GA Telesis’ Strategy for Sustainable Aviation
What does it take to make aviation sustainable? At GA Telesis, it starts with rethinking how aircraft, engines and components are used — and reused — to extract the most value with the least environmental cost.
This year’s recipient of the ISTAT Sustainability Award, GA Telesis isn’t just tinkering at the edges of environmental progress. From pioneering engine leasing models that reduce waste to setting a bold 2030 goal for sustainable aviation fuel (SAF) usage, the company has embedded circular economy thinking into the core of its business.
“One of the key early decisions that positioned GA Telesis as a leader in sustainable aviation practices was the recognition that aviation is an interconnected ecosystem where every decision has an impact,” says Abdol Moabery, president and CEO of GA Telesis. “This mindset laid the foundation for a long-term strategy focused on innovation, responsibility and environmental stewardship.”
A major turning point came with the development and global implementation of the Green-Time Engine Leasing™ program, which extends engine life and reduces the need for newly manufactured parts. “This initiative placed circular economy principles, such as resource reuse and optimization, at the core of GA Telesis’ operations,” Moabery says.
That early vision has since evolved into the GA Telesis Ecosystem™, a globally integrated model that prioritizes resource efficiency at every stage of the aircraft life cycle. From teardown to predictive maintenance, the company has built a closed-loop system that minimizes waste and maximizes value.
“Through our Green-Time Engine Leasing™ program, we extend the operational life of engines by leasing them during the remaining usable period before full overhaul,” Moabery says. “This not only maximizes the value of each engine but also delays or eliminates the need to manufacture new parts, significantly reducing material waste and carbon emissions.”
The company’s teardown operations disassemble aircraft and engines with precision, reintegrating overhauled and repaired parts back into the aviation supply chain. “With over 500,000 components returned to service through over 500 aircraft teardowns, GA Telesis has demonstrated the tangible benefits of embedding circular economy principles into aviation,” Moabery says.
These practices not only cut carbon emissions and conserve raw materials but also support global climate goals such as ICAO’s CORSIA and the UN’s SDG 12.
Fueling the Future
GA Telesis’ next frontier is its commitment to SAF — with an ambitious goal to achieve 100% SAF usage by 2030. “Our commitment reflects our dedication to decarbonizing aviation and supporting the industry’s net-zero goals,” Moabery says.
To date, the company has formed key partnerships with SAF producers, logistics providers and engine OEMs. It has already integrated SAF into engine testing operations and conducted internal feasibility studies to prepare for full-scale adoption. But challenges remain: limited global supply, high production costs and the need for robust policy support.
Despite these hurdles, Moabery remains confident. “We view it as a responsibility and an opportunity to lead by example.” A key milestone was the company’s collaboration with DHL and Neste through the GATES Alliance, which demonstrated the technical viability of SAF in high-performance environments.
“This partnership allowed us to test engines under real-world conditions using SAF, offering valuable data on performance, emissions and compatibility,” Moabery says. “The key lesson for the broader aviation sector is clear: meaningful progress in sustainability requires collaborative ecosystems.”
Empowering People and Processes
GA Telesis’ sustainability vision isn’t limited to its operations. That vision is also embedded in its people and culture. ESG priorities are reinforced through regular leadership communication, internal training and alignment with ISOcertified systems. “ESG is not a standalone initiative; it is integrated into how we operate, make decisions and measure success,” Moabery says.
A major achievement: from March to December 2024, the company achieved a 23.52% reduction in greenhouse gas emissions, driven largely by SAF integration into engine testing. Supporting this mission are leaders like Maylin Salgado, vice president of ESG and global quality systems, who guides global strategy; Yully Lizcano, sustainability manager, who ensures compliance with ISO 14001, 50001 and 45001; Christine Gomez, quality specialist, who supports operational improvements; and intern Colin Servoss, who represents the next generation of changemakers in aviation.
“Their dedication is a powerful example of how collective leadership and shared responsibility drive progress toward a more sustainable aviation industry,” Moabery says.
Investing in the Industry’s Future
Sustainability also means building a future-ready workforce. Since 2019, GA Telesis’ paid apprenticeship program has provided hands-on training in jet engine maintenance and rebuilding, giving participants the skills needed to support aviation’s transition to lower-emission operations.
“We focus on fostering a culture where talent thrives and progress knows no limits,” Moabery says. “This investment in people ensures a skilled, future-ready workforce that can help drive sustainable practices and innovations in aviation.”
That commitment to talent includes advancing diversity. Through its support of ALTA’s “Girls with Goals” initiative, GA Telesis is funding 50 scholarships for women pursuing careers in aeronautical maintenance. “It’s not just about funding scholarships; it’s about creating real, tangible opportunities for women to thrive and lead in aviation,” Moabery says.
Sharing the Blueprint
GA Telesis is also helping others in the industry follow its lead. Through industry forums, ISTAT and strategic alliances, the company shares insights on circularity, SAF integration, emissions tracking and more. “Our mission is to make sustainability both achievable and actionable for everyone in aviation,” Moabery says.
Its message to others in the aftermarket and MRO space: Embed sustainability into your business strategy, not just your compliance checklist.
“Start by aligning sustainability with your core business objectives … The companies that will lead the next era of aviation treat sustainability as a core competency, not a compliance task,” Moabery says. “By taking bold, strategic action today, MRO and aftermarket players can shape a profitable and sustainable future for the entire industry.”
All ISTAT ONLINE OFFERINGS