> ## Content Index > Fetch the complete content index at: https://www.acmiworld.com/llms.txt > Use this file to discover other available public pages before exploring further. # Jet Card Structure Explained - URL: https://www.acmiworld.com/jet-card-structure-explained/ - Published: 2026-08-07T21:20:21.000Z - Updated: 2026-09-29T20:44:22.000Z - Description: See an example of a jet card structure, from deposits and hourly rates to peak-day rules, expiry, aircraft access, and the clauses that protect your travel. - Author: ACMI World \`\`\`html ## Example of a Jet Card Structure: What Buyers Should Actually Review A jet card can look straightforward: prepay a block of flying time, then book private flights at an agreed rate. The commercial detail sits beneath that promise. For readers searching for an **example of a jet card structure**, the useful question is not simply what the hourly rate is. It is how the card treats aircraft availability, peak travel, minimums, taxes, unused funds and service failures. A well-written jet card agreement turns a broad access promise into measurable operating terms. That matters for corporate travel managers, family offices and frequent flyers whose schedules cannot accommodate last-minute uncertainty. It also helps distinguish a genuinely predictable programme from one that merely presents a fixed headline rate. ### A practical 25-hour example Consider a client purchasing a 25-hour midsize jet card for regular travel between New York, Chicago, Miami and the Caribbean. The programme could be structured around a prepaid commitment of **US$222,500**, based on a published occupied hourly rate of **US$8,900** for a midsize aircraft category. That figure should not be read as the final trip cost without further detail. The agreement should state whether the rate includes fuel, crew, standard catering, Wi-Fi, de-icing, overnight crew costs, airport handling, federal excise tax, international permits and applicable local taxes. Some cards bundle more of these elements than others. A lower hourly price may be less attractive if every operational variable is passed to the client. The example structure might guarantee access to aircraft such as a [Citation Latitude](https://www.acmiworld.com/review-cessna-citation-latitude-vale-a-pena/), Challenger 350 or comparable midsize type. “Comparable” needs definition. If cabin height, baggage capacity, range and passenger seating matter to the traveller, the programme should set out the substitute aircraft standard rather than relying on a broad category label. For this buyer, a 25-hour commitment may suit six to nine return trips a year, depending on routing and daily minimums. It would be less suitable for a traveller regularly flying transatlantic sectors, where a super-midsize or large-cabin aircraft category may be operationally necessary. 1 ### Deposit, payment and account value The agreement should specify the prepaid amount, payment deadline, currency and the point at which funds become available for booking. Most programmes debit an account after each completed flight, although cancellation charges may be deducted earlier where the contract permits. A commercially clear structure will also explain whether funds are held by the provider, placed in an escrow arrangement or paid directly to an operating entity. This is particularly relevant when evaluating newer brands or brokers using a network of third-party operators. Buyers should understand **who holds the money, who is contractually responsible for each flight and what happens to unused funds** if one of the parties involved becomes unable to perform. Provider structure example ### Fund custody matters as much as the hourly rate Fund custody and who is contractually responsible for each flight sit at the center of any serious jet card review. Magellan Jets is an asset-light private aviation solutions provider. It does not own or operate aircraft and therefore holds no fleet-utilisation interest that could shape a booking recommendation. Every flight is sourced from the **Magellan Jets Preferred Network**, comprising fewer than 100 vetted operators from roughly 3,000 licensed operators in the United States. Those operators carry between **US$100 million and US$300 million in liability insurance**. Client funds are segregated from operational accounts, never expire and remain protected until used for travel. For Private Clients weighing a multi-year commitment, that structural alignment matters because contract terms such as peak-day availability and category guarantees ultimately depend on the provider being able to perform them when demand becomes difficult. Refundability is another major distinction. Some cards offer a refundable deposit, sometimes subject to an administration charge and notice period. Others are wholly non-refundable but allow remaining credit to be transferred or used for another service. Neither approach is automatically better. A non-refundable card can work for a company with stable annual flight demand, while a family office with changing travel plans may place greater value on flexibility. 2 ### Hourly rate and flight-time calculation The rate basis must be explicit. In most jet card programmes, the quoted rate applies to occupied flight time — generally from wheels-up to wheels-down — rather than total aircraft duty time. Yet this does not eliminate the effect of minimums. A common provision is a 1.5- or 2-hour daily minimum for a midsize jet. If a client flies from London to Paris and returns the same day, the actual airborne time might be below the daily minimum. The account could therefore be charged for more time than the flight itself takes. The same issue can arise on short sectors such as New York to Washington, DC. The structure should also explain how taxi time is treated, whether a minimum applies separately to each leg and how diversions or weather-related rerouting are billed. For travellers whose schedules involve frequent short hops, these provisions can materially alter the effective cost per journey. 3 ### Aircraft category, interchange and mission fit A credible card structure states what the client is buying: a named aircraft type, a defined cabin class or access to a floating fleet. The more specific the commitment, the more valuable it may be to a traveller with consistent mission requirements. The trade-off is that specific aircraft guarantees can reduce flexibility or carry a higher rate. Interchange provisions deserve close attention. A midsize card may allow the client to book a light jet for a lower hourly debit or upgrade to a super-midsize aircraft at a published supplement. This can be useful where one trip involves three passengers and the next involves eight people with golf bags or several days of luggage. However, an interchange table should show the actual arithmetic. If a cardholder uses a larger aircraft, does the provider deduct hours at the larger category rate, apply a multiplier to the card balance or require a cash top-up? The answer affects whether a single-category card genuinely supports varied travel patterns. 4 ### Booking notice, peak days and availability The strongest operational test of a jet card is not an ordinary Tuesday in February. It is a Friday before a public holiday, the week of a major sporting event or the evening after a corporate meeting moves unexpectedly. The agreement should identify the standard booking lead time and the lead time required on peak days. For example, it may promise aircraft availability with 24 hours' notice on normal days and 96 hours' notice during designated peak periods. The peak calendar should be defined in advance rather than allowing restricted dates to be added at the provider's discretion. Availability wording also varies. “Subject to availability” offers less certainty than a contractual commitment to source an aircraft within the agreed category or provide an appropriate upgrade where the contracted category cannot be supplied. This is also where the structure of the provider matters. An asset-light programme depends on the quality, depth and geographic reach of its approved operator network rather than an owned fleet. The contract and the underlying sourcing capability therefore need to work together. 5 ### Cancellation, changes and no-show charges A jet card needs a cancellation schedule that reflects real operating commitments. Charges often increase as departure approaches because the aircraft may have been positioned, crew assigned or an operator committed. Assess the schedule against the way travel is actually arranged. A chief of staff booking meetings that often move by a day needs more flexible terms than a traveller flying fixed holiday dates. Check whether cancellation is measured from the original departure time or the revised itinerary, and whether a change of airport, passenger count or itinerary constitutes a cancellation and rebooking. International trips require additional care. Permits, handling and crew arrangements can create non-recoverable costs well before departure. A good contract separates these third-party expenses from the provider's own cancellation fee. 6 ### Expiry, replenishment and price protection Unused hours commonly expire after 12, 18 or 24 months. This can be reasonable where the provider is holding capacity or honouring a fixed rate, but the expiry period needs to match the buyer's forecast utilisation. A 25-hour card with a 12-month expiry is inefficient for a client whose annual need is closer to 12 hours. Other structures remove expiry risk. In the Magellan Jets structure described above, client funds **do not expire**, which becomes particularly relevant for Private Clients purchasing access over a multi-year period. Ask whether the hourly rate is fixed for the whole term, whether it can change at renewal and how fuel-related adjustments are handled. Fixed pricing offers budget certainty only if the list of excluded surcharges is controlled. For organisations with recurring demand, replenishment terms can be more important than the first purchase. A card that provides a transparent renewal mechanism, continued account credit and consistent availability standards may have greater value than a cheaper one-off offer. ## Four questions that expose the real economics **Where is the money?** Understand whether prepaid funds sit in operating accounts, segregated accounts or another custody arrangement. **Who performs the flight?** Identify the certificated operator and understand the provider's role in sourcing and arranging the aircraft. **What happens on a peak day?** Test the guarantee against the periods when aircraft supply becomes genuinely constrained. **What happens to unused value?** Check expiry, refundability, replenishment rules and the treatment of the account if travel demand changes. ## What this structure reveals about real cost The practical cost of a jet card is the combination of rate, chargeable time, fund protection and access reliability. A US$8,900 hourly figure looks different when a two-hour daily minimum applies, when a trip falls on a peak date or when a larger aircraft is needed because baggage volume exceeds the contracted cabin's capability. This is why jet cards sit between on-demand charter and a [dedicated lease](https://www.acmiworld.com/leasing-de-jato-privado-vale-a-pena/). They offer more pricing visibility and booking consistency than ad hoc charter without the long-term financial and operational commitment of controlling a specific aircraft. Before committing funds, model several real missions: a short domestic return, a Friday peak-day flight, a multi-stop itinerary and an international trip. Then review where the prepaid funds sit, whether they expire, who operates each flight and what happens when the requested aircraft category becomes difficult to source. The right card is not simply the one with the most attractive [advertised hourly rate](https://www.acmiworld.com/como-calcular-custo-por-hora-fretada/). It is the one whose structure remains workable when the travel schedule becomes difficult. \`\`\`