Kevin Diemer, Founder & CEO, Unity Jets
Unity Jets does not believe in a big advertising budget to build a brand. It believes in the value of long-term relationships. “Happy current clients will be happy future clients, and they’ll refer more clients,” Kevin Diemer, the company’s founder and CEO, told Invest:. Diemer also discussed key highlights for the company in the past year as well as trends and the company’s priorities going forward.
What have been some key milestones or achievements for Unity Jets?
Over the past 15 years of business, we’ve continued to experience year-over-year growth. I would say, as far as private jet charters in the South Florida community, we’re probably the most established and well-known brand. We continue to serve existing clients but with all the new potential clients that have moved to the region, and all the new wealth that has come to Miami, we’re always looking to add new clients. As a result, I would say demand is near all-time highs. Miami has always been more of a destination. A lot of wealthy, high-net-worth individuals have relocated to Miami, making it almost on par with the likes of New York City.
What other recent trends are affecting demand?
Our market spiked during COVID because a lot of people who had the wealth to travel privately suddenly could see the value and justify the costs. That market has since become normalized. While activity is still trending upward, it hasn’t been on par with the spike that we saw from COVID. There is growth happening, but it’s not growth that the industry can’t handle. During COVID, there were real supply constraints on pilots, parts and aircraft, and there were just too many people wanting to fly. Right now, there is a healthy balance of supply and demand.
Our clientele consists of both billionaires and millionaires. Some billionaires own their own aircraft but use our services for supplemental lift when their planes are in use by family members or company executives. Even if we’re not their primary provider, they still rely on us. While they may purchase their own planes, they still need our services due to scheduled and unscheduled maintenance, which causes downtime that requires alternative flight options.
What are some strategies that you believe are the most effective for building trust and loyalty among your client base?
Transparency is key. We prioritize honest, personal communication with clients, whether meeting at the airport, making phone calls, or having direct conversations. Unlike many industries, we avoid relying on apps, instead valuing meaningful interactions that strengthen client relationships. By staying engaged and understanding their travel needs, we offer a more personalized, concierge-style service. Our clients prefer to make one call, not 12. They want to arrange everything with us, from the jet and catering to ground services at their destination, such as rental cars, limo pickups, or transportation to their hotel. One call covers it all, ensuring a seamless experience from departure to arrival.
How is Unity Jet maintaining the balance between personal touch and operational efficiency and technology?
On the back end, we use technology for scheduling and sourcing aircraft. Clients receive invoices in PDF form and itineraries can be shared via email or text. However, many clients or their executive assistants prefer simple emails. When possible, speaking directly is preferred, as it often uncovers details that may be missed through text or email. Behind the scenes, we rely on technology to communicate efficiently with operators, catering services and ground teams, ensuring maximum aircraft utilization and streamlined operations.
How has your business been affected by the economic environment?
Our business, like every business over the last 12 to 24 months, was affected by inflation. Costs were up across the board and our clients recognize that — but they can afford it. The difference is that we offer a service rather than a commodity, and we’re dealing with an ultra-high net worth individual who recognizes the value we provide. This demographic has adjusted to prices. They recognize that things are more expensive today than they were two years ago, but they’re accepting it, and it hasn’t slowed down the person who’s choosing to fly private.
What are your priorities going forward?
I focus on retention and keeping clients happy. If we keep our current clients happy and keep them flying, the business is going to grow organically. I’m not somebody who goes and spends millions of dollars on advertising and building a brand. This is a very relationship-driven business. We’re a decent-sized business, but I would still consider us a small business, and this is going to grow with happy clients. A lot of business gets done in our industry through word of mouth, so if our clients are happy, we’re likely to get referrals. Happy current clients will be happy future clients, and they’ll refer more clients. This has been the formula since our founding 15 years ago.
