Leadership Worth Celebrating

Our CFO, Mark Strickland, has been named a finalist for CFO of the Year by The Memphis Business Journal. At AB Jets, he serves as a daily example of the fortitude that defines our company.

Now celebrating 12 years on the team, he keeps things humming behind the scenes. As he puts it, “Accounting should be like electricity, invisible, but always on.” Mark isn’t usually the loudest voice in the room. But at AB Jets, he’s the one making sure every department has what they need to do their job right and on time. He leads by supporting others.

Mark’s decisions are grounded in real-time data. He’s built systems that allow us to instantly see where we stand, from fuel prices to maintenance trends to cash flow. This visibility makes AB Jets nimble. It allows leadership to make operational decisions quickly, set realistic goals, and course-correct when needed.

VITALS
Share a little about your background. Before AB Jets, I spent over a decade at a Memphis-based accounting firm. I started as Staff1 and left as a Senior Manager, working across tax, assurance, valuation, and consulting. That broad background — wearing a lot of hats — prepared me for the dynamic, fast-paced environment at AB Jets. At a company our size, no two days are the same, and I lean on that early experience every day. My wife and I decided after college to make Memphis our home, and I take great pride in contributing to a company that’s growing from here.

BIG PICTURE
How’s business? Business is strong. COVID brought unprecedented challenges, but it also revealed our resilience. While those years were intense, operations have now stabilized, and we’ve returned to a healthy rhythm with a clear path for growth.

Biggest Challenge? Like much of the aviation industry, recruiting qualified employees remains our greatest challenge. Finding and retaining the right people is crucial to sustaining our growth, upholding our standards for a safe culture, and meeting customer expectations.

What will change in the next year? We’re launching our Challenger 3500 program, the biggest fleet expansion in our company’s history. Adding these aircraft to our fleet will expand our capabilities, raise AB Jets’ profile across the industry, and introduce a premium experience for our passengers.

How do you measure success? For us, success means achieving the goals we’ve set. We’re a data-driven company, constantly monitoring daily, weekly, and monthly metrics to know exactly where we stand. That clarity gives us confidence we’re on track and keeps our teams aligned. With real-time visibility, we’re able to remain proactive in managing growth and risk.

BUSINESS MOVES
Biggest business strength: Our flexibility and ability to prioritize challenges as they arise. In a 24/7 industry, the capacity to adapt quickly is one of our greatest advantages. Being able to pivot swiftly and focus on what matters most has been critical to our success.

Biggest business weakness: If anything, I can be a little too impatient when tasks aren’t completed on the timeline I expect. I’ve also learned I need to more quickly recognize when it’s time to bring in additional resources or support on complex projects. I’m working on that balance between urgency and scalability.

Most strategic move: Shortly after I joined, our owners decided to “float the fleet,” making our aircraft available to a broader charter market. That move raised our profile significantly and opened doors to new customers and growth opportunities.

Turning point: COVID was our true turning point. It tested every part of our business and proved our strength, resilience, and ability to thrive even under the most challenging circumstances. That period validated the strength of our people, our processes, and our commitment to staying operational even in the face of massive disruption.

Biggest risk: The unknowns. We prepare as best as we can for what we can see coming. Still, the bigger concern is what’s around the corner: macroeconomic shifts or new government regulations that could increase compliance burdens or disrupt operations in unexpected ways.

Biggest mistake: Early on, I underestimated the value of delegating or bringing in additional resources sooner. During high-growth periods — especially through COVID — I had a tendency to try and carry too much myself. It came from a place of responsibility, but in hindsight, it would’ve served the team better if I had asked for help earlier. That’s something I’ve become more intentional about as a leader.

Biggest worry: The unknowns. We’re always prepared for what we can see coming. Still, the bigger concern is what’s around the corner: macroeconomic shifts or new government regulations that could increase compliance burdens or disrupt operations in unexpected ways.