Mastering the Mission: Navigating Increasingly Complex International Airspace

The business aviation community is well aware that the shifting geopolitical and regulatory environment and how that affects international operations is becoming increasingly challenging.

It is against this ever-shifting backdrop that ascertaining how to best operate when navigating complex international airspace is optimally understood. The 2014 shoot-down of Flight MH17 over Ukraine sharply increased the attention on threats to civil aviation flights near conflict zones.

This has only further increased since the downings of PS752 over Iran in January 2020 and AZAL8243 over Russia in December 2024.

According to Matt Borie, chief intelligence officer at Osprey Flight Solutions, multiple national and international civil aviation governing bodies and civilian flight operators have begun reevaluating their current overflight policies. “In addition, civil aviation entities are required to conduct risk assessments of their flight routes on a continuous basis for compliance, actuarial and insurance purposes,” Borie said.

Globally, large-scale, ongoing challenges include disruption to access to the polar route for flights from Europe and North America to East Asia that would enter Russian airspace; routes over the Caucasus and Central Asia for flights from Europe to Asia, such as China, India and Pakistan; and routes over the Middle East and Gulf for Southeast Asian destinations.

“These routings all create further issues in terms of added time, increased fuel costs, limited divert options and additional conflict-zone risks,” said Borie.

While the world changes, the foundation of successful international flights does not: safety. Fortunately, there are organizations like OpsGroup and NBAA’s International Operators Committee, as well as international aviation regulators and other stakeholders, that constantly review and update rules and regulations to ensure the highest levels of safety.

Chad Patnode, flight operations manager at Pfizer and an industry veteran of 20 years, believes that since COVID-19, operating internationally has become more complicated.

“It seems like almost every country is implementing some sort of APIS [Advance Passenger Information System] or new documentation that we see as non-standard,” he said. “You really have to be well in tune with what’s going on in the industry. And if you’re new, that can feel overwhelming.”

Value of Experience and Network

For Patnode, this is where his experience brings value. But he said that know-how is matched by the community he has at his disposal. “I think that’s understated in the industry,” he said. “Going to NBAA events is hugely beneficial because I’m able to network. I’m able to talk shop. I’ve met some of my best contacts at NBAA – schedulers, dispatchers, IOC [International Operators Committee] folks.”

If he had to stress one tip above all for operating internationally, Patnode advised building a relationship with your domestic association. “It’s really about what you know,” he added.

Another critical element is engaging with international service providers (ISPs), but Patnode said this must be done in collaboration with a wider verification effort.

“Most operators, including ourselves, use international service providers. They bring value and are usually in the know when it comes to changes at various locations,” Patnode explained. “But I don’t take it as gospel. I take information that feels non-standard or interesting for a particular trip, and then I corroborate it – either with the handler on the ground or with other experts in the industry.”

Nathan Shelley, assistant manager of flight planning operations and online flight planning services at Universal Weather and Aviation, agreed. “Lean on an international service provider, and if you’re doing things yourself, connect with someone who’s been there before,” he said.

“One thing I love about this industry is that people are willing to share knowledge. You send an email – ‘Hey, I’m going here, what do you think?’ – and people respond,” he said. “Those connections matter.”

Shelley sits on the IOC as European regional lead and reiterates the value it can deliver. “We’re the International Operators Committee for a reason,” he said. “Internally, there’s a huge amount of experience. All it takes is an email or phone call. There are about 50 of us, and we can usually find someone who knows exactly what you’re dealing with.”

Dispatch Department

Patnode said his job is to “know what we don’t know. Ideally, I solve all the challenges before they even become challenges. And that all comes from the network. It almost rolls into one – being resourceful through the people you know and the favors you can ask,” he said.

Due to this, he feels having a dispatch department is critical for anyone regularly operating in international airspace. Pfizer’s dispatch team is seven strong and is made up of licensed pilots, a certified flight instructor, a meteorologist and a former flight attendant. “Pilot experience helps, but it’s not mandatory. What matters is being resourceful, meeting people and committing to learning the industry,” he said.

Patnode said it is wrong to put responsibility on the pilots who are busy focusing on their missions. “They have to fly tomorrow. I’m planning trips months in advance. I’m working with our customers — executives, their admins, meeting planners. I take all that information and shift it where it needs to go,” he explained.

Things can change in midair. The recent U.S. military operation in Venezuela is a good example. “You didn’t even have to be over Venezuela; you could’ve been flying in the Caribbean,” said Patnode. “That’s where dispatch matters. Instead of sitting in the cockpit with limited resources, I’m on the ground making calls – figuring out diversion options, hotels, ground transport for impacted passengers.”

During his time at Pfizer, his team has met challenges when NOTAMs popped up mid-flight. “Even when we didn’t divert, we had to take action. Having someone on the ground lets you pivot quickly,” he said. “It’s like driving your car and finding the interstate closed ahead — except you can’t just pull over in an airplane.”

Geopolitics Aside

While geopolitics remains front and center, it can be easy to overlook the complexities surrounding other events. Patnode believes that planning trips to conduct business at large-scale events like the Olympic Games sometimes doesn’t get the attention their size deserves.

“We just had the Winter Olympics in Italy, and France just had the Summer Olympics. For trips like that, you want to plan early. I started planning six months out and talking to handlers on the ground six months before we went,” said Patnode. “Parking is always a concern for those events. We were at the front of the line because no one else was planning that far ahead.”

Planning this early and going directly to handlers to discuss options has resulted in substantial favoritism for Patnode, and he encourages operators to do the same.

“Handlers love working with us because we go directly to them, have conversations and set expectations. The amount of planning we do allows them to frame their planning too,” Patnode said. “That trip to Paris for the Olympics ended up being one of the easiest I’ve ever done. It was simple. I didn’t have to worry about anything.”

Besides geopolitical concerns, the ever-evolving airspace requirements for different navigational equipment present the biggest challenges to operators, according to Shelley.

“I’m going into my 22nd year in the business, and it used to be a basic level of advanced,” he said. “Now it’s at an advanced level, and it changes daily with different country requirements.” For example, if an aircraft doesn’t have RNAV-1, it can’t operate into the United Arab Emirates. “Some aircraft simply aren’t certified,” said Shelley.

That said, operating internationally without specific letters of authorization (LOA) is possible, but it complicates the trip. “It increases breakdown points,” he explained. “The aircraft is equipped, the crew is trained, but you still need the permission slip. That bureaucracy can be frustrating. Our approach is to provide options. Here’s the flight plan if you don’t get the LOA. Here’s the plan if you do. It’s about having contingencies.”

Flight Planning Is More Critical Now

Operators, regulators and security organizations must adopt a proactive, intelligence-led approach to risk mitigation, said Osprey’s Borie.

“By integrating real-time threat analysis, collaborative risk-sharing and adaptive flight planning, the industry can better protect civilian aircraft operations,” he explained. “Teams must effectively communicate risk assessments to senior decision-makers. Leadership needs clear, actionable assessments to justify reactivating routes while balancing safety, security, compliance and financial implications.

“This is the new normal from the last several years when compared to 20 years ago,” Borie added.

For Universal’s Shelley, staying on top of operational requirements for the countries your operation flies to, through and from is top of the list.

“A close second is to lean on your resources. You can never have too much information,” Shelley said. “Make sure you have people in your corner – whether that’s an internal dispatcher, a service provider or trusted industry contacts. Know what you’re getting into before you go.”

From the flight planner’s perspective, Patnode believes to effectively operate, “you must go looking for potential problems.

“I’m an optimist by nature, but in this job, I’m a pessimist,” he quipped. “What’s going to bite me? What’s going to impact this trip? I want to solve it before it becomes a problem.” For new operators, it’s about identifying sources and having conversations, said Patnode. “Whether that’s a destination or your first Atlantic crossing, learn the gotchas, build confidence over time.”

Review NBAA resources on international operations at nbaa.org/intl.