Voyager’s management team talks on a daily, if not hourly basis, but Falce had to be careful what he said. When people talk and get nervous, they start wondering what happens to the company if the project isn’t completed.
“You’re a combination of a cheerleader, a traffic cop, a coordinator and just trying to keep everybody focused on the end result — and that was to get the new FBO building and the new hanger built and open,” he says.
When you lead a company with all its various departments, it can be exciting and challenging to keep all the parts working seamlessly behind the scenes. You also are the last person who can express that you’re having a bad day, Falce says.
Building buy-in
Voyager ultimately finished the project on time in 2015, which has given the company a huge boost from a business standpoint. It also helped Falce — who probably has the least amount of aviation experience at Voyager — build credibility with his employees.
“I’ve always viewed myself as a good listener, but it’s really important when you’re not an expert in the industry to listen to the people that have been in the industry for 10 years, 20 years. Some of our people have been in the business for 40 years. They’ve seen it,” he says.
Falce, however, is an involved manager who likes to get things done — and decisiveness is beneficial to any business, no matter what industry.
Voyager’s department heads know that not only will Falce get out of their way and let them do their job, but he’s also, at the end of the day, the top of the food chain.
“So, if someone is going to be held accountable, it’s going to be me and not them, whether it’s to our owner, the FAA, to our customers. If there’s bad news to be delivered, I’m the guy that usually has to do that,” he says.
He’s not only willing to work hard, he also wouldn’t ask anybody at Voyager to do something that he wouldn’t do — whether it’s something minimal or making a key strategic business decision.
“Everyone likes to have someone as a leader that isn’t afraid to make a decision or roll up their sleeves and take on a challenge. Even though someone may have 30 years direct experience (that) doesn’t necessarily make them the best decision-maker or decisive in taking action,” Falce says.
