AVIATION ADVISORY FOR DECISIONS THAT MATTER
Strategy, planning and execution support for the aviation capital ecosystem
Lessors
Investors
Airlines
Lenders
WHO WE ARE
Experienced professionals who have faced the same opportunities and challenges
We have been in your seat and pursued the same opportunities, faced the same challenges, and balanced the same complex and competing corporate and/or investment objectives...
...and we have a proven track record driving growth and profitability, turning around challenging situations, implementing creative solutions, and finding attractive opportunities throughout the aviation cycle.
WHAT WE DO
Focused services spanning strategy, planning, finance, investment, and performance
01
Growth Strategy
Organic growth of core businesses. Expansion into adjacencies. Inorganic growth through M&A / partnerships.
04
Profit Enhancement
Turnaround or acceleration strategy. Individual asset performance. Revenue enhancement. Cost Reduction.
02
Planning & Budgeting
Long-term strategic planning. Financial forecasts. Budgeting. Objectives, goals, KPIs. Delivering against Plan.
05
Aircraft Investment
Sourcing. Pricing. Due diligence. Leasing. Trading. Credit analysis. Technical analysis. OEM orders.
07
Boards & Shareholders
Strategic direction. Defining decisions. Critical initiatives. Industry trends. Interim management.
03
Balance Sheet Optimization
Asset strategy. Financing strategy. Liquidity planning. Credit analysis. Risk-reward balance. Shareholder alignment.
06
Operational Effectiveness
People, process, systems, data. Removing friction. Creating operating leverage.
7 core principles drive our value-creation philosophy and approach
CORE PRINCIPLES
01
Businesses, Not Hobbies
Businesses succeed by addressing market opportunities with the right strategy, decisions, action, focus, commitment, team and resources. Side projects and one-off ventures run the risk of being hobbies - exciting to start and fun for a while, but distractions from the core business that end up consuming time, money and effort before interest wanes and attention moves on to the next thing. If you’re going to do something, do it properly. Do it with intent. Build scalable, competitive, profitable businesses.
02
Relentless Forward Motion
You can’t change the past, you can only learn from it. Past success is no guarantee of future success. Past mistakes become today’s mistakes unless addressed. What matters is what you do next. Assess the situation dispassionately and objectively. Be open to changing your mind. Decide every day how you want to move forward, even if the decision is to stay the course.
03
Challenge Accepted Norms
Just because it was always done that way doesn’t mean that is the best or only way to do it. Just because you own it doesn’t mean you’re stuck with it. Just because it hasn’t been done doesn’t mean it can’t be done. Industries evolve. The macro environment changes. Innovation changes how businesses can operate. Dynamic, creative, flexible businesses stay ahead of the competition.
04
Actions Drive Results
Good ideas don’t create value. Reports, spreadsheets and presentations don’t create value. Yet another refinement to the analysis does not create value. Bureaucracy and complex approvals don’t create value. People doing things creates value. Understand the opportunity and associated risks, back yourself and your team, then act. Know when you know enough, even when all you know is that you believe the concept can work. Do something, see what happens.
05
Time Kills Deals (and Businesses)
Whether you’re trading assets, buying or selling businesses, or driving change, time is always against you. Your competition is chasing the deal. The market is changing. Investment appetite is shifting. Capital availability and cost are evolving. Insufficient or inexperienced resources, poor or ill-defined processes, inaccurate or unavailable data, and ineffective systems and analytical tools all consume valuable time deal-maker time and can result in lost deals. Indecision, procrastination, bureaucracy, misalignment or complacency can consume the entire organization’s time and negatively impact overall business performance. Winning requires moving fast, hitting milestones and deadlines, making rapid (but well informed) decisions, and executing efficiently.
06
Incentives Drive Performance
Everyone manages to their incentives, whatever these may be. And what gets measured gets managed. Ensuring alignment - long term vs. short term, monetary vs. non-monetary, recognition vs. reward - between individual incentives and corporate objectives is paramount. Clear goals communicated in advance, simple metrics and KPIs to track performance, well-defined roles and responsibilities, accountability for outcomes. When its people succeed, the company succeeds. When the company outperforms, the team shares in the upside; when the company underperforms, the team shares the pain. Pay for performance, not for attendance.
07
One Version of the Truth
Within an organization, everyone needs to act on the same facts and operate based on the same methodologies. One original source from which each data element is derived. One owner for each data element, responsible and accountable for accuracy, timeliness, and availability. One system to house each data element, accessible to all those that need the information. One methodology for performing each analysis that ensures repeatability and consistency. One long-term plan aligned with shareholder objectives. One budget driving current year performance and aligned with incentives. One methodology projecting investment returns.
WINNING TOGETHER
Hands-on engagements working with your team to drive results
Integrate with your team; work together to achieve results
Partner as needed to provide the specific expertise and experience
Understand the nuances of the business, objectives, situation, stakeholders, or deal
Get deep into the numbers and enable data-driven decisions
Question everything, challenge convention, find creative solutions
Drive action and manage process, focusing on generating tangible, sustainable value
Align our success with yours, sharing both the risk and the reward
FOUNDER & MANAGING PARTNER
Craig Segor
Craig Segor is an accomplished aviation leader with over 20 years of experience working with aircraft lessors, airlines, OEMs, MROs, aircraft investors, and innovators.
Craig has held senior leadership roles at aircraft lessors overseeing Finance (Accounting, Treasury, Capital Markets, Risk Management, FP&A, Tax), Investment (Pricing, Trading) and Strategy (Strategic Planning, M&A), with responsibility for devising and implementing strategy, driving business performance, optimizing the balance sheet, managing risk, driving investment decisions, executing aircraft trades, improving operations, effecting turnarounds, managing reporting and ensuring compliance.
He additionally co-founded and led leading aviation advisory practices where he worked with aviation industry stakeholders on strategic projects including growth strategy, product and go-to-market strategy, turnarounds and restructurings, M&A, aircraft orders, maintenance agreements, supply chain optimization, due diligence, and financial modeling.
Craig founded ULR Consulting in mid-2026 to advise lessors, investors, airlines and lenders on strategy, planning, balance sheet optimization, profit enhancement, aircraft investment, and operational effectiveness, and to support Boards and shareholders with their most critical decisions.
2022-2026
Aviation Capital Group ("ACG")
Executive Vice President & Chief Financial Officer
CDB Aviation
2020-2022
Chief Investment Officer
2014-2020
Plane View Partners
Chief Executive Officer & Co-Founder
2010-2014
International Lease Finance Corp ("ILFC")
Senior Vice President, Strategic Planning
2004-2010
Seabury Aviation & Aerospace
Managing Director & Chief Operating Officer