David LaFay
David LaFay is the Senior Director of Operational Excellence at PrimeFlight Aviation Services, where he oversees quality, operational support, sustainability and large-scale integrations. His experience across aircraft services, operational systems and quality management shapes a disciplined, process-driven approach to aviation operations.
I started my career on the frontline as a dispatcher for a small company in upstate New York, coordinating aircraft cleaning crews on overnight shifts. That frontline exposure shaped how I understand operations today.
After a year working nights, I moved quickly into broader operational responsibilities with ReadyJet, supporting aircraft cleaning and technical services from the company’s corporate center. I also worked directly in the field helping establish our Part 145 repair station, where we handled leather seat repairs. Spending time in frontline operations across the U.S. and Canada gave me a practical understanding of how aviation support operations actually function day to day. ReadyJet was eventually acquired by PrimeFlight Aviation Services, and that transition opened the door to a completely new stage in my career.
I moved out of frontline operations into several different roles within the company and continued expanding my responsibilities from there. Looking back, a major reason I was able to grow was a willingness to take on unfamiliar work and learn along the way. I did not come from a quality background academically, and outside of the operational discipline that naturally comes with aviation services, I had very little formal exposure to quality systems early in my career. But I invested the time to learn AS9100 and ISO 9000 methodologies, became AS9100 Lead Auditor Certified and worked to grow our quality program from very basic foundations into the advanced operational framework we have today. That openness to new responsibilities and continuous learning had a major impact on my career path.
Building Systems That Deliver Consistency
Today, as Senior Director of Operational Excellence, my responsibilities cover a wide range of operational functions. Operational excellence can mean many things depending on the organization, but for me it centers on building systems that support consistency across a very large and complex operational network. I oversee our quality program, operational support for field teams, sustainability initiatives and the integration of acquired companies. Operational support includes sourcing and coordinating temporary duty assignments, supporting field operations, managing operational document control, and providing project management support.
The scale of the organization has changed dramatically over the years. Since I joined the company, PrimeFlight has grown from roughly 8,000 employees to more than 26,000 today through both organic growth and acquisitions. Managing that level of complexity requires much more than strong individual performance. It requires systems, accountability and operational discipline that hold together under pressure.
“Since i joined the company, primeflight has grown from roughly 8,000 employees to more than 26,000 today through both organic growth and acquisitions.”
In aviation support services, operations cannot function one way during smooth conditions and another way during disruption. Whether it is a clear day or a day filled with delays, IROPs and stacked arrivals and departures, the expectation is that operations remain consistent. That consistency is engineered through clear standards, visible metrics, accountability and support structures. It does not happen accidentally.
Integrating Growth without Losing Operational Strength
One of the largest and most demanding projects I have worked on has been PrimeFlight’s integration of GAT, a 6,000-person organization providing ground handling and catering services through its Sky Café brand. The acquisition significantly expanded the scale of our network and introduced an entirely new business segment into our operations. Integrating that organization meant bringing together payroll systems, billing systems and operational structures while also aligning processes across thousands of employees.
What made the integration especially important to me was the approach we took during the process. Integration is not simply about forcing acquired companies into an existing operating model. To make projects like this successful, you have to learn from the teams you are bringing into the organization. GAT and Sky Café came with strong operational expertise, training systems and best practices that improved our own processes. Throughout the integration, we worked closely with subject matter experts from those teams to understand what they were doing well and incorporate those practices into PrimeFlight’s operational model. That willingness to evaluate and adopt stronger processes, regardless of where they originated, ultimately makes the company stronger.
Applying AI to Ground Operations
Moving forward, I believe automation and AI will significantly influence the future of aviation services, particularly within ground operations. Often discussed in broad terms, many organizations are still trying to determine how to apply AI in practical ways. Through the GAT acquisition, we brought in systems that use AI in operational environments. One example is Ramp Vision, a system that uses cameras positioned near the aircraft to record tow and pushback operations. As video is processed within the system, it identifies unsafe practices and verifies that operations are being performed according to established standards and procedures.
At PrimeFlight, we operate under ISAGO standards, which place significant emphasis on consistency and safety during pushback operations. Systems like Ramp Vision strengthen accountability and operational visibility while supporting safer and more standardized ground handling practices. I believe technology like this will continue shaping the future of aviation support services, especially in areas where operational precision and safety are critical. At the same time, technology alone is not enough. Aviation remains a people-driven industry, and operational performance still depends heavily on culture, communication, and process discipline.
Why Culture and Process Matter Most
One of the biggest lessons I have learned throughout my career is that culture and process outperform talent alone. Aviation is a highly complex operating environment that requires consistency every day, not just during ideal conditions. High standards, direct communication and strong peer support are essential for long-term success. Supporting the people doing the work and the people working alongside you has a direct impact on operational performance and career growth. In this industry, sustainable success comes from disciplined execution, consistency and the ability to keep improving as operations continue to evolve.
