INTERVIEW • CARLOS BRANA, DASSAULT
We are a company of engineers
An engineer by training and inclination, Dassault top executive Carlos Brana credits the discipline with informing his business life and success. Words: Mike Stones
Engineering benefits: Carlos Brana, executive vice president, Civil Aviation. Dassault Aviation credits deploying engineering disciplines with helping the manufacturer thrive in civil and military aviation.
INTERVIEW • CARLOS BRANA, DASSAULT
We are a company of engineers
An engineer by training and inclination, Dassault top executive Carlos Brana credits the discipline with informing his business life and success. Words: Mike Stones
Engineering benefits: Carlos Brana, executive vice president, Civil Aviation. Dassault Aviation credits deploying engineering disciplines with helping the manufacturer thrive in civil and military aviation.
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“ENGINEERING IS the closest thing to magic that exists in the world.” If business magnate Elon Musk is right, then one of the chief magicians at private jet manufacturer Dassault Aviation is Carlos Brana, executive vice president, Civil Aviation.
“Most of us are engineers here – we are a company of engineers,” Brana tells CJI, as the company celebrates 60 years of making Falcon jets. It’s a discipline and an approach to business planning that infuses all of Dassault Aviation, he says. “Engineers have this rationality. When you discuss with another engineer, usually we have a way to convince ourselves to reach an agreed and informed conclusion based on logic and rationality. If we tried to be more irrational it would be challenging.”
As executive vice president, Civil Aviation, Brana is responsible for defining and implementing global strategy for Falcon aircraft sales and customer service. His to-do list also includes defining the guidelines for the modernisation of the product line.
The discipline of engineering, along with sales, is the golden thread that runs through his career. He holds an engineering degree from the Ecole Centrale de Paris, France and a master’s in business administration from France’s prestigious Hautes Etudes Commerciales (HEC) business school. Brana began his career at Dassault in 1984 as a design engineer on the combat aircraft programmes of the Rafale, Mirage F1 and Mirage 2000. After joining the foreign military sales force in 1998, he led the negotiating team for the Rafale jet fighter proposal in South Korea before being named director of military sales for the Middle East.
He joined Dassault’s business jet operation in 2005, as director of Sales for Asia at Dassault Falcon Jet (DFJ), the company’s wholly-owned subsidiary headquartered in Teterboro, New Jersey.
“We have always been customer-centric but in a different way than recently.”
He was then appointed vice president of Contracts & Specifications and later became senior vice president Teterboro Operations, with responsibility for customer service, finance and contract management. He also supervised Dassault Aircraft Services (DAS) affiliate, which manages company-owned service centres in the Americas. In July 2019, he served as Dassault Aviation senior vice president, Civil Aircraft for three years, with a special focus on worldwide business jet sales and marketing.
Yes, it’s a long list of roles and responsibilities. But it brings into focus Brana’s qualifications for his current role and his overview of the company’s path. Take for example Dassault’s blend of civil and military aircraft development and manufacture. It’s a marriage that gives rise to one of the company’s four foremost strengths, Brana tells CJI. These are: innovation, customer focus, global experience and workforce quality.
Innovation at Dassault arises partly from the latest technology developed for the white heat of aerial conflict transferring to business jets. “Whatever is developed for military aircraft will also be very effective and efficient on the civil side too,” he says. “One example of the technology transferring from military to civil is the digital flight control systems developed initially for the Mirage 2000 [fighter jet] and then the Rafale, which transferred to the Falcon 7X, the 8X and then the Falcon 6X.”
But it’s not the only example of technology transfer. Other examples include new carbon fibre materials and aerodynamic technology developed for subsonic and supersonic flight benefitting Dassault’s Falcon programme. “The people who are making the two kinds of airplanes [civil and military] are the same,” says Brana. “So, they bring the knowledge gained in military development to the civil side of our business.”
Customer focus and global experience are other key strengths Brana wants to highlight. “We have always been customer-centric but in a different way recently. Initially, we focused on allaying people’s fear of flying and making them comfortable flying in our planes because of their strength, flexibility and capability to be easily flown by pilots. Safety has always been our first concern – it’s something we inherited from the military side of our business.
“While safety is never taken for granted, we have long experience of this and with our latest models – the 7X/8X, the 6X and the future 10X, we are focusing on the comfort of the passengers,” says Brana.
The aim is to deliver principals, business leaders and their teams to their destinations rested and ready to work – even after very long flights. (The Falcon 6X, which won twin type certification on both sides of the Atlantic from the Europe an Aviation Safety Agency (EASA) and the FAA in August 2023, has a range of 5,500nm and a flight duration of 12 hours. Its bigger sister, the Falcon 10X, has a range of 7,500nm and can fly for more than 15 hours). The aircraft are said to feature the largest cabin cross sections in purpose-built business aircraft, with the Falcon 6X boasting a stand-up height of 6ft 6in. Ensuring passengers arrive refreshed also means reducing cabin noise – with the Falcon 8X or 6X said to have the lowest noise level of all Dassault’s aircraft – and reducing cabin altitude.
Dassault Falcons: In focus
Falcon 6X:
Has a max range of 5,500nm and max operating speed of Mach .90.
Falcon 7X:
The second largest of the Falcon line, has a range of 5,950nm.
Falcon 8X:
Typically fitted with three cabin zones. It has a range of 6,450nm.
Falcon 10X:
Entering service at the end of 2025. The jet has a 7,500nm range.
Rafale jet fighter:
Developing the Rafale unlocked innovation for the Falcons.
The interiors of both the 6X and the 10X have received design awards from the world’s leading industrial design firms. Dassault’s trophy cabinet includes Red Dot awards for the 6X and the 10X, and the Good Design award for the 10X.
As Wi-Fi and high-speed internet connectivity have become key requirements, Brana points out that more than 200 aircraft have been upgraded to its FalconConnect in-flight connectivity system. The latest generation of the EASy flight deck, EASy IV, is now available as an upgrade on the Falcon 7X and 8X fleet. (And it comes as standard with new 8X and 6X aircraft). Also, Dassault expects to install the Rolls-Royce Pearl 10X engines on a flying test bench later this year.
“The business jet, as the name suggests, exists to facilitate business,” he tells me.
But customer focus extends beyond aircraft design. For Dassault, it means investing in customer support networks in emerging markets with the acquisition of firms dedicated to maintenance, repair and overhaul (MRO) services. It aims to keep its business aircraft in the sky – not on the ground undergoing maintenance – aided by access to worldwide facilities.
“We have invested a lot in customer service – not only to improve the aircraft but to maximise the availability of the jets by quickening the maintenance period,” says Brana. “That’s why we have made huge investments in MRO – not only in Europe with the acquisition of Tag Aviation but also in Asia and Africa with the acquisition of Dassault ExecuJet MRO Services.”
Last year, the company announced additional investments in its MRO network, with new facilities set to open in Malaysia, Dubai and Melbourne, Florida. Its Dubai service centre opened in May, with the opening of the Kuala Lumpur facility scheduled for next year and Melbourne, US in early 2025. The manufacturer now runs 40 factory service centres and 21 authorised facilities.
Dassault’s high workforce quality – numbering about 12,700 employees – also gives the manufacturer an advantage in increasingly competitive global markets, according to Brana. “We are proud of our well-educated workforce,” he says. “The seniority of many Dassault staff is over 20 years. Some were hired two years ago, others more than 20 years ago.” It is this diversity that creates powerful benefits for jet manufacturers focusing on long-term development. “This experience is really important to us. It helps us do the right thing at the right time.”
Carlos Brana says Dassault expects to install the Rolls-Royce Pearl 10X engines on a flying test bench later this year.
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Supply chain challenges are worse this year than last, Eric Trappier, chairman and CEO, Dassault Aviation told a meeting at EBACE 2023, Geneva in May.
Brana concedes recruitment has become more challenging recently. But promoting recruitment at major industry events – such as the Paris Air Show – is helping to attract new talent. Also, Dassault has a good record on staff retention, due to “the strong family spirit”, he adds. “When you are in the company, you are reluctant to leave. We are happy to work together.” It’s a view formed nearly 40 years ago when Brana first worked as an intern with the company. He was impressed then by the company’s family spirit – the fact even the most senior of colleagues made a big effort to answer his questions.
From strengths to challenges facing the business. The most demanding one confronts all manufacturers – grappling with supply chain disruptions. Speaking at EBACE 2023 in Geneva in May, Eric Trappier, chairman and CEO, Dassault Aviation told CJI:
“Today, it is worse than last year.”
After the global pandemic, Dassault had looked forward to ramping up orders and then came the tragedy of the Russian invasion of Ukraine. With it followed restrictions on materials and governance and a hike in energy prices. Brana said the manufacturer had made its best effort to anticipate and mitigate the impact of supply chain disruptions.
Partly reflecting supply chain challenges and customers’ uncertainly about the health of the global economy, Dassault delivered nine Falcons in the first six months of this year, down from 14 in same period of 2022. It received net orders for 12 Falcons, down more than a third from the 41 it sold in the first-half 2022. The value of aircraft orders fell to €1.7bn from €16.3bn ($18.3bn) in the first half of last year. Despite the challenging first half the manufacturer is keeping its full-year guidance and still expects to deliver 35 Falcon business jets and 15 Rafale fighters this year. In 2022, Dassault reported revenues of €6.9bn.
‘Cost is definitely a challenge’
The next challenge affecting all manufacturers is rising costs. “Cost is definitely a challenge,” says Brana. “We need to look at the cost of what we purchase and the cost of manpower – whether that is in the US, Brazil or France. It’s an endless challenge for now and for years to come.”
Another challenge is the perennial one of ensuring the company remains responsive to changing consumer preferences. “It’s a human challenge to make sure we never rest on laurels, waiting for things to happen. We have to be motivated to keep doing our best to satisfy customers’ requirements and changing market conditions.”
One strengthening trend focusing minds at Dassault is sustainability. “Sustainability is becoming a concern for owners and operators,” he explains. “It’s what kind of image do we display?”
Dassault’s ExecuJet MRO Services Malaysia completed back-to-back maintenance checks this year on a range of Dassault Falcon aircraft at Subang Airport. The aircraft included: Falcon 2000EX, Falcon 900LX, Falcon 7X and Falcon 8X.
Dassault has a twin-track strategy on sustainability. This involves promoting the use of Sustainable Aviation Fuel (SAF) and the use of new technologies to minimise aircraft emissions. The manufacturer offers SAF at its flagship FBO at Le Bourget, France and at its completion and service centre in Little Rock, Arkansas. All the company’s flights are fuelled by a blend of 30% SAF, which exceeds the requirements of the European Union ReFuel initiative.
Another solution to the challenge of cutting carbon emissions, while saving money, is by optimising aircraft operations. “We have developed operational software called FalconWays,” says Brana. “This innovative, digital flight management tool will help operators to optimise fuel load to reduce fuel consumption and thus lower emissions.”
Using a worldwide database of wind patterns, FalconWays identifies routes that optimise fuel consumption leading to significant emission reductions and savings, says Brana.
New aircraft need to be equipped with new technologies for a new generation of customers, he believes. The global pandemic marked a turning point in how wealthy clients view private jet aviation. “We still have a reservoir of new customers who are interested in business aviation,” says Brana. “Covid broke the taboo deterring people from getting involved in private aviation. During the Covid crisis, some of those who avoided private jets, because of the image, decided to use a business jet because it’s a very efficient tool for business and I’m convinced this trend will last.”
Dassault has invested heavily in MRO networks throughout Europe and emerging markets. Pictured is the Dassault Falcon Service, Bordeaux-Mérignac MRO facility.
And relaxation? How does Brana switch off from the pressures of work? Family is very important, he says. (Brana is married with three children). Reading, jogging and squash are also favourite pastimes. But he also enjoys spending time with his ‘other family’ – the Dassault workforce. And they seem to appreciate him in return. Brana’s unassuming management style draws praise from colleagues. “Carlos’s management style is not only friendly and apparently casual, he is passionate, always enthusiastic and very optimistic,” one colleague tells us. “This is much appreciated in a business that sometimes faces huge pressure.”
It’s also a style appreciated by Dassault’s clients and industry partners. “Carlos has been able to build huge trust both with colleagues and clients and it’s very empowering to work in such an environment,” our source tells CJI, adding wryly: “And, I’m not looking for a raise today.”
Meanwhile, Dassault’s first business jet – the 10-seat, twin-engine Mystère 20 (rebranded the Dassault Falcon 20) – completed its maiden flight on May 4th,1963. Just over 60 years later, Brana and his colleagues are working their engineering magic to ensure Dassault’s next generation of business jets are ready for all the many challenges of 21st century flight.
© Dassault Aviation – V. Almansa
© Dassault Aviation – V. Almansa
