complicated international destination such as China and need help, or a large charter operator may be busy and wants to offload some of this work. “We still have our ITP team there to support you,” he said. “We built that functionality into the system to make it do-it-yourself. But we’re not going to forget you.”

Jeppesen isn’t trying to replicate what other software providers have created for operations and trip-planning software, and one of the big differentiators is a tie-in with BoldIQ, the creator of the Astro platform and its Solver optimization engine. “We’ve worked with them and helped them refine Astro,” he said, “and we’re in the process of building in the optimization piece so we can provide the Solver module for our customers. It will still have a single user interface, but Astro and Solver run in the background.”

Solver helps operators optimize resources (aircraft, crew, etc.) to make the operation as efficient as possible and also to help recover when something unexpected happens, such as an AOG, sick pilot or other unplanned event. “It’s quite amazing,” McCready said, “and is saving customers 10 to 20 percent due to increased utilization.”

The BoldIQ features won’t be available in the initial release of Operator and should be available next year, but in any case, customers will be able to subscribe to Operator and all of its capabilities, or pay more for Operator plus the BoldIQ features. The runway performance, weight-and-balance and other Operator features are all Jeppesen-developed. Operator will also integrate with third-party programs such as Camp Systemsmaintenance tracking and financial systems.

While Operator is cloud-based and will run via a browser on any computer, Jeppesen is planning to tie apps such as Mobile Flitedeck together with Operator and develop other apps to enhance its performance. “It’s all about making sure we’re connected through the whole process,” he said. “How to bring flight planning, runway performance, weight-and-balance, and make those talk with the trip-planning database so it’s easy to use. You don’t have to be a six-year-trained international trip planner. You’ll be able to be trained and execute trip plans and fly around the world.”

Flying covers Jeppesen and BoldIQ solution

Jeppesen Launches New Operator Software

Program incorporates all levels of trip planning to make flight departments more efficient. By Pia Bergqvist

At the NBAA Business Aviation Convention and Exhibition in Orlando, Florida, Jeppesen introduced a new software product aimed to streamline the work of flight departments. Jeppesen teamed up with BoldIQ, experts in on-demand flight operations and optimization, to create Jeppesen Operator, which integrates the many levels that go into managing aircraft and crew in an on-demand flight department, such as aircraft maintenance, crew currency, flight planning, weight and balance, flight permits, and more.

Once trip planning begins, the software creates an all-inclusive checklist. The checklist allows multiple operators to work on the same trip plan, and since the software is cloud-based, a plan can be accessed from multiple locations by several operators, allowing a trip plan to be started in one location and finished in another if need be. Operator can be managed through a computer or mobile app.

Jeppesen Operator also combines with Jeppesen’s EFB app to allow flight departments to seamlessly push the trip information to the pilot. In the future, Operator will also connect to Garmin’s Pilot app.

The software allows the operator to pick and choose services offered by Jeppesen. Jeppesen’s concierge service, which is incorporated into the software, allows flight departments to pick and choose the services they are able to handle themselves and hand off more complex ones, such as international permits and handling arrangements, to the professionals at Jeppesen.

Pricing varies depending on the services selected and are paid per tail.

See full story

Jeppesen [Powered by BoldIQ] Introduces Next Gen Jeppesen Operator

Jeppesen Introduces Next Generation Business Aviation Flight Department: Jeppesen Operator

Jeppesen Operator integrates cloud-based key functionality in a ‘do-it-yourself’ operations solution

From left to right: Kent Young and Mike Didonato (Jeppesen) and Roei Ganzarski (BoldIQ)

ORLANDO, Fla., Oct. 31, 2016 /PRNewswire/ — NBAA CONVENTION & EXHIBITION — Jeppesen, a Boeing Company, in alliance with BoldIQ, Inc., today introduces Jeppesen Operator, a new online business aviation platform that integrates key business aviation functionality in a ‘one-stop shop’ self-service environment. Operator is available today for pilots and operations staff through the cloud with a modern interface, built on decades of knowledge and expertise.

Specifically, Operator integrates flight planning, runway performance, weight & balance, crew scheduling & management, aircraft scheduling, domestic and international trip planning and reporting (financial, maintenance and custom), customer account management, real time pricing and cost accounting capabilities. Operator ensures regulatory and business policy and procedure compliance, using multiple rules engines, including those unique to a customer’s operation, and provides a custom trip check list. The check list is automatically generated and provides insight into the complexity and requirements for each trip and determines if additional resources are needed. This process enhances situational awareness and assures the trip will be released for flight.

Operator combines Jeppesen’s 40-years of experience with flight planning and international trip planning with BoldIQ’s 10-plus years of aviation on-demand flight operations and optimization experience, into a single, united user platform. Operator improves data sharing, simplifies access and usability, and increases resource utilization, all backed by proven technology. Teaming with leading optimization and operations management software provider BoldIQ bolsters Operator capabilities through the seamless integration of scheduling, crew and fleet management, customer account management, real-time pricing and cost accounting, all driven by advanced optimization capabilities.

“The introduction of Jeppesen Operator represents the culmination of years of meticulous research and proven in-production software, understanding customer driven requirements and design work performed to create the next generation business aviation tool,” said Mike DiDonato, director, Industry Services, Jeppesen. “Integrating multiple resources into a single platform that is optimized by BoldIQ’s technology allows operators to improve collaboration, increase productivity and reduce errors, with total operational control. Plus, Jeppesen’s renowned global customer service team is available 24/7 to resolve any issues that customers may encounter.”

When using the “Concierge” service in association with Operator, a customer has the option to connect with Jeppesen’s International Trip Planning (ITP) global experts for assistance with traditional ITP tasks such as managing flight plans, permits, and handling arrangements, or to establish a line of credit, to eliminate operational financial concerns that could jeopardize a planned flight.

Operator will uniquely combine with leading mobile apps that are already in use by operators for navigation, electronic flight bag (EFB), and pilot operational interaction capabilities, further integrating planning and operations systems in an end-to-end digital management solution. Airport, FBO, and vendor data for Operator systems is generated by the Jeppesen Aviation Database, the most comprehensive in the aviation industry.

“The complexities and real-time dynamic nature of on-demand aviation operations are significant and much more than many other industries we have seen,” said Roei Ganzarski, president & CEO of BoldIQ. “The combination of sophisticated industry proven technologies with in-depth experience-based know-how are what make the Jeppesen solution so powerful and applicable.”

For further detail on the industry-leading navigation, operations, training and optimization solutions provided by Jeppesen, please visit www.jeppesen.com. For information about the business optimization capabilities offered by BoldIQ, see www.boldiq.com.

About Jeppesen: For more than 80 years, Jeppesen has made it possible for pilots and their passengers to safely and efficiently reach their destinations. Today, this pioneering spirit continues as Jeppesen delivers transformative information and optimization solutions to improve the efficiency of air operations around the globe. Jeppesen is a Boeing subsidiary and part of the Digital Aviation business unit within Boeing Commercial Aviation Services. Boeing offers the industry’s largest portfolio of support and services solutions, providing customers a competitive advantage by solving real operational problems, enabling better decisions, maximizing efficiency and improving environmental performance – intelligent information solutions across the entire aviation ecosystem.

About BoldIQ: BoldIQ provides software solutions enabling the real-time, dynamic scheduling of resources in complex business environments. BoldIQ’s software continuously provides ongoing plans and disruption recovery based on current demand, resources, rules and constraints, external factors, policies and regulations, so that companies can make intelligent decisions in real-time, all the time.

SOURCE Jeppesen

BoldIQ quoted in US News and World Report story about Amazon

What Industry Will Amazon Enter Next?

As ambitious as ever, AMZN isn’t afraid of entering new markets. It’s not just a retailer anymore. By John Divine | US News and World Report Staff Writer

Amazon.com, Inc. does pretty much everything retail.

What started as an online bookseller quickly expanded into other product verticals like electronics, clothing and toys, and eventually morphed into an all-encompassing web store with virtually every legal product you can imagine. AMZN even helped put a few billion-dollar businesses – RadioShack, Borders and Circuit City being three of the most prominent – out of business along the way.

There’s arguably no other American company ever that’s been so successful in so many areas.

That’s not to say there haven’t been flops. Amazon Local, the Fire Phone and Amazon Destinations each failed; the Fire Phone arguably registered as one of the biggest tech flops of the last decade. Still, Amazon’s track record of success far exceeds its failures, and with a hard-charging billionaire intent on taking humans to Mars at its helm, Amazon investors and competitors alike should be prepping for its next ambitious business expansion.

With so many irons in the fire, here’s a look at the ones with the potential to become the hottest over the coming years and decades:

Shipping. Watch out United Parcel Service, FedEx Corp., and DHL – Amazon is coming for you!

In recent years Amazon has been building up a fleet of aircrafts and branded trucks, has entered the ocean freight industry, and has lead the way lobbying regulators on drone delivery. Former Boeing exec and current CEO of the fleet/aviation software company BoldIQ, Roei Ganzarski, says these steps are necessary if Amazon wants to control the “entire supply chain,” which it does.

Amazon’s lightning-fast 2-day delivery for Prime members (it’s even testing same-day delivery for some products and locations) is a demanding timeframe for third-parties like UPS and FedEx to adhere to. So, like so many things, Amazon is in-housing logistics. The next step, Ganzarski says, is selling its shipping services to others once its capacity is large enough.

“Look at how they started Amazon Web Services,” the company’s cloud computing platform, Ganzarski says. “It was first based on internal need … when they figured out they don’t always need all of it, why not provide it to externals?”

Click here to read the entire article on US News and World Report

BoldIQ’s Support Engineer presentation identified as a ‘Standout Moment’ of 2016 FullConTech

At a crowded WTIA 2016 FullConTech conference, in front of over 300 people, BoldIQ support engineer – Daniel Browning – gave a presentation that was identified by WTIA as one of the standout moments of the entire event. Read the transcript below and see why he got a standing ovation:

Thank you ladies and gentlemen for your time. I would like to express my dearest gratitude to the people that helped me to get where I am today:

  • My wife and daughter
  • Fellow service men and women of the past and present
  • Roei Ganzarski, Christer Lundin and the entire BoldIQ Family
  • Julie Pham and everyone at the Washington Technology Industry Association.

A little over eight years ago, as a recent high school graduate, I made the decision to become the next generation in our family to serve our country. Like most recruits I was excited joining a lifelong brotherhood, seeing the world and having the honor to standup for what I believe in. I knew joining the military in a time of war was different from joining in a time of peace. I also knew that the military may not be a lifelong commitment and therefore I had three requests for Uncle Sam. First, I was in great need of having somebody in my life helping me to become more focused, disciplined and goal oriented. 12 weeks of boot camp and highly dedicated drill sergeants fixed that really quickly. Secondly, I wanted the military to train me and provide me the skills that would allow me to survive beyond the battle fields of Iraq and Afghanistan. And in the end, I wanted the experience to show me the world and help me to walk through doors that I did not imagine were open for me.

After serving for almost six years as a signal communication specialist, I left the service as a disabled war veteran because my last tour to Afghanistan did not end as I hoped for. At that time, I was on a fast track and wanted to serve for 20 plus years until I was qualified to retire. But when that did not work out as planned I had to evaluate my choices. I did not want a job, but a career, I did not want to pursue the often desired path by veterans to work for the government and I wanted to stay in the field the Army trained me in. I therefore assessed my fears, possibilities, my goals and how to get what I wanted. First thing I realized as a soldier and soon to be veteran was that there are stereotypes about veterans and civilians that I couldn’t allow to get in my way. I remember watching the movie major Payne where the main character gets arrested and blames civilian life for it, referring to it as “civilian puke’s existence”. The first thing that came to my mind was, that cannot be me.   So I grew a goatee, gained a few pounds, minimized my excessive military courtesy, minimized yelling and cursing, and above all I did not expect the world to owe my everything or anything. Because I met better men and women in and out of the service.

On the other hand, I was and still am, to a certain extent, fearful of certain questions and stereotypes about my military past, such as questions about my war experiences and political views, the general misconception of the military, and of course my struggle to realize that I don’t have to work 16-20 hours a day. Therefore, I would like to challenge everyone in this room, employer, educator, hiring recruiter, policy maker and any member of the civilian and military community, to picture in your minds, right now, what soldiers and veterans like me look like.  And if you’re picturing a bunch of people screaming at each other, more than kicking in doors and going after bad guys on the battle fields, what I encourage you to let go of that picture. Because the military – and the people in it – are so much more. I’m not a violent, gun tooting, super conservative fanatic who believes there is only one right way-my way.

It takes a serious logistical and business apparatus to fulfill the military and this country’s needs and goals. Let me tell you what my life as a soldier looked like:

  • I was in charge of IT and military matters to fulfill the needs of up to 400 people.
  • 80 people were under my direct command and relied on my technical, human and military leadership skills.

The big question for me was:  How can I profit from my experience and background, and most importantly, how can I help employers profit from my background and experience as a veteran.

To the military and veteran community, I can say that I have learned that the best way to overcome the many fears and misconceptions is to be honest and respectful. If someone asks how I feel about the current issues our society faces, I share my views honestly and respectfully, and I respect the views of others, no matter how much they differ from mine.  Furthermore, I also tell veterans to consider your options for becoming a civilian tech worker. For me there were two options, Option A) was to obtain certificates and option B) was to get a tech degree.  I chose to take advantage of my veteran education benefits, continue my education, and graduate with a degree in computer science.  This was a big bet with some risk – because as a 30-year-old non-traditional student, there were people dependent on me, my wife and a newborn child.  I needed to figure out the hiring landscape and get a job right after graduation.

But this wasn’t easy. Even in a field that has an average job growth rate between 10 and 27 percent, in an area that I refer to as the IT capitol of the world. It was difficult as a recent college grad who does not write and analyze code every day to successfully pass code skills test. It felt uncomfortable to be interviewed about my past by people who live in an area and work in a field that is considered to be heavily liberal and pacifistic. On top of that, the many miserable circumstances that many veterans face have always been a constant fear and reminder that failing is not an option. The fear of becoming a statistic, of becoming a homeless veteran, standing with a sign on the road asking for help or even worst, becoming one of the 22 veterans per day, who take their own lives. However, there are job and skills advantage of being a veteran that are often underestimated. We are very familiar with making critical decisions in stressful situations, we take everything serious and expect the best qualitative outcome of our work, we obtained leadership skills in probably the most diverse and challenging work environment, and we are always motivated and have a no quite attitude. Nevertheless, the problem is finding a way to close the disconnect between us and the technology world.

For me, the game changer was the Washington Technology Association and draft day. The Washington Technology Industry Association not only provided me with an insight on how to sell my soft skills and tech skills. But they also introduced me to companies that I did not know existed. They provided a college graduate with a nontraditional background a fair chance in a high demanding fast pacing field. After draft day the Washington Technology Industry Association introduced me to BoldIQ. A company that any nontraditional applicant could wish for. An employer willing to teach, provide guidance, training and an exciting workplace with great people to call colleagues and friends. BoldIQ is a scheduling software company that provides organizations the technology to operate at greater capacity. In essence that was exactly what I did in the military. Maybe in a different way, but I helped other soldiers through technology services to operate at a greater capacity, including assuring they come home alive and in one piece. So there can and is always a connection. BoldIQ has been proving to me that it is beneficial for companies to invest in tech rookies. Companies should be willing to train, teach, guide their employees and allow them to make mistakes. Because little did I know that after the service I can once again find an employer who I am loyal to, enjoy working for selflessly and to contribute to a team effort that aims to provide the best possible outcome.

An African proverb says if you want to go fast, go alone. If you want to go far, go together.  Technology is a fast-moving industry, and I know that companies feel a sense of urgency when they are hiring new employees, and they want to find people who can do exactly what they need today.  But we need to keep in mind that veterans carry experience – like managing people, working under stress, staying focused on the mission – that might not be exactly what you need today but will deliver more and more value over time and continue to make a difference as they grow with your organizations.

Let us not go fast and fail because we did not see and look at the greater picture. But let us go together, as far as possible. So we can improve and positively impact our communities and the whole world by seeking the help and effort of everybody that has a true passion for technology.

Click here to read the WTIA review

Waples Precision Manufacturing CEO, to participate on BoldIQ panel

Darryl Smith , CEO of Waples Precision Manufacturing and Chairman of Cimcon Finishing, will be a panelist on the ‘Competing and Growing in the On-Demand World’ panel at the upcoming Wharton Aerospace this November.

Darryl will bring and entrepreneurial, small-business and supplier perspective to our panel looking at how companies can, and should, change perspectives and historically proven processes to accommodate the new on-demand economy. Prior to his leadership roles at Waples and Cimcon, Darryl held leadership poisitons at Premier Logitech, Platinum Equity and Accenture.

The 2016 Wharton Aerospace panel will be about Competing and Growing In The ‘On-Demand’ World. Like every other part of our lives, the need and desire for ‘on-demand’ is quickly changing aerospace & defense – from airlines, to logistics, from drone missions to mafucaturing, everything is moving towards a real-time dynamic environment.

Gone are the days of long-term planning and “simply” dealing with disruptions. Today, everything is based around continuous change and disruptions.

Customers want their service now, when and where they ask for it. But with this ‘on-demand’ culture comes a risk of great inefficiency, waste, pollution and increasing costs.

Led by Roei Ganzarski, President & CEO of BoldIQ, panelists will share perspectives on how they do more with their resources while decreasing waste and at the same time growing and competing in the ‘I want it now’ world.

BoldIQ featured in PSBJ story about tech hiring

89 people entered. Only 5 got hired [2 by BoldIQ]. Here’s why the WTIA still says this jobs program was successful. By Ashley Stewart.


Roei Ganzarski has interviewed a lot of people.

He’s CEO of BoldIQ, a scheduling software company. The Bellevue startup requires employees to have deep technical knowledge, which is why Ganzarski typically hires MIT, Stanford and University of Washington graduates.

When Ganzarski interviewed job candidates earlier this year through a new program put together by the Washington Technology Industry Association, however, there was a new rule – he couldn’t ask where they went to school.

Instead, he and all the other business leaders who participated had to decide whether to move forward based only on what the candidate said and the skills he or she had.

Modeled after the NFL, WTIA launched the “Draft Day” pilot program to help Seattle-area companies fill open jobs with candidates from nontraditional backgrounds. The goal of the program was to compel recruiters to judge a job prospect’s skills, not their alma mater.

One candidate – U.S. Army veteran Daniel Browning – spent a few minutes telling Ganzarski about his computer networking background, which included teaching people in Afghanistan.

“I thought if he could teach computer networking to a bunch of Afghanis in a war zone, I bet he could do well here,” Ganzarski said. “If he told me then he went to MIT, I would have believed him de de s.”

But Browning didn’t go to MIT. He didn’t go to a university for computer science at all.

He graduated from Code Fellows, a computer science bootcamp that teaches fundamental skills in weeks, not months. Ganzarski’s reaction is the desired effect of a recent Washington Technology Industry Association program aimed toward eliminating school bias.

Code schools — some of which are nonprofits, others are for-profit programs — have the potential to mitigate the profound lack of diverse technology talent in the Puget Sound region. The number of students graduating from code schools is on the rise. Code.org, for example, is No. 60 on the PSBJ’s nonprofit list and launched only a few years ago.

Still, technology companies want to hire computer science graduates from the same top schools, which have fewer women, people of color and veterans in their graduate ranks.

The nonprofit WTIA reached out to educators from coding schools and community and technology colleges to nominate recent graduates for the program. Nearly 90 were nominated and coached through a “Training Day” skills workshop.

Ultimately, the group selected 16 candidates – including 10 women, six people of color and two veterans – for short, speed-dating-style interviews with local companies including Uber, Redfin and SweetLabs.

Seven students received job offers and five accepted. Samantha Prince – the full-stack developer featured in the July 8 PSBJ cover story “Coders are in demand. So why aren’t tech companies hiring code school grads?” – is one of the graduates who now has a job because of the program. She was hired by Bellevue startupBase2 Solutions, which hired three women who participated in Draft Day.

Draft Day wasn’t perfect and not all code school and community college computer science graduates are ready for jobs. Most of the nominees – the people recommended by code schools and community colleges – weren’t prepared for an interview.

Ultimately, less than 6 percent of the original participants have jobs because of the program. But WTIA still counts Draft Day as a success because recruiters learned good talent can come from anywhere.

“Those students weren’t getting interviews,” WTIA CEO Michael Schutzler said. “We can get them interviews now, and that’s truly inspiring and motivating.”

WTIA plans to revisit the program, with a few changes, including focusing on particular workforce demands.

The idea for the program came out of an annual event that brings together companies, government and academia to tackle the state’s technology challenges, which happens again this fall.

Before Draft Day, Ganzarski said he didn’t think code school graduates would be right for his company.

Then, BoldIQ hired two Draft Day participants, including Browning, and Ganzarski said they’ve exceeded his expectations.

“We went into this looking at it like we were giving them an opportunity,” Ganzarski said. “What we found was they have tremendous skill, capability and passion for what they are doing and they’ve been able to achieve even more than we would have expected from any hire, even a brand name school.”

To read the full article on PSBJ click here

Zodiac Seats US President & CEO, to participate on BoldIQ panel.

Jeff Barger, President & CEO of Zodiac Seats US, will be a panelist on the ‘Competing and Growing in the On-Demand World’ panel at the upcoming Wharton Aerospace this November.

Jeff will bring a broad and diversified manufacturing perspective to our panel looking at how well established manufacturing can too modify itself to accommodate the one on-demand economy. Prior to his leadership role at Zodiac, Jeff led businesses and organizations at leading companies including GKN Aerospace, L-3 Communications, and Piper Aircraft.

The 2016 Wharton Aerospace panel will be about Competing and Growing In The ‘On-Demand’ World. Like every other part of our lives, the need and desire for ‘on-demand’ is quickly changing aerospace & defense – from airlines, to logistics, from drone missions to mafucaturing, everything is moving towards a real-time dynamic environment.

Gone are the days of long-term planning and “simply” dealing with disruptions. Today, everything is based around continuous change and disruptions.

Customers want their service now, when and where they ask for it. But with this ‘on-demand’ culture comes a risk of great inefficiency, waste, pollution and increasing costs.

Led by Roei Ganzarski, President & CEO of BoldIQ, panelists will share perspectives on how they do more with their resources while decreasing waste and at the same time growing and competing in the ‘I want it now’ world.

BoldIQ Support Engineer at FullConTech

Daniel Browning was certain of two things when he completed his military service: He would need a degree to stay in IT and transition to the private sector and, because he had a family to support, he had to get a job as soon as he graduated.

Although he’d gathered 6 years of experience working in IT with the U.S. Army as a Signal Support System Specialist, when Daniel left the military in 2013, his first goal was to earn a BS in Computer Science. He’d started working on his degree through St. Martin’s University’s Extended Learning Division while still in the Army and stationed at Joint Base Lewis-McChord. After leaving the Army, he continued working on his degree at the university’s campus in Olympia.

Life as a non-traditional college student brought with it some adjustments. Daniel, who comes from a military family and had grown up on an Army base in Germany, had been stationed in the U.S., Korea and Germany and had been deployed to Iraq and Afghanistan. He’d carried the responsibilities of military leadership, as well as those and husband and father, and had lived in harm’s way with young men, like himself, who had joined the military out of high school. As a student at St. Martin’s, most of the other students he met were at a much different place in their lives, and he had to learn to deal with different stress patterns.

“As a soldier,” Daniel said, “you’re constantly exposed to stress and it becomes a part of your life. Stress is your ‘normal’ and it builds a unique camaraderie of people going through it together. In school, stress is concentrated on the end of the semester — it’s not the ‘normal.’”

To help him find the right technology job, Daniel went through WTIA’s inaugural Draft Day program in June. He was surprised to discover that while there were some companies that seemed reluctant to hire veterans, most people with whom he spoke expressed an appreciation for his military experience – especially BoldIQ in Bellevue. Daniel had an opportunity to interview for a job as a Support Engineer with the company through Draft Day.

“I wasn’t expecting my military service to count for anything in the job hunt,” he said. “BoldIQ was looking for veterans, because they needed people who could make quick, accurate decisions in stressful situations, are motivated, and can work without a lot of supervision.”

BoldIQ offered Daniel a job, and he started working there at the end of July, supporting customers, primarily in the aerospace industry. He also graduated from St. Martin’s in August with his degree in Computer Science.

“Life right now is awesome,” Daniel said. “BoldIQ values my background and my abilities as an individual. It’s a supportive, fun, and diverse organization, so I get to learn from a variety of different people.”

What’s Daniel’s advice to employers when it comes to talent management? “Be willing to teach,” he said. “In most interviews, there’s a test, a coding assessment, and lots of emphasis on having the exact right experience. There’s a lot of great talent out there that may not quite fit the job description. There’s a lot you can teach people, and teaching not only builds ability — it builds loyalty.”

Click here ot read full WTIA blog

BoldIQ featured in AIN story

Operators Optimize With BoldIQ’s Astro by Matt Thurber – September 12, 2016


BoldIQ’s Astro flight operations software originated as the power behind DayJet, which was slated to become an air-taxi operation eventually flying 1,000 Eclipse 500 very light jets. DayJet didn’t survive, for various reasons that might include delays in getting the Eclipse 500 into service, but Astro lives on as software that helps fleet operators manage their complex operations.

What makes Astro different from other operations software is its dynamic optimization capability, which does what no human can do: figure out how to get the most out of a fleet for the least cost, basing those calculations not only on existing conditions but also on anticipated demand and resource constraints.

The whole concept was to run a complex and dynamic operation like a flight department or charter operation,” said BoldIQ president and CEO Roei Ganzarski. “Human brains are not built to be capable of looking at a lot of data and then making good decisions. You need sophisticated software.”


For busy operations, a typical situation might come about when trying to schedule another flight after allocating all the resources needed for previous trips. According to Ganzarski, humans become unable to manage all of the data involved once the number of elements being managed reaches seven, and decisions after that are compromised.

For example, say that a charter scheduling team has already made arrangements for seven flights, including blocking off the aircraft, making sure they are all capable of flying the requisite number of hours and cycles without exceeding any maintenance limits, ensuring that the flight crew meets all requirements, arranging ground transport, catering and so on. Then a new call comes from the sales department, a new trip request that is urgent and paid for and must be flown.

The harried humans in this scenario will have to scramble to find an aircraft and flight crew that aren’t already tied up with the earlier flights. And when they do manage to put the schedule together, it is likely that they did so inefficiently because they are incapable of looking at all of the data involved to juggle all of the planned trips in a way that makes the next trip efficient and profitable. Most operations will simply try to squeeze in the last request without even considering how it affects the company’s margins. The likely result will be yet another unprofitable deadhead leg.

As Ganzarski explained, “The goal of dynamic optimization is to look at the entire network and make a decision based on the future of the operation. Given all of the resources, pilots, aircraft, crew, demand, rules and the financial cost structure, what’s best? An hour from now, if we get more demand or a pilot calls in sick, what should we do right now? This answers what should we do with our resources and demand.”

In the example above, Astro’s Solver 2.0 engine would look at all of the planned flights on the upcoming schedule and make changes to accommodate the last request. The operator can create criteria within Astro for Solver to use. If the last flight cannot be accommodated without cutting into the required profit margin, for example, then the operator might choose to reject that request. The better outcome is if Solver can move around some elements of previous or upcoming trips to free up resources for that last request.

Astro’s Solver doesn’t calculate the cost of the flight, Ganzarski explained. “That’s usually what operators calculate. We say, the cost of the flight is irrelevant. What’s relevant is what will acceptance of this flight add to the network in terms of costs?”

Solver can instantly show how making small changes can affect the proposed flight. If a particular flight will cost the operator $3,000 to complete at a certain time, Solver can show how departing, say, two hours earlier will lower the network cost by $800 or departing two hours later will raise the cost by $2,000. If the customer is flexible and can leave earlier, the flight can still be completed and there is enough cost saving to offer a discount. But if the customer wants to leave later, then either he will have to pay more or the operator should refuse the trip. “Customers tell us this one [feature] alone allows them to say no to flights they normally would say yes to,” he said. “You can’t take unprofitable flights. You have the power of negotiation on the fly.”

Another way that Solver helps is with an AOG. For example: an aircraft is away on a trip and suffers a broken door seal that will take three days to repair, Ganzarski explains. Solver highlights four flights that are affected by the AOG. After blocking that airplane from flying for the repair period, the operator needs to figure out how to recover the four flights.

The operator can ask Astro for six different options to handle those four flights. The program can be run to cover a selected period, in this case the one that covers the four flights and the three days that aircraft will be grounded. The user can select various criteria, such as not allowing Astro to defer any maintenance, but that it isOK to add, say, a 15-minute delay to flights already scheduled. The user can also set Solver’s processing time; the more time, the better the results.

Solver creates six different plans to recover from the AOG. “Each one is feasible,” Ganzarski said. “One might be better financially, another operationally. You don’t have to focus on how to solve the problem; you just look at which solution you want to choose.”

Astro is designed for any size operation and a variety of operator types, from small flight departments to charter providers and fractional-share operations. Astro can also handle all details of the operation, from dispatch releases, crew records and maintenance scheduling to vendor integration, weight-and-balance, flight planning and pilot rest. Executive AirShare, PlaneSense and JetSuite are among the large operators using the system.

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