VIEWS: 15 PAGES: 2 CATEGORY: Science & Technology POSTED ON: 6/11/2010
"What I'm offering is an alternative to the traditional FBO model, where you're in a community storage facility and are buying fuel at retail with a discount if you're a based customer. What I'm selling is a private hangar that is a real estate asset that you can sell in the future; you can lease out space to offset your monthly operating costs; you've got a preferred wholesale fuel program." He puts the price tag on the initial largest hangars at $2.3 million.
S P E C I A L REPORT By John F. Infanger, Editorial Director program.” He puts the price tag on the initial largest hangars at $2.3 million. AUSTIN’S NEW While Ascend will not have rights to be a fixed base operator for tran- sients at Austin, the company will have HANGAR COMPLEX its own fuel farm — a key selling point to prospective tenants, along with the need for more corporate hangar stor- age in the Austin region. Despite economic downturn, Ascend Comments Briggs, “It’s an oppor- tunity to reduce costs. If you’ve got cus- Scott Briggs Development moving forward on 21 acres tomers who are used to paying $4-5 a gallon right now and they can cut their restriction on transient traffic, which are served by current FBOs Signature AUSTIN, TX — Last September, Ascend Development of Hayward, CA fuel price down by $1.50 a gallon … Flight Support and Atlantic Aviation. that’s a savings that offsets your operat- Under the agreement at AUS, signed a 30-year lease with Austin-Bergstrom International Airport to ing costs.” Ascend development will pay a ground construct a private development that when built out will encompass some Ascend Development doesn’t retain lease of 23 cents per square foot, along 230,000-square feet of prime hangar and office space. Ascend is operated ownership in any of the hangars, accord- with a fuel flowage fee of ten cents. by father/son partners Gary W. and Scott S. Briggs, who are taking their ing to Griggs. He says that customers typ- “The airport has been very open and ically fall into one of three categories: understands what we’re trying to do, lessons learned from a similar development at the Hayward Executive
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