Stephen Mitchell, CAM, takes an unconventional approach to developing flight ops leaders. The senior director of aviation and chief pilot at Rheem Manufacturing hires for passion and work ethic – believing people can gain skills from any role.
More than once, Mitchell has recruited a young person with a private pilot certificate into a flight coordinator role, helped them earn commercial licenses, allowed them to build time in the right seat of a long-range jet and, over several years, moved them into leadership.
“That’s what we did with Joe and Brian,” said Mitchell, pointing to two copilots on Rheem’s Dassault Falcon Jets: Joseph Taylor and Brian Hearn. Each came to the operation as schedulers, with fewer than 300 flight hours.
“They really impressed me with their focus and enthusiasm,” said Mitchell. “By 2028, we’ll probably see them both as captains. The criteria will be as rigorous as their focus has been these last few years.”
Mitchell is a lifelong believer in what he calls “employee-centric management.” But it was Rheem’s long-term vision, when the company launched its flight operation in 2018 – plus a confluence of global events – that gave him the chance to test his concept of developing talent internally.
Aviation Startup
Founded more than 100 years ago, Rheem is a leading global manufacturer of heating, cooling, water heating and commercial refrigeration solutions. In 2018, building on the success of its energy-efficient systems, and aiming to increase market share, Rheem bought its first business aircraft.
The company acquired a Dassault Falcon 2000 and hired Mitchell with a plan to bring customers to manufacturing facilities across North America, to see Rheem’s latest innovations.
It worked. By 2024, Rheem was ready to add a second jet, a Falcon 8X, to grow its market overseas.
“The Rheem flight department has seen extraordinary growth in a short amount of time.”
Brian Hearn Assistant Chief Pilot, Rheem Manufacturing
“The Rheem flight department has seen extraordinary growth in a short amount of time,” said Hearn, who served as safety manager as well as first officer until 2025, when Mitchell encouraged him to take on more responsibility as assistant chief pilot. “We have come from a couple individuals to a team of 10, and now two airplanes, including one that primarily operates internationally.”
The 8X flew 210 hours in 2025, including 100 overseas. Rheem executives use the airplane to get in front of existing and potential customers and to oversee more than a dozen factories and facilities in the U.S., Canada and Mexico.
The Falcon 2000 is still the company’s workhorse, flying more than 500 hours annually to HVAC installers and distributors – mostly small business owners – who are Rheem’s customers.
“Rheem’s flight program enables us to connect with our customers in a meaningful and memorable way...”
Chris Peel President and CEO, Rheem Manufacturing
“We are passionate about providing unique customer experiences that build long-term relationships,” said Rheem President and CEO Chris Peel. “Rheem’s flight program enables us to connect with our customers in a meaningful and memorable way, giving them access to our people and factories while minimizing the impact to their businesses.”
Stephen Mitchell said his employees bring passion, new ideas and commitment to the business, as well as an SMS program emphasis on managing and mitigating risk.
Strategic Vision
When Mitchell was hired to start the flight operation, executives laid out a goal of flying coast-to-coast with 8–10 employees, and soon growing beyond that mission.
“I really embraced their strategic thinking at Rheem, their 10-year plan for the flight department,” said Mitchell. “They asked me where we should start. I said: First, we need a vigorous safety management system. Second, we need an outside auditor, with a standard to work toward.”
Mitchell built the flight operation around the International Standard for Business Aircraft Operations (IS-BAO). “It was simple, we were aiming to go overseas, it’s recognized throughout the world. We just had to do the work.”
“The CAM establishes your credibility. It’s a common language with other managers.”
Stephen Mitchell, CAM, Senior Director of Aviation / Chief Pilot, Rheem Manufacturing
Benchmarking to a standard also flowed from Mitchell’s philosophy of what leaders do: establish a common language for their teams. That also pointed to NBAA’s Certified Aviation Manager (CAM) credential.
“The CAM establishes your credibility. It’s a common language with other managers,” said Mitchell. “And when you’re speaking someone else’s language, that shows another level of commitment. It builds trust.”
Employees First
Justin Beason, CAM, director of maintenance, has been with Mitchell since that first year. He was eager to pursue the CAM credential for himself – and for the whole team. Beason earned his CAM in 2020, is working towards an MBA in finance and, 20 years into his maintenance career, plans to earn his multi-engine commercial pilot license by the end of 2026.
“I brought the CAM certification to him and said: I want everybody in this department to be the best at what they do, to be well-rounded.”
Justin Beason, CAM Director of Maintenance, Rheem Manufacturing
“When Stephen came in, he put an emphasis on employees first. That was new to me from previous jobs,” said Beason. “I brought the CAM certification to him and said: I want everybody in this department to be the best at what they do, to be well-rounded. And the company bought into it. They see that investing in younger people, in training, is building the culture.”
Related link: Learn more about NBAA’s Certified Aviation Manager Program.
By 2020, Mitchell and Beason had all the pieces in place. The CAM program, IS-BAO registration, the company’s support for a 10-year plan targeting growth, and they had hired Taylor as a flight coordinator. Then COVID hit.
Beason went to Mitchell, suggesting they use the downtime to train their growing team, starting with Taylor.
“Justin noticed that Joe wanted to do more. He had maybe 30 or 40 hours, but flying was his dream,” Mitchell recalled. “So, during COVID, we were able to send Joe to school and dedicate his time to learning how to fly. Rheem backed that.”
First officers Brian Hearn and Joseph Taylor each started as flight coordinators. Their training was a major personal commitment, matched by the company’s investment in them.
Not for the Faint of Heart
Taylor became a first officer by 2022, and Hearn was hired as a scheduler to fill the open position in flight coordination. Rheem supported the internal approach again, with Hearn, who had grown up going to air shows and shared a love of flying.
To start training low-time first officers, Mitchell had to go beyond the company leadership.
“I had to go to the insurance company, to the underwriter, and explain how, if we had a good program, and oversaw it properly, and had an outside auditor, we would enhance safety, and see it pay back over time,” Mitchell said.
Rheem’s plans aligned with Mitchell’s long-term thinking. “The commitment from our team and from the company was huge. They saw the future.”
Hearn and Taylor did enhance safety. Hearn now oversees training as assistant chief pilot, and Taylor led a focus on proactively managing fatigue.
Rheem Flight Coordinator Kim Baxter doesn’t aspire to fly, but she does have big ambitions. She’s pursuing an FAA dispatcher’s license – with the company’s support.
“It’s nice to work somewhere that encourages growth,” said Baxter. “If you’re given the opportunity to continue your education, take it. It may be extremely difficult at times, but it’s about looking ahead at your own career.”
It’s a culture where team members can follow their passion, unlock new abilities and contribute at a high level. “It’s more than sending them to a course. You brief and debrief every flight with them,” said Mitchell. “It’s not for the faint of heart, but it’s worth it. Every time you train someone, you re-indoctrinate them into your philosophy.”
Scheduling for Customers and Efficiency
Rheem Manufacturing’s two Dassault Falcon jets cover different footprints, but both are often away from base for a week at a time.
“The Falcon 2000 may be carrying a group of our customers to a facilities tour, while the 8X is flying our C-suite leaders to meet with employees for a town hall,” explained Flight Coordinator Kim Baxter. “Rheem has about a dozen locations across North America, and we visit them frequently.”
The Falcon 2000 missions often take it to small towns. Baxter remembers one flight into a community with no rental cars – she had to make other arrangements for the customers and crew.
“Right now, our biggest challenge is lining up the trips so they make logistical sense by region, while also balancing the customer’s needs,” she said.
To maximize cost-efficiency, the 2000 will do several customer visits back-to-back. Baxter works behind the scenes, asking divisions within Rheem if they can use the aircraft while it is in their region.
With Rheem’s focus on international growth, the 8X flies overseas about half the time.
The maintenance team includes a program manager on each aircraft, but they are cross-trained and back each other up. On weeklong swings, one will often travel with the aircraft as a flight tech, for added assurance.
Snapshot
Aircraft: One Dassault Falcon 8X, one Falcon 2000
Base: Headquartered near Atlanta
Personnel: Five pilots, three maintenance technicians, one facilities manager and one flight coordinator
International Business Aviation Council Ltd.
