Real Talk in the Desert
When more than 2,000 aviation professionals touched down in Phoenix, Arizona, for ISTAT Americas in March 2025, the atmosphere was charged with cautious optimism. Commercial aviation has clawed back from its COVID-19-induced downturn. Bookings are up, fleets are flying and capital is flowing — but persistent supply chain woes, regulatory uncertainty and rising operating costs mean no one’s taking anything for granted.
Over the course of three days, 2-4 March, ISTAT brought together the sharpest minds in the business to talk about what’s working, what isn’t and what’s next. The message? The industry is stronger than it’s ever been, but it must get smarter, faster and more collaborative if it wants to stay ahead.
Opening Remarks: A Changed Landscape, a Strong Community
ISTAT President Mary Prettyman, head of marketing at Pratt & Whitney, and Bryson Monteleone, ISTAT Americas chair and senior advisor for aviation finance advisory services at PwC Ireland, welcomed attendees by recognizing the growing pipeline of talent within the industry, including the latest graduates of the ISTAT Professional Development Program (PDP) Americas course. Monteleone also noted new elements in this year’s ISTAT Americas programming, including more fireside chats with iconic industry figures and expanded sustainability efforts, from recyclable signage to digital formats.
Aviation Industry Perspectives With Willie Walsh
No one set the tone of this year’s ISTAT Americas better than the International Air Transport Association (IATA) Director General Willie Walsh, whose conversation with independent investor Robert Martin ranged from fleet forecasts to geopolitical impacts — and didn’t shy from criticism.
Walsh opened with a signature dose of humility: “The only reason I’m in this industry is because there was a postal strike in Ireland. I’ve never formally applied for any job I’ve had.”
On the industry outlook, Walsh was blunt. “Labor costs will exceed fuel costs for the first time in a long time,” he said. “Between them, it’s 53% of the costs.” IATA forecasts a US$36.6 billion global profit this year, though Walsh stressed that “most of the profit will come in North America and Europe.”
Supply chain issues have tempered growth ambitions. “The average age of the fleet in service is at a record level — around 15 years,” he said. “This leads to additional fuel and maintenance costs.”
But his sharpest criticism was reserved for infrastructure, especially air traffic control (ATC) in Europe. “Every flight in Europe flies 49 nautical miles more than they need to,” he said. “We could reduce fuel burn by 12% just by fixing the ATC network.”
On sustainable aviation fuel (SAF) and net-zero goals, Walsh issued a reality check. “We’re going to have to revisit it. We’re not making as strong or fast progress on SAF as we’d hoped.” While IATA supports decarbonization, he said premature mandates could damage an industry still regaining stability.
OEM Leadership Talk With Russell Stokes of GE Aerospace
Since its spinout last April, GE Aerospace has been embracing the clarity that comes with focus. “It’s been exciting,” said Russell Stokes, president and CEO of commercial engines and services at GE Aerospace. “We’re now focused on a specific area. From a cultural standpoint, it’s been about taking care of our customers — respect for people, continuous improvement and being customer driven.”
In conversation with retired United Airlines Chief Financial Officer Gerry Laderman, Stokes emphasized GE’s continued commitment to its core operating framework: “We’re always talking SQDC: safety, quality, delivery and cost. In that order.”
The supply chain remains the company’s top challenge. “We’ve put over 600 engineers out into our suppliers,” he said. “We’re seeing improvements, but there’s more to do.” Stokes also highlighted turnaround time as a critical focus: “From wing to wing, we’re breaking down each process. We are seeing improvement.”
On the LEAP engine, Stokes said it’s performing more reliably than the CFM56 and undergoing continuous refinement. “We’ve added durability improvements, and we’re growing output capacity in the aftermarket.”
The session also touched on Boeing. “Last year was a significantly challenging year for them,” Stokes said. “But we have confidence in their leadership.”
Stokes expressed optimism about GE’s open-fan RISE program and the future of the industry overall. “The demand is significant and continues,” he said. “We’re excited about the role we can play in that.”
CEO Fireside Chat With Gregory Anderson of Allegiant Air
As Allegiant Air enters a transitional year, President and CEO Gregory Anderson is focused on staying nimble — and grounded in the airline’s niche strengths.
“Overall, I’m very bullish on Allegiant and where we’re at,” Anderson said during a fireside chat with Tom Baker, CEO and president of Aviation Capital Group. “But compared to a few months ago, we’re a bit more cautious. There’s a lot of headline news — tariffs, inflation. We’re going to manage capacity and pull back where it makes sense.”
Anderson said Allegiant’s model — low utilization, fleet ownership and strategic execution — has allowed it to navigate volatility. “We’ve been consistently profitable through the market,” he said. “We want to be the best at what we do in our niche market.”
Fleet strategy remains a hallmark. “Our goal is to not only be a good operator of our aircraft but also be good at air crafting,” Anderson said. “We monetize assets over their life cycle.” That approach shaped the airline’s 50-plane MAX order, with seven now in service. “The aircraft is performing as advertised,” he said.
Mixed-fleet complexity is managed through base segmentation. “We have 22 operating bases, each acting like an airline within an airline,” he said.
Product upgrades like Allegiant Extra have also paid off. “We track NPS scores and report them quarterly to the board,” he said. “They’ve been really strong.”
With its foundations strengthened, Allegiant is positioning itself not for rapid growth but for smart, strategic execution. “We’ve been talking about earning the right to grow,” Anderson said. “We don’t grow for growth’s sake.”
Airline Icons and Aviation Pioneers
Few people have shaped the ultra-low-cost carrier (ULCC) model like William Franke, co-founder and managing partner of Indigo Partners and chairman of Frontier Airlines. Reflecting on his unexpected entry into aviation in conversation with Abdol Moabery, founder, president and CEO of GA Telesis, Franke said, “The governor called me up and asked me to see if I would take over America West. We made it into a successful and largely West Coast regional airline.”
Franke is widely credited with institutionalizing the ULCC model through investments in Spirit, Frontier and others. “You can’t get too proud of your business model. You have to adapt to the market,” he said. “The big guys are now putting bigger aircraft with more seats on top of the low-cost model. We can’t do that.”
He emphasized that labor standards must be respected, but efficiency is the key differentiator. “Knowing how to buy an airplane and manage it are critical to the success of your airline.”
On the blocked merger between Frontier and Spirit, Franke was candid: “There is a logic to the combination. Unfortunately, the creditors in the case of Spirit had stars in their eyes.”
He also criticized U.S. air traffic control. “We have the most stressed system,” he said. “We have to do something about it… This is not a political battle. It’s about trying to make people safe.”
While acknowledging the complexity of global markets, Franke remains focused. “We just need to focus on how to be efficient,” he said. “That’s what drives success in every region.”
A Conversation With David Neeleman
David Neeleman, the aviation icon behind JetBlue, Azul and now Breeze Airways, called launching Breeze his biggest challenge yet. “Definitely Breeze,” he said when asked which of the five airlines was most difficult.
“But the most important thing I’ve ever done is Azul,” he continued. “That changed lives.”
In a conversation with Sarah Aoun, head of global lessor sales at GE Aerospace, Neeleman emphasized that culture drives performance. “If you aren’t changing the world for the better and your people don’t feel excited to come to work every day, you won’t be as successful.”
He warned that legacy carriers are crowding ULCC territory. “They’ll create a section that matches ULCCs for fares and products,” he said. “‘I’ll do what you do but more often.’ That’s created a problem.”
Breeze’s answer? A bundle-based model using the Airbus A220. “We segmented the plane — 12 first class, 40 extra legroom seats,” Neeleman explained. “You can have it for $49 with no bag or any specialties. For $50 extra, you can have more. For an extra $100, you get even more. It’s bundles.” On SAF, he didn’t mince words. “SAF won’t exist. I won’t even think about that. Spending six to eight times more makes zero sense. What we do is buy the most fuel-efficient planes possible.”
Looking ahead, he called artificial intelligence (AI) the biggest disruptor of the next decade. “We know everything about our guests,” he said. “The more we can drill down with AI, the more efficient we’ll be.”
If he were starting an airline today from scratch, would he build differently? “No,” Neeleman said. “What we’re doing at Breeze is exactly what we should be doing.”
CEO Fireside Chat With Andres Conesa Labastida of Aeromexico
In a chat with Steven F. Udvar-Házy, executive chairman of the board of Air Lease Corporation, Aeromexico CEO Andres Conesa took the stage with a message of strength and gratitude. “We are in great shape today,” he said. “We are here because of your support and the support of the people in this room.”
When the pandemic hit, Conesa said Chapter 11 allowed Aeromexico to fast-track its transformation. “If you go into Chapter 11 for the right reasons, it’s the best thing that can happen,” he said. “It accelerated our plan that would have taken 10 years — we did it in a year and a half.”
The airline’s partnership with Delta played a key role. “People think it’s only commercial, but it’s way more than that,” Conesa said. “They own 20% of our company. We share the same culture.”
Labor costs have risen worldwide, but Aeromexico’s relationships remain solid. “We renegotiated all seven union contracts last year,” he said. “Flexibility is the most important word in an airline.”
Aeromexico has opened 30 new international routes and resumed daily flights to Asia despite airspace constraints. Conesa sees Mexico City’s geography as a strategic advantage: “It’s a better hub for Asia than the East Coast of the U.S,” he said.
He remains bullish on the MAX 9, calling it “a game-changer” for range and flexibility. Still, future growth will hinge on infrastructure. “If you ask me what can be a bottleneck moving forward,” he said, “it’s a lack of world-class airports.”
As for a potential IPO? “We are in no rush,” Conesa said. “But hopefully this year.”
Finance Panel
In a wide-ranging discussion moderated by Mark Streeter, managing director at JP Morgan, finance leaders tackled the shifting priorities of aviation funding in 2025 — and how loyalty programs, midlife aircraft and ESG factors are shaping decision making.
Meghan Montana, senior vice president and treasurer at American Airlines, said aircraft-backed funding remains core. “We’ve been in a deleveraging mode,” she said. “Aircraft is the more efficient form of financing.” Loyalty programs, she added, became a standout innovation post-COVID-19.
James Barr, vice president and senior research analyst at Loomis Sayles, agreed, favoring loyalty assets over routes, slots and gates. “Loyalty,” he said, “is easier to evaluate.”
Jerome Duval, director of global transportation finance at Citi, said the focus has shifted to optimizing pricing, while Montana emphasized flexibility: “We want liquidity in our aircraft, but it creates uncertainty of who is holding your aircraft.”
On sale leasebacks, Montana noted: “We haven’t done them in a while, but we’ll keep an eye on it. It’s back to how you value proceeds.”
Oliver Geldner, sector head of aviation and space at BayernLB, said his team is focused on smaller, niche portfolios. “We’re in the five to 15 aircraft niche — midlife to end-of-life,” he said. “You need to know your asset.”
Eelco van de Stadt, managing director at Apollo Global Management, emphasized that post-COVID-19, lending shifted away from airlines and toward alternative structures. “We’re competing with our peers but also with banks.”
On ESG, European players need to comply with more regulations than its international peers. “We have to publish and comply with a path to net zero by 2050,” Geldner said. “While the rest of the world is getting more relaxed.”
Forward-Looking: 2025 & Beyond
As the aviation industry enters a constrained yet opportunity-rich period, leaders on the “Forward-Looking: 2025 & Beyond” panel, moderated by Dick Forsberg, senior consultant of aviation finance advisory services at PwC Ireland, agreed: The demand is there, but growth now depends on the ability to deliver.
“The fleet has doubled while traffic has tripled,” said Darren Hulst, vice president of commercial marketing at Boeing. “Productivity gains have plateaued. You need more planes to grow now.”
Sun Country CEO Jude Bricker welcomed the supply constraints. “Generally, capacity constraints are good for airlines,” he said. “But the downside is availability — there are just no options out there.”
On managing cost pressures, Bricker said ownership gives Sun Country an edge. “We fully expect to be the last operator of each of our aircraft,” he noted. “That gives us flexibility and embedded value.” He also declared the pilot shortage “over by any practical measure.”
Jim Morrison, chief risk officer at Avolon, called today’s supply-demand inversion a structural change. “We positioned our business in 2023 by ordering 200 new aircraft,” he said. “The shortage of new aircraft has forced capacity discipline across the world.”
On sustainability, Bricker was pragmatic: “There’s no upside on the yield for a SAF-operated airplane. SAF needs to be priced the same as petrol for that to work.” Morrison agreed: “We need to be realistic about timelines. This is a global energy transition.”
Looking ahead, Hulst summed up Boeing’s near-term priority in one word: “Delivering.”
Bricker added: “I’m looking forward to our first 737-900.” Morrison? “MAX 10 certification.”
Midlife Assets Exit Strategies Panel
Once seen as nearing retirement, midlife aircraft are now having a resurgence — and panelists at the Midlife Assets Exit Strategies Panel agreed that the definition of “midlife” is evolving fast.
“Five years ago, midlife was within five years of being torn down,” said Stacy Kuperus, chief portfolio officer at FTAI Aviation. “Now we’re seeing lease extensions from 25 to 31 years.”
Hunter Edens, chief commercial officer of Setna iO, added that demand for narrowbody engines is surging. “It’s going to make it more challenging for people in the end-of-life space,” he said. “This is the new normal for the most part.”
With delays in OEM production and thousands of aircraft undelivered, supply shortfalls are rewriting the market cycle. “Airbus is about 800 aircraft behind,” said Kara Levine, ISTAT Senior Appraiser and principal at ICF. “Boeing is down almost 2,000.”
FTAI’s edge, Kuperus noted, lies in vertical integration. “We own two shops, so that helps us manage cost and capacity. A lot of people in the leasing community don’t have that.”
As older aircraft continue flying, engine value becomes central. “The value is in the engines,” Kuperus said. “They’re interchangeable.”
On conversions, Thomas Crabtree, managing director at Transport Research Advisory, reminded the audience of scale: “There are 27,000 jet transports globally, but only a fraction are freighters. If you want one now, call Boeing, EFW or one of the non-OEM P2F conversion firms.”
By 2032, Levine predicted the current imbalance may resolve via a downturn. But missed deliveries will leave a lasting mark. “Those 4,000 missed aircraft aren’t coming back,” Edens said.
Adam’s View
In his “Adam’s View” session, AVITAS President Adam Pilarski delivered a rapidfire economic reality check — blending data, humor and historical perspective to challenge assumptions on everything from inflation to China’s role in aviation.
“Congratulations on a soft landing, Chairman Powell,” Pilarski quipped. “We didn’t have a recession. But inflation is here to stay.”
He argued society has shifted from prioritizing efficiency to equality and stability, citing “deglobalization, decarbonization, too much money and the increased power of labor” as structural forces behind persistent inflation.
Pilarski was particularly blunt on tariffs. “There are no clear benefits that anybody could so far explain to me,” he said. “We’re using tariffs as a political weapon — punishing China for fentanyl, punishing Mexico for immigration.”
On aircraft supply, he acknowledged the shortage but said it’s not the crisis it seems. “Everyone is happy right now. Planes are valuable. But 2019 was a bubble,” he said. “The fact that we have less doesn’t mean we’re missing planes. Markets are adjusting.”
As for China, long the engine of aviation demand, Pilarski declared its explosive growth era over. “I’m sorry. It’s over,” he said, citing demographic shifts and protectionist policy. “Will India be the new China? Not yet.”
Legal Quickfire Panel
The Legal Quickfire Panel delivered a rapid, candid tour through the volatile intersection of law, politics and global aviation — where everything from sanctions to SAF feels up for grabs.
“We’re starting to see a divergence for the first time,” said Donna Ager, partner of asset finance at Walkers, referencing inconsistent U.S., U.K. and EU sanctions enforcement. “If everyone is stepping back at the same pace, fine. But when some entrench and others retreat, it makes it difficult.”
Rose Neale, senior vice president, general counsel and corporate secretary at Sun Country Airlines, added, “The U.S. sanctions regime has tentacles. Navigating it globally is a challenge.”
Tariffs dominated much of the conversation. “These tariffs are effective as of midnight,” Neale noted, “but there’s little detail on how they’ll apply. The devil is in the detail, and we don’t have it yet.”
The looming concern? Retaliation. “People aren’t going to allow themselves to be bullied,” Ager said. “We’ve already seen Canada respond.”
On infrastructure and deregulation, Neale struck a hopeful tone. “The industry has been lobbying for air traffic control reform. There’s hope this administration may bring change that benefits safety.”
Sustainability regulation, however, is unlikely in the U.S., panelists agreed. “There’s a divergence between the Europeans and Americans,” Ager said.
Audience polls revealed the industry’s top ask: more federal support for safety and security — not deregulation or tax cuts.
As moderator Emily Wicker, partner at Clifford Chance, put it: “Markets are clearly not happy with this situation. But this is the reality we’re operating in.”
New Challenges to Growth Panel
With demand soaring and supply chain snarled, the New Challenges to Growth Panel explored how aviation leaders are navigating limited aircraft availability, rising costs and an uncertain sustainability roadmap.
“The delivery price of aircraft is so high that the lease rate required to justify the price is unrealistic,” said Peter Anderson, chief commercial officer at AerCap. “Older aircraft will fly longer. Growth won’t be linear.”
Ursula Hurley, chief financial officer at Jet Blue, said value carriers are feeling the squeeze. “One of our biggest challenges is getting our hands on airplanes and then getting them up in the air,” she said, referencing GTF engine challenges. “We’re extending older assets and seeing strong consumer resilience, especially for elevated experiences.”
On engine reliability, Anderson admitted, “We all pushed the engine OEMs for better fuel burn. Now we’re dealing with the consequences — shorter time on wing and not enough MRO space.”
Sinead Cormican, head of leasing at Airbus SAS, emphasized workforce rebuilding as key. “People left the industry, and there was a retirement wave. It takes time to become operational again.”
Panelists were skeptical about decarbonization timelines. “Aviation is doing everything it can,” said Joe McConnell, partner and co-chief investment officer at Castlelake. “But the ROI for decarbonizing is higher elsewhere.” Hurley added, “SAF is one component, but we also have meaningful opportunities to reduce emissions by modernizing our air traffic control system, transitioning to electric ground support equipment and putting in place better technology to reduce unnecessary fuel burn.”
Asked if they had to start an airline from scratch, what business model they would choose, McConnell highlighted the challenge facing airlines, joking: “None of the above.”
Still, optimism remained. “We’re making progress,” Hurley said, “but there’s a long way to go.”
Regional Market Business Case Panel
Despite being often overlooked, regional aviation remains foundational to the global air travel ecosystem. “Two-thirds of U.S. airports are served only by regional airlines,” moderator Mark Hughes, chief commercial officer at Falko, noted. “This is a huge part of the market.”
Azorra President Ron Baur agreed: “Seventy to eighty percent of flights are 150 passengers or less. In a downturn, this type of aircraft becomes more popular.”
Christopher Jones, head of the Americas region at ATR and managing director and president of ATR Americas, said today’s market presents a timely opening. “The 50-seat aircraft market is reaching retirement age, and nothing is in the pipeline to replace them,” he said. “That’s an opportunity for us.”
But U.S. scope clauses — limiting regional jets by size and weight — remain a roadblock. “When you think about a bigger airline, you have to choose your battles,” Baur said. “Scope is a battle you have to pick.”
Daniel Galhardo Gomes, strategic marketing director at Embraer, predicted change is coming, though slowly. “It could be two years, it could be five,” he said. “But scope has to evolve.”
On the leasing side, panelists saw strong support. “There’s capital to support our opportunities,” said Gomes. Jones added, “Lessors play a very important role in supporting a large number of new and used ATR transactions; we seldom compete and work well together for the benefit of our customers as well as the value of our aircraft.”
The panel closed with a debate on whether turboprops could replace 50-seat jets. “It comes down to economics,” Baur said.
Fireside Chat: Pratt & Whitney Progress and Outlook
In a candid fireside chat, Rick Deurloo, president of commercial engines at Pratt & Whitney, joined Air Lease Corporation CEO John Plueger to reflect on challenges, milestones and lessons from an intense year in engine manufacturing.
“The GTF Advantage was certified in February,” Deurloo said. “We’ll deliver by the end of the year, and customers will see it in 2026.” While that engine promises better fuel burn, thrust and time on wing, Pratt is also retrofitting key durability improvements into the base engine. “That brings back about 90%-95% of the time on wing,” he said. “It doesn’t bring back fuel burn or thrust, but it’s a big step.”
On engine reliability, Deurloo confirmed progress: “We are trending longer on life.” Investment is also ramping up. “We’ve added a third powder metal tower and made a billion-dollar investment in Asheville,” he noted.
Still, production capacity remains limited. “I suspect in 2026, we’ll still be talking about the supply chain,” he said. “There’s no weakness in demand — it’s strong for new deliveries and the aftermarket.”
Plueger pressed Deurloo on long-term delivery confidence. “I don’t see [higher production rates] in the near term,” Deurloo admitted, “but we’ll get there. It’ll take about three years.”
Despite headwinds, Deurloo expressed confidence in the GTF platform. “It’s still incredibly desirable. We’ve always been able to grow.”
As for lessons learned? “Resilience, transparency and culture,” he said. “It all starts with our people.”
Engine Panel
Panelists on the Engine Panel agreed that it’s one of the busiest — and most complicated — eras in engine history.
“2024 was a historic year for GE Aerospace,” said Hadley Bowling, vice president for Americas sales GE Aerospace. “We delivered 1,400 LEAP engines, and we expect that to grow by 15%-20% this year.” But with expansion comes constraint. “We don’t take lightly the obligation to deliver against this strong demand,” he added.
Durability remains top of mind. “The most important thing has been time on wing,” said Doug Harned, managing director at Sanford C. Bernstein & Company. “The Advantage engine’s recent certification is a huge step.”
Steven Boecker, sales executive at Delta TechOps, speaking from the MRO side, was frank: “We’re going to be talking about the supply chain for the next seven years. Every engine type has unique challenges.”
Midlife markets are thriving. “Demand isn’t going anywhere,” said Kevin VanDenBerg, executive vice president at Aero Capital Solutions. Harned called out a “perverse incentive” at play: delivering fewer engines may extend aftermarket life cycles and profit margins.
As for retirements? “Time will tell,” Boecker said. “We’ve spent a lot of time and money extending aircraft life.”
Even maintenance strategies are shifting. “Customers are pushing for shorter builds and lower-cost shop visits,” Boecker noted. “More than ever before, they’re asking: Are we getting value for money?”
An audience poll showed skepticism about a teardown surge in 2025 — 48% said “no.” But with aging fleets and stretched supply chains, the panelists agreed: The engine story is far from over.
Lessor CEO Panel
With aircraft supply still choked and demand surging, lessor CEOs at ISTAT Americas painted a picture of an industry both thriving and strained.
“It’s the first time we’re in a true under-capacity market,” said moderator Mylène Scholnick, senior manager and head of global fleet management at Amazon Global Air.
Robert Korn, president and co-founder of Carlyle Aviation Partners, agreed: “It certainly helps the lease extension environment.” But Steven Townend, CEO and managing director of BOC Aviation, warned, “In the long term, it’s not a good thing — we’re short of aircraft, too.”
Panelists predicted normalization of OEM production rates by 2028-2029, but James Meyler, CEO of ORIX Aviation Group, cautioned, “That won’t fix the 4,000 aircraft that weren’t made.” And with rising costs, scale matters. “Borrowing cost is the No. 1 differentiator,” said Meyler. “There’s no question you need scale.”
On consolidation, Firoz Tarapore, CEO of Dubai Aerospace Enterprise, said, “It’s inevitable. A lot of newer entrants are struggling to make their thesis work.” Meyler added that small-to-mid M&A is likely over the next 18 months.
As for sustainability, panelists acknowledged their role in financing transitions to newer aircraft but downplayed the idea of directly investing in SAF production. “We are not the people to start investing in refineries,” Townend said.
Looking ahead, concerns varied — from interest rate spikes to recession risks and geopolitical instability. “Capital formation is what keeps me up at night,” Korn admitted. Still, hope remains: “Boeing is saying the right things,” Tarapore said. “We see signs of stabilization with each passing day, and Boeing is rapidly regaining its credibility.”
More Than Just Panels: The ISTAT Experience
While the main stage sessions delivered no shortage of insight, the ISTAT Americas experience extended well beyond that. Set against the vibrant backdrop of Phoenix, this year’s gathering offered attendees a full slate of activities designed to connect, celebrate and engage.
The event kicked off on Sunday with a mix of competition and camaraderie at the ISTAT Foundation Golf Tournament, Sporting Clays Event at Rio Salado Sportsman’s Club and the Pickleball Tournament. Some opted for an afternoon at the ballpark during the ISTAT MLB Spring Training Game, while others dove into industry learning at the IAP Business Meeting and ConEd Session or “ISTAT Appraising – An Introduction” course. First-time attendees, rising executives and mentees from the ISTAT Foundation’s mentorship program all found their place at welcome events and receptions tailored to deepen relationships and provide access to industry leaders.
Networking continued into Monday with the early-morning ISTAT Past President’s Run and the Women@ISTAT gathering, creating space for both inspiration and informal connection. That evening, attendees gathered for a high-energy Networking Reception that bridged the day’s content with lively conversation.
Tuesday brought the week to a celebratory close with the President’s Gala Reception, Dinner and Award Presentation, where Jane O’Callahan was presented with the 2025 ISTAT Award. The night didn’t end there, as the industry marked a major milestone at the Pratt & Whitney 100th Anniversary After Party @ISTAT.
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