Skybus: The tiny airline with a big job

What’s it like to run one of the UK’s smallest but most essential airlines? We sat down with Skybus Managing Director Jonathan Hinkles, who took us inside the challenges, quirks and triumphs of keeping a lifeline service airborne for the Isles of Scilly.

 

“Would you fancy coming to run Skybus for us?” That was the unexpected question put to Hinkles late last year. At the time, he had been advising the airline on its future strategy – now he was the one bringing it to life.

Jonathan wasn’t just stepping into a job; he was taking on a role vital to the Isles of Scilly. At the heart of this remote community lies an airline that serves around 2,000 full-time residents and a huge influx of summer tourists, connecting them to mainland England 28 miles away. This small but essential lifeline service has been running since 1984, funded by the Isles of Scilly Steamship Company, which has deep roots in the community.

The Steamship Company is undergoing a major transformation, building two new vessels to replace the one that has plied the route since 1977. This investment means Skybus must return to sustained profitability after several years of weak performance. Hinkles has been brought in to spearhead this effort, and he is confident the airline will achieve this crucial milestone.

Facing challenges head-on

Running an airline is never easy, and keeping the Isles of Scilly connected brings unique challenges. Weather is a constant test, and Skybus’ ability to operate in low visibility has been hit hard by the UK’s exit from the EGNOS navigation system. Restoring access, says Hinkles, would make a big difference for lifeline services.

Navigation isn’t the only obstacle. The island airport has been closed on Sundays since the 1960s, leaving Skybus with seven days of costs but only six to earn revenue. “It’s not lack of demand holding us back; I’m trying to ensure it is not lack of ambition either,” he shares.

Winter brings the toughest test. With the ferry out of service, Skybus becomes the islands’ only link. Freight and mail remain steady, but passenger demand drops sharply, often wiping out summer gains. To counter this, Skybus has secured a deal with Aurigny to provide stable year-round income. Seasonal pilot swaps, such as a recent posting to Montserrat, also help balance peaks and troughs.

For Hinkles, the mission is clear: keep the islands connected and make lifeline services sustainable. Achieving this starts with investing in the people who make it happen.

 

“It’s vital for everyone to understand how we’re doing and the part they have to play in enabling us to meet our goals”

 

Expanding the crew

With just over 60 staff, most of them home-grown, Skybus recently recruited seven new pilots to rebuild its crew after a period of dwindling resources. Turnover has been modest compared with the wider industry, but Hinkles saw an opportunity to build resilience by adjusting pilot notice periods to four months during the busy summer season and three months for the rest of the year.

“It properly reflects the time it takes to recruit and train a replacement pilot, and it helps protect our peak capacity,” he explains. Several of the new hires are already progressing towards the left-hand seat, a sign of the airline’s commitment to developing talent from within.

Not every role is so easily filled, however. With no local pool of engineering expertise, recruitment in this area remains particularly challenging. To bridge the gap, Skybus is turning to solutions such as remote support, short-term contracts and mentoring schemes, approaches designed to strengthen resilience while developing capability for the long term.

 

Turning strategy into action

To keep everyone aligned, Hinkles introduced a one-page ‘Flight Plan’. It’s a living to-do list that sets out the year’s priorities and keeps the team focused. “It’s vital for everyone to understand how we’re doing and the part they have to play in enabling us to meet our goals,” he says. He first saw the approach at Delta Air Lines and believes it works just as well for one of the world’s smallest carriers. “It’s also about discipline and accountability. If we’re off doing something that isn’t on the Flight Plan, anyone has the full right to stop and ask why,” he adds.

Midway through the year, more than half the Flight Plan milestones were already complete. These range from operational improvements to passenger-focused touches. One example: new dog panniers fitted in the Twin Otter cabins, serving the Isles of Scilly’s dog-loving market after Skybus successfully navigated regulatory hurdles.

Challenges remain, but Hinkles is confident Skybus can return to profitability and lay the foundations for another 40 years of success.