Fractional ownership has evolved from the model developed by NetJets in 1986, which addressed the high costs and burdens of full aircraft ownership after recessions made jets hard to sell. It gained traction in the 1990s when other major players like Flexjet emerged and has grown steadily ever since, thanks to its cost-effectiveness, convenience, guaranteed access and fleet flexibility.

Flexjet and NetJets have both said they are bullish on the sector’s long-term growth potential, with a large underserved addressable market, notably among younger flyers.

In February this year, Flexjet signed a firm agreement valued at up to $7bn with Embraer for 182 new Praetor 600, Praetor 500 and Phenom 300E models. The company also introduced three Gulfstream G700s to its fractional fleet in September.

Flexjet CEO Mike Silvestro has commented on demographic shifts in the fractional market: younger HNW flyers in their late 30s and 40s are entering the space earlier and directly choosing mid/super mid and heavy jets, a trend he has described as younger, larger and longer.

NetJets president Patrick Gallagher said recently that there are no signs of slowdown in demand even amid macroeconomic uncertainty, and that fractional flying remains robust. This is supported by industry data, which shows fractional jet flights outpacing other segments and international departures growing faster than the overall private jet market.

Fractions may involve greater time and financial commitments than jet cards or ad hoc charter, but they guarantee availability, newer aircraft, fewer peak days, no maintenance hassles and the opportunity to move across types. Business Air News has reached out to explore how seasoned professionals view the current state and future direction of fractional operations, and what drives their purchase. Specifically, what makes them attractive when there are jet card and charter options available in the marketplace?

The business of aircraft ownership or rental has long depended on the quality of economic and political regulation, a delicate balance that can frighten off even the most dedicated private flyer when conditions are adverse.

SD Aviation currently offers full management and charter services through its private club in La Roche sur Yon, where more than 60 midsize-company members share a fleet of eight Diamond DA62s, Cessna Mustang/M2s and Embraer Phenom 300s. But thanks to some unfavourable tax changes, a growing number of French travellers are now looking at aircraft purchase, or part purchase, rather than charter.

“We must adapt our offer to stay attractive if we are to manage the fluctuations between economic and political situations,” says Adrien Dubreuil, representing the company.

Newly introduced French taxes are causing the per-passenger charge on each charter flight to rise from 220 euros to 2,100 euros, an increase of between 20-50 per cent of the flight price. “For example,” Dubreuil explains, “a round trip from Paris to Nice with eight passengers is around 13,000 euros in a Phenom 300. With these new taxes, there is an extra charge of 420 euros per passenger on each leg. Eight times 420 euros, times two, gives 6,720 euros, in this instance – an increase of around 50 per cent of the price.”

SD aims to meet this new purchase interest by launching a co-ownership solution, SD Share, with fewer fees and a share in the whole fleet.

Clients can buy parts of a fleet of brand-new Cessna Citation M2 Gen3 and CJ3+ Gen3 aircraft, based in Paris, each part giving the right to 50 flight hours on board.

“You can fly the Cessna fleet for an unbeatable price, with ultra-low monthly fixed costs,” Dubreuil continues. “This five-year ownership programme, the new generation of ownership programmes, is also clear from start to finish: we guarantee a buyout of 50 per cent from the entry price at the end.”

Flapper offers fractional ownership and jet card services exclusively in Brazil, its core market. “Unlike in the US, Brazilian clients view fractional ownership not only as a way to reduce costs and professionalise aircraft management but also as a strategic tool to diversify their fleet,” says CEO Paul Malicki.

Given the country’s short runways and high urbanisation levels, many prefer to maintain a mixed fleet, typically at least one jet and one helicopter. Turboprops are particularly popular among fractional owners, and Brazil has the highest proportion of turboprops in its general aviation fleet. According to ANAC, Brazil is currently home to 2,100 airworthy turboprops and 1,070 private jets. 

The jet card concept is also interpreted differently there. Local clients see it primarily as a way to purchase flight hours at a discount, with guaranteed availability being a secondary consideration.

Fractional ownership offers flexibility, low upfront costs and easy budgeting for less frequent users. It gives consistency, control and tax benefits for frequent, high-hour flyers. The programmes often waive deadhead or ferry costs, a common expense with jet cards, and access to a larger fleet means investors can often upgrade to a bigger jet or fly further. They offer the benefits of aircraft ownership while navigating the complexities of management and operation.

The high initial investment remains a challenge to some, as do limited availability during peak times and a decline in the value of the investment when selling the shares. The market has seen the emergence of jet card programmes alongside on-demand and shared charter services.

Massachusetts-based Magellan Jets views its fractional and whole ownership, jet card and charter solutions not as isolated products, but as components of a broader, personalised aviation portfolio. “Fractional ownership is best seen as a piece of the puzzle, working in tandem with other solutions to create maximum value,” says founder and CEO Joshua Hebert.

Hebert explains that when considering any aviation option, individuals and corporations should apply the 80/20 rule: focus on the 80 per cent of their flights that are routine and predictable. For example, a traveller who routinely flies the same route might benefit from fractional ownership to cover those predictable, repeated trips. The same is true for businesses that often fly to planned locations for corporate meetings throughout the year. A jet card could then address the remaining 20 per cent of their travel, which may involve more varied destinations or different jet requirements.

“Today, jet cards represent about 75 per cent of Magellan Jets’ business, and we are observing a rise in hybrid solutions,” Hebert adds. “This underscores that private aviation products are not mutually exclusive; they are complementary strategies that offer comprehensive coverage.”

Hebert believes that when looking at the larger fractional ownership landscape, many companies fall short due to the rigidity of their programmes, causing owners to face roadblocks if their needs shift, such as running out of fractional hours or requiring a different aircraft for a specific mission. Magellan Jets addresses these common issues with a particular set of fractional benefits. In addition to their share in a fleet of Challenger 850, clients can apply allotted hours toward guaranteed lift on its Phenom 300, Challenger 350 and Gulfstream G450 jet card offerings at preferred rates. Additional benefits, such as guaranteed repurchase terms and roll-over options for under-flown and over-flown hours, ensure that clients can maximise their investment.

The head of the Florida-based Hera Flight jet card programme spends every day talking with entrepreneurs, family offices, corporate flight departments and seasoned jet-setters who know exactly what they want and, even more importantly, what they won’t tolerate. Consistency is the new luxury. The private aviation landscape has evolved dramatically over the past five years, and jet card buyers in 2026 are more informed, more strategic and more value-driven than ever.

“What we’re seeing today is a clear shift: jet card owners aren’t just buying hours in the sky; they’re buying emotional and operational certainty,” says marketing and revenue specialist Meghan Palumbo.

They want transparency and real operational oversight with every flight. But consistency isn’t only operational; it’s human, and members are paired with a dedicated concierge team that knows their travel style down to the smallest details, from soda preferences to preferred airports, to how they like their post-landing ground transportation coordinated.

Private aviation is ultimately a relationship business, and jet card members want to feel known, not processed. They want a programme that grows with them, whether that means adjusting their typical travel radius, coordinating multi-leg family routes or arranging last-minute business missions with zero friction. Hera Flight’s boutique scale is intentional. The cardholder roster is limited to preserve a high-touch, concierge-level approach.