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Meridian

Economics

A new revenue layer on every flight.

Private aviation has traditionally generated its economics from access to and operation of the aircraft. Meridian introduces another source of value: the destination-aware commercial layer surrounding the passenger journey. The flight already exists — Meridian creates economics around the experience.

The structure

The economics are incremental to the journey.

Meridian does not require an operator to create another flight to create the commercial opportunity. It operates around passenger journeys that already exist — economic adjacency to flight activity, not a new cost centre bolted onto it.

  1. The existing flight

    Aircraft · Passenger · Connectivity · Destination

    Everything Meridian requires is already in motion. No additional flight is created to create the opportunity.

  2. Meridian

    Destination-aware discovery · Brand participation · Experience participation · Commercial activation

    A commercial layer around the journey — not another cost of operating it.

  3. A new economic layer

    Brand revenue · Operator participation · Measured engagement · Destination activation

    Supplemental economics generated around flight activity that already exists.

One revenue stream. Multiple strategic uses.

The operator decides where the value goes.

Meridian creates the economic layer. How its value is deployed is a commercial decision that sits with the operator — and different programs will make it differently.

Brand spend, inOperator share, outModel defaults: 25 aircraft · 40 flights / aircraft / month · 3 brands · $4,000 per 1,000 connected sessions. Change them in the calculator below.

The operator's share, four ways

  • Retain

    Supplemental operator margin.

  • Reinvest

    Fund or enhance elements of the passenger experience.

  • Offset

    Apply economics toward customer-facing flight or program costs where commercially appropriate.

  • Compete

    Use the additional economics strategically in pricing, retention, acquisition or competitive capture.

A new commercial variable

A new variable in the cost of flying.

Providers compete across multiple economic dimensions — fixed fees, occupied hourly rates, capital structure, fuel adjustments and other program costs, alongside service, fleet, access and experience. Meridian introduces another commercial input: supplemental revenue generated around the passenger journey — and with it, additional flexibility in how customer economics are structured.

Traditional program economics

  1. Fixed / indirect program economics
  2. +Occupied flight economics
  3. +Other applicable program costs
=Customer economics

Meridian-enabled strategy

  1. Existing program economics
  2. +New Meridian commercial revenue

Operator allocation decision

  • Retained margin
  • Customer value
  • A combination

Meridian does not reduce the physical cost of operating an aircraft. It creates supplemental economics the operator can retain, or strategically redeploy to improve the effective customer economics of a program.

The program-economics lever

What if a higher OHR didn't have to mean a less competitive program?

Two programs compete for the same customer across service, fleet, access, contract structure and price. Meridian gives one of them something the other may not have: an economic source outside the traditional program components, and the freedom to decide where it goes.

  1. Program A

    Fixed
    Lower fixed economics
    Hourly
    Higher occupied hourly rate

  2. Program B

    Fixed
    Higher fixed economics
    Hourly
    Lower occupied hourly rate

  3. Meridian-enabled program

    Fixed
    Existing program economics
    Hourly
    Occupied economics

    + Supplemental Meridian economics · operator allocation strategy

New commercial flexibility

  • Retain value
  • Deploy against customer economics
  • Blend both

Where the lever can be applied

  • Narrowing an occupied-hour-rate differential
  • Offsetting elements of fixed program economics
  • Creating customer flight credits
  • Supporting targeted route economics
  • Sharpening a competitive proposal
  • Funding acquisition incentives
  • Supporting retention economics

An operator now has an economic lever its competitor may not have.

The economic flywheel

A commercial system, not an advertising network.

Each participant gets something real, and each participant strengthens the next — that alignment is what makes the layer durable.

  1. Passenger

    Receives useful destination-aware discovery and access.

  2. Brand / experience partner

    Reaches a high-value passenger at a moment of actual destination intent.

  3. Meridian

    Orchestrates discovery, relevance, measurement and commercial participation.

  4. Operator

    Participates in the economics generated around the passenger journey.

  5. Operator choice

    Retain · Reinvest · Offset · Compete.

  6. Stronger Meridian distribution

    Operator value deepens enrolment, which deepens the network.

Model the opportunity

Model the opportunity.

See how fleet scale, flight activity, passenger activation and commercial assumptions change the potential economics. Five controls to start with, the rest behind a disclosure — and the ranking underneath shows which variable creates the most value at your settings.

Scenarios

Modeled annual commercial value

$4.67M

/ year · $388,800 / month

Operator participation

$1.63M

/ year · $136,080 / month

Meridian revenue

$3.03M

/ year · $252,720 / month

Assumptions

Every input exposed
100

Tails with the portal live.

45

Segments flown, not hours.

72%

Passengers who open the portal.

$5K

What a brand pays per thousand connected passengers.

35%

Share of gross paid to the operator.

Operator

Passenger sessions / month
12,960
Engaged sessions / month
4,536
Participation / year
$1,632,960
Per enrolled aircraft / year
$16,330
Per flight
$30

Brand

Relevant sessions / month
12,960
Explicit requests / month
181
Cost per request
$2,143
Value at stated worth
$326,592

Meridian

Gross brand revenue / month
$388,800
Operator share
− $136,080
Net / month
$252,720
Net / year
$3,032,640

2,160 connected sessions per brand per month. Below roughly a thousand, a category package is hard to sell at all.

What drives the value

Each variable moved ±10%, ranked by the swing it creates in modeled revenue.

  • Aircraft enrolled20.0%
  • Flights per aircraft / month20.0%
  • Passengers per flight20.0%
  • Portal connect rate20.0%

At these settings, aircraft enrolled creates the most leverage in the modeled economics.

Operator allocation strategy

What could the operator do with its share?

Modeled operator participation

$1.63M / yr

Retained economics

$816,480 / yr

Deployed customer value

$816,480 / yr

≈ $15 of deployed value per flight

Four uses of the same pool — the allocation above splits it, so these are alternatives, not additions.

Retain

$816K / yr

Supplemental operator economics, kept as margin.

Reinvest

$816K / yr

Deployable value: enhance the passenger experience or fund differentiated benefits.

Offset

$15 / flight

Customer-facing value applied against program economics, flight by flight.

Compete

$816K / yr

The same pool as a commercial resource for acquisition, retention and capture.

Economic modelOutputs are generated from the assumptions selected and are not historical Meridian operating results or forecasts.

From model to measured performance

The model establishes the opportunity. Live deployment replaces assumptions with measured passenger, brand and operator performance.

The scale opportunity

Every additional flight is another destination-intent moment.

The structural logic of the network: each layer of scale multiplies the one beneath it.

Each layer multiplies the one beneath it

Aircraft × flights × passengers × connected sessions × requests.

  1. One flightAnother destination-intent moment.
  2. One aircraftA repeating monthly stream of them.
  3. One fleetDistribution an operator controls.
  4. Multiple operatorsAn expanding addressable passenger network.
  5. Destination networkA growing brand and experience ecosystem at every arrival market.

The aircraft creates the journey. Meridian creates the economics around the destination.

One journey. A new commercial layer. A new economic lever for the operator — and the choice of where that value goes.

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