Page 23 - Volume 16 Number 5

was on my way up. Like every other pilot, you build your hours and then move on up, with the goal of flying for a large airline on exotic routes.“But the thing that sort of set me off was the owner: He drove a Cadillac, and he was always parked at the front. Well, I thought, why ishe the owner, and why is he at the front, and everyone else was at the back of the line, so to speak?“So I thought, well, what I want to do is set up my own business. So I went back to school, did an aviation- focused MBA from Concordia in Montreal.” While in the program herealized that a lot of the companies he had been working for in the north could be more efficient with a better bottom line approach to business planning and operations. “A lot of companies are run based on ego or on reasons other than profitability,” he says.“I purchased a Navajo Chieftain, and things were a little harder to do than what you might anticipate. You don’t just buy an airplane and the phone starts ringing. It’s not quite that easy. You have to find a niche, or you have to be able to have some type of competitive edge, or do something – you have to offer a better value to the customer than what your competitors are.”Misurka has found his flying niche, and his growing fleet is meeting a need in the ice-bound remoteandwildCanadiantu•ndra.For additional information, visitwww.superiorairways.com T&TcraftMAY 2012TWIN & TURBINE • 21