0112,416 companies mapped · 7 in 10 unreachable
You built the operation. Now make sure a buyer can reach it.
Seven in ten aviation companies cannot take a request. No website at all, or a website with nowhere to send one. We know because we check them one at a time, across 12,416 US aviation companies in all 51 states.
633 audited in detail, drawn from 12,416 US aviation companies mapped across 51 states
- 275 no working website
- 171 site, but no way to send a request
- 187 reachable
Bravo Delta Studios audit, ongoing. One dot per company.
BDSEvery dot is a company we pulled from the FAA registry and checked by hand. The hollow ones cannot be reached.
The best shop in the county
still loses the job to the one
that was easier to find.
Part 145 stations, MROs, avionics shops, component shops, distributors, charter operators and FBOs. Real capability, real approvals, real people, and a phone that should be ringing more than it does.
If a buyer cannot find you, work out what you do and send you the job inside a few minutes, none of the rest of it counts. That is the part we fix.
We make sure the market can see what you can actually do, and makes it easy to send you the work.
Get found
Aviation buyers search by part number, platform and capability. We make sure the company appears when that requirement exists.
More qualified demand
Prove capability
Capability and approvals presented so a buyer can confirm in seconds that you support the work, instead of downloading a PDF.
Fewer buyers who leave
Capture the RFQ
Request paths built for how aviation actually submits work: removal lists, attachments, AOG, and nothing lost in a personal inbox.
More quotable requests
Control the pipeline
A CRM and quote system that reflects aviation reality, with owners, intervals and follow up that does not depend on memory.
Higher conversion
Grow the account
Sales effort aimed at the customers with fleets, stations and repeat work behind the first order.
More revenue per customer
$78.2 billion changes hands.
Your website is in the room for it.
You are not.
A buyer gives every supplier in the running 17% of their time, combined. The rest of the decision happens without you, against whatever they can find. Published figures, not our claims.
$78.2B
of annual revenue
produced by roughly 4,000 US aviation maintenance firms employing 192,000 people.
ARSA Global Fleet & MRO Market Assessment, 2026
17%
of the buying journey
is all a B2B buyer spends with every potential supplier combined. Five to six percent goes to any one of them.
Gartner B2B Buying Research
75%
judge you on the website
of people say they assess a company's credibility from the design of its website alone.
Stanford Web Credibility Project
7×
more likely to qualify
a lead contacted within an hour. Average response time across 2,241 companies audited was 42 hours.
Harvard Business Review, The Short Life of Online Sales Leads
Figures are cited to their published sources and refer to the industry, not to any Bravo Delta Studios engagement. We do not publish client results we cannot evidence.
What you
actually get.
Not a strategy deck. These are the things that exist and run in your business when the work is finished.
A website that reads like the operation behind it
Built around your platforms, your approvals and the work you actually take in.
A capability list buyers can search
Part numbers, platforms and systems, answerable in seconds instead of a PDF download.
Capability and platform pages that get found
Pages for the work you do every week, in the language a buyer types.
An RFQ intake built for aviation
Removal lists, attachments, teardown reports and a separate lane for AOG.
A CRM shaped to how you quote and win
Stages, records and owners that match aviation reality, so people actually use it.
Follow-up that does not depend on memory
Defined intervals, named owners, and a record of why work was won or lost.
Account targeting that says who to chase
Fleets, platforms, stations and affiliates, ranked by what they are worth to you.
Numbers that show what produced revenue
Inquiries, quotes, win rate, turnaround and customer value, reported and reviewed.
Same company.
Two different answers.
Drag the handle. The left is your shop as it really is. The right is what a buyer finds when they go looking. Only one of them gets the RFQ.
- 01FAA approvals and ratings
- 02Capability built over decades
- 03Technicians and inspectors who do not miss
- 04Facilities, tooling and test equipment
- 05Platforms you know better than anyone
- 06Customers who have never left
4of your six real strengths survive into what a buyer can actually see.
Every line on the right is fixable, and none of it requires you to change a thing about the work.
Where the work
is getting lost.
You probably do not have a marketing problem. You have one or two specific things quietly costing you work every month. Pick whichever sounds familiar.
No search visibility
Symptom
Traffic arrives almost entirely from people who already know the company name. Capability terms, platform names and repair language return competitors.
Business consequence
The company only competes for demand it already had.
What we examine
What buyers search, what the company currently ranks for, and which capability pages do not exist yet.
Unclear what you actually do
Symptom
The site describes the company in language the industry uses internally. A buyer cannot tell what work is actually performed, or on which platforms.
Business consequence
Qualified buyers remove themselves before contact.
What we examine
Whether the first screen answers what the company does, for whom, on what equipment, under which approvals.
Capability nobody can verify
Symptom
Capability lives in a dated PDF, a phone call or somebody's memory. Certificates sit on a separate page from the work they authorize.
Business consequence
The buyer calls a competitor who made verification easy.
What we examine
Time from part number or platform to a confident yes.
Nowhere good to send an RFQ
Symptom
One contact form. No attachments, no multi line lists, no separate path for AOG or for a full RFQ package.
Business consequence
The company loses the requests that were hardest to earn.
What we examine
Every inbound path a buyer could use, and what each one is capable of carrying.
RFQs going missing
Symptom
Requests arrive across personal inboxes, phones and a website form with no record. Nobody can say how many came in last month.
Business consequence
Real demand is invisible and unmanaged.
What we examine
Capture, routing, ownership and acknowledgement for every inbound request.
Quotes never followed up
Symptom
Quotes go out. Some come back on their own. The rest are worked when somebody remembers.
Business consequence
Margin already earned is left uncollected.
What we examine
The follow up sequence, its owner, its intervals, and what it converts.
A CRM nobody uses
Symptom
A CRM exists, but the sales reality lives in spreadsheets, notebooks and email. Records are stale or incomplete.
Business consequence
No forecast, no accountability, and no institutional memory when a person leaves.
What we examine
Whether the system reflects how aviation work is actually quoted, won and repeated.
You look like everyone else
Symptom
The company presents as a full service provider for everyone. Its most valuable specialization is one line on an interior page.
Business consequence
The company is compared on price against shops it should not be compared to.
What we examine
Where the company is genuinely difficult to replace, and whether the market can see it.
No numbers to work from
Symptom
No record of inquiry volume, quote volume, win rate, turnaround or customer value. Decisions are made on impression.
Business consequence
Sales effort is spent without knowing what produces revenue.
What we examine
The small set of numbers this specific business needs, and what it takes to produce them reliably.
We work in aviation.
Not just for it.
This is not a marketing company that picked aviation off a list. It came out of doing the work: capability lists, RFQs, quotes, buyers, follow up and the accounts that actually pay.
You will not spend the first three meetings explaining how your business makes money.
What that understanding changes
Part numbers are the unit of demand
In component repair the inquiry does not start with a company. It starts with a number on a removed unit, and the buyer needs to know within minutes whether you can help.
Approvals are sales infrastructure
A rating or an approval is not a badge for a footer. It is the answer to a qualification question the buyer has to resolve before they can send you work.
AOG behaves differently from everything else
An aircraft on ground inquiry has a different clock, a different decision maker and a different tolerance for friction. It cannot share a lane with a routine request.
Capability presentation is a sales asset
How capability is organized, searched and verified determines whether a qualified buyer sends the RFQ or closes the tab. It is not a documentation problem.
The quote is the beginning of the sale
Aviation businesses often treat the quote as the finish line. The work between the quote and the purchase order is where the margin is actually won or given away.
Not every customer is worth the same effort
Account value in aviation is driven by fleet, platform, station count and repeat behaviour, not by the size of the first order. Sales effort should follow that.
Your customers judge you on your website. This is what we make sure they see.
Scroll for more
We will show you how
customers find you, and
where you lose them.
There is a path between a buyer's first search and a repeat order. The work you are missing is coming off it at one specific point. Pick a stage and we will show you where.
Stage 01
Discovery
What can break
- You do not come up in search for the work you actually perform
- No SEO behind the part numbers, platforms and capability terms buyers type
- No page exists for work the shop performs every week, so nothing can rank
- Referral traffic lands on a homepage instead of the capability it came for
- Directory listings and profiles carry outdated or conflicting information
Business consequence
The buyer builds a shortlist and the company is not on it.
What we examine
Whether a buyer with a live requirement can find the company at the moment the requirement exists, using the words they would actually type.
Stage 02
Credibility
What can break
- A website that looks older than the operation behind it
- Approvals and certificates that are difficult to locate or verify
- No evidence of the platforms and systems the company specializes in
- Copy that could describe any repair station in the country
- No signal of who runs the business or how long it has done this work
Business consequence
A qualified buyer discounts the company before making contact.
What we examine
How much confidence a buyer can build in ninety seconds, and what the market is currently using to judge the company.
Stage 03
Capability
What can break
- Capability lists buried inside downloadable PDFs
- No part number search
- Capability organized by internal department rather than buyer requirement
- Certification information disconnected from the capability it authorizes
- No way to confirm whether the company supports a specific requirement
Business consequence
The buyer leaves before sending the RFQ.
What we examine
How quickly a qualified buyer moves from requirement to confidence to action.
Stage 04
RFQ
What can break
- One generic contact form for every kind of inquiry
- No path for a multi line removal list or a complete RFQ package
- No way to attach a teardown report, specification or photograph
- AOG and routine inquiries handled through the same slow channel
- Requests arriving in a personal inbox with no record
Business consequence
Demand the company already earned never becomes a quotable opportunity.
What we examine
Whether the request path matches how each type of buyer actually submits work, and whether every request is captured.
Stage 05
Quote
What can break
- Turnaround slower than the buyer's decision window
- No record of what was quoted, at what price, against what alternative
- Quotes that answer price but not turn time, capability or approval
- No prioritization between a first time inquiry and a recurring account
- Quote volume that nobody measures
Business consequence
The company competes on price because nothing else was communicated.
What we examine
Quote turnaround, quote content, quote ownership, and what the quote record makes possible later.
Stage 06
Follow-Up
What can break
- Quotes sent and never revisited
- Follow up that depends on one person remembering
- No defined interval, owner or sequence
- No distinction between a stalled quote and a lost one
- No reason for the second contact beyond asking for a decision
Business consequence
Won work is left uncollected in the quote log.
What we examine
What happens on day three, day ten and day thirty after a quote leaves the building.
Stage 07
Close
What can break
- Approval, terms or documentation friction at the decision point
- No clarity on who inside the customer authorizes the order
- Purchase order handoff that loses information already captured at RFQ
- No understanding of why quotes are lost
- Decisions surrendered to price because value was never established
Business consequence
The company wins the technical argument and loses the order.
What we examine
Where opportunities stall at the end, who decides, and what the loss reasons reveal about position and price.
Stage 08
Repeat
What can break
- No account tiering between a one time buyer and a recurring customer
- No visibility into a customer's other platforms, stations or affiliates
- A first order treated as a transaction rather than an opening
- No trigger when a recurring customer stops sending work
- Customer value measured by invoice rather than by potential
Business consequence
The company keeps buying new customers instead of growing the ones it earned.
What we examine
Which accounts deserve deliberate sales effort, and what the company does with a customer after the first order ships.
You cannot fix one part
and expect the whole thing
to start working.
Aviation companies get sold one piece at a time, by firms that only sell that piece. You end up with one good part bolted to a process that still leaks everywhere else.
We look at the whole thing, then work where the money is. That takes four things at once.
Aviation
Repair, overhaul, parts, approvals, platforms, procurement, AOG behaviour, and how technical buyers make decisions.
Growth Strategy
Positioning, differentiation, pricing pressure, account value, and where a business is genuinely difficult to replace.
Technology
Websites, capability search, CRM, intake and routing, automation and analytics, built to be used rather than admired.
Sales
Intake, qualification, quoting, follow up, close, and the repeat business that decides whether the effort was worth it.
Improve your revenue
Work you already earned is
going somewhere else.
Most of it is not lost on the shop floor. It is lost in search results, in a buried capability list, in an inquiry nobody routed, and in a quote nobody followed. Those are fixable.
The review looks at your whole sales path and tells you where the losses are.
The quote is for work you already know you want done.
What we
build for you.
Five systems, not a menu. Each one decides how much the next one can produce.
System 01 / Strategy
Deciding what the company should be known for, to whom, and why that is commercially worth more than being known for everything.
- Positioning and sales narrative
- Market and demand intelligence
- Competitive analysis
- Capability prioritization
- Customer and account understanding
- Platform and specialization focus
Strategy sets what Presence is required to communicate and what Growth is allowed to chase.
System 02 / Presence
Making the company as findable, legible and credible in the market as it already is on the shop floor.
- Website architecture and design
- Search visibility and capability pages
- Capability and approval presentation
- Content and technical credibility
- Digital consistency across profiles
- Performance, accessibility and mobile experience
Presence produces the traffic that Conversion either captures or wastes.
System 03 / Conversion
Turning a qualified visitor into a request the company can actually quote.
- Capability access and part number search
- RFQ architecture and intake design
- Buyer journey mapping
- Inquiry routing and acknowledgement
- AOG and priority request paths
- Form, attachment and multi line request handling
Conversion decides how much real demand ever reaches the Pipeline.
System 04 / Pipeline
Holding every opportunity in a system that survives a busy week and a staff change.
- CRM design and implementation
- Quote tracking and quote records
- Lead and account management
- Follow up sequences and ownership
- Sales workflow and handoffs
- Forecast and reporting discipline
Pipeline is where Strategy is tested against what customers actually buy.
System 05 / Growth
Deliberate sales effort aimed at the accounts and markets worth the effort.
- Business development programs
- Account targeting and tiering
- Market and geographic expansion
- Automation of repetitive sales work
- Analytics and sales measurement
- Ongoing optimization against results
Growth compounds only when Presence, Conversion and Pipeline already hold.
Built around how
aviation actually buys.
A distributor and a repair station do not sell the same way, and a charter operator does not sell like either of them. The buying sequence decides what the sales system has to do.
Part Number
The buyer starts with a specific component, not a company.
Capability
Can this shop perform this work on this unit.
Certification
Is the approval current, and does it cover the work.
RFQ
Price, turn time and terms, usually alongside two other shops.
What this changes
A repair station is not selling a service. It is answering a component level question under time pressure. If the answer is slow or uncertain, the buyer moves on.
Business consequence
A sales system built for a different buying path will lose work no matter how well it is designed. The intake, the content and the follow up all have to match this sequence.
Part / Inventory
Does the part exist, here, now.
Condition
New, overhauled, serviceable, as removed.
Trace
Documentation the buyer's quality system will accept.
Quote
Price and availability, often within the hour.
What this changes
Distribution competes on answer speed and documentation confidence. A catalog that cannot be searched is inventory the market cannot buy.
Business consequence
A sales system built for a different buying path will lose work no matter how well it is designed. The intake, the content and the follow up all have to match this sequence.
Mission
Route, dates, passengers, constraints.
Aircraft
Type, cabin, range, availability.
Credibility
Operating certificate, safety record, professionalism.
Quote
A number the client can act on and trust.
What this changes
Charter buyers are matching a mission to an operator under time pressure. Credibility is assessed before the quote is read.
Business consequence
A sales system built for a different buying path will lose work no matter how well it is designed. The intake, the content and the follow up all have to match this sequence.
Aircraft
The specific airframe, serial and history.
Specification
Times, damage history, avionics, program status.
Trust
Who is representing it and how the information is presented.
Inquiry
A qualified conversation, not a form fill.
What this changes
Aircraft transactions turn on information quality and representation. The presentation of the listing is part of the asset's value.
Business consequence
A sales system built for a different buying path will lose work no matter how well it is designed. The intake, the content and the follow up all have to match this sequence.
Aircraft / System
Airframe and the installed or intended system.
Capability
Approvals, installations and shop experience.
Expertise
Evidence the shop has done this exact work before.
Schedule
When the aircraft can come in and when it leaves.
What this changes
Avionics buyers are buying downtime as much as work. Schedule certainty and proven experience move the decision.
Business consequence
A sales system built for a different buying path will lose work no matter how well it is designed. The intake, the content and the follow up all have to match this sequence.
What following up
is actually worth.
Chasing the quotes you already sent is the cheapest money in the building, and the easiest to miss. Put your own numbers in and see it.
Your figures
Additional revenue per year
$108,000
Monthly revenue from quoted work at the win rates above. These are your numbers and your assumption about the improvement. We do not supply either, and nothing here is a promise of a result. It is arithmetic, shown so the size of the gap is visible.
How we work with you.
Five stages, in this order. The last two are where most consultants have already gone home.
Understand
Before recommending anything, we learn how the business actually earns. What it sells, who buys it, what it is genuinely better at, how work arrives, how it is quoted, and where it is won or lost.
Diagnose
We map the sales path from the buyer's first search to the repeat order, and identify where credibility, opportunities and revenue are being lost. The diagnosis is specific and evidenced, not a list of best practices.
Design
We determine the right sales solution for this business, at this size, with these people. Sometimes that is a website. Often the higher value work is upstream or downstream of it.
Build
We implement. Strategy that ends at a document does not change revenue. What gets built depends on the diagnosis, and it has to work on a Tuesday when the shop is busy.
Measure
We define the small number of figures this company needs, put in place the means to produce them, and then judge the work against them.
Strategy is useless if nothing changes after the meeting.
Then we stay in
your back pocket.
Most firms build something, hand you a login and disappear. Your business does not stop moving. You add an approval, pick up a platform, change a price, hire someone worth putting on the site, land a customer worth writing about.
On a monthly retainer we make those changes as they come up. No new scope, no new quote, no waiting three weeks for a vendor to answer an email. You call, it gets done.
What a retainer covers
- 01Changes and updates as the business changes
- 02New capability, approval and platform pages as you add them
- 03Ongoing search work so the new pages actually rank
- 04CRM and pipeline adjustments as your process evolves
- 05Quote and follow-up tuning based on what is converting
- 06Monthly numbers, and a straight read on what they mean
Scope and price depend on how much is running. It is a monthly figure agreed up front, not an hourly meter.
Find out what you are leaving on the table.
We go through your company the way a customer would: search for you, judge you, work out what you can do, and try to send you the job. Then we tell you where it breaks.
What the review covers
- 01How a buyer with a live requirement finds you
- 02What the market currently uses to judge your credibility
- 03How quickly capability can be verified
- 04How requests arrive, and whether they all arrive
- 05What happens to a quote after it is sent
- 06What your sales numbers can and cannot tell you