In the polished world of private aviation, few names carry the weight of Thomas Flohr. The founder and chairman of VistaJet has done more than build a global fleet of identical silver and red jets, he has reshaped what it means to fly privately. With Monaco as both a strategic hub and a personal home, Flohr’s influence stretches across continents, skyways, and boardrooms. He didn’t just create a brand; he created a new way of thinking.

“Chartering planes used to be very transactional,” Flohr told Monaco Life’s Editor-in-Chief Cassandra Tanti in an exclusive interview. “But our clients expect more.” And he delivered just that – years ahead of his time. Flohr introduced a subscription-based model that changed the game. “You simply tell us how many hours you want to fly, we guarantee availability 365 days a year, and you guarantee to pay us. It’s that straightforward.”

But beneath that clarity lies decades of hard-earned business instinct.

A visionary career built on bold decisions

Flohr’s story begins in Switzerland, where he was born in St. Moritz. After studying business and political science at Ludwig Maximilian University of Munich, he began his career at Comdisco, a Chicago-based technology and leasing firm. Within a few years, he had risen to become the company’s European president and later headed its worldwide asset finance division.

In the early 2000s, when Comdisco’s European arm faced liquidation, Flohr saw opportunity where others saw risk. Through his Swiss-based investment vehicle, Comprendium, he acquired the European operations. That bold move laid the financial foundation for VistaJet. It also revealed what would become a defining trait: Flohr’s ability to read markets not just as they are—but as they will be.

Floating fleet and flawless experience: the VistaJet difference

“The idea was always to simplify what had historically been a very fragmented, unpredictable industry,” he said. “Our clients live their lives with a strong sense of quality and consistency. The subscription model aligned with how they make decisions.”

And it wasn’t just the pricing structure that set VistaJet apart. Flohr fundamentally reimagined the operational model. “Why should an airplane have a home base?” he asked. “It’s not a piece of real estate. Planes should be where the clients are.” VistaJet’s aircraft “float” from one region to another based on demand, with maintenance handled across 40 global hubs and crew changes arranged at the last aircraft location.

That flexibility has proven invaluable, especially during high-traffic seasons along the Côte d’Azur. “When demand spikes in one region – say, Europe in the summer – our fleet naturally concentrates there because many of our American and Asian clients are also in Europe at that time,” he explained. “If you sign with a regional provider, you won’t get that same flexibility, and that’s a major issue.”

In a sector dominated by ownership, Thomas Flohr saw another weakness: the lack of consistency. With over 24,000 underutilised corporate jets operating worldwide, each offers a different onboard experience. “Think of it like walking into a Hermès store – whether you’re in Monte Carlo, Abu Dhabi, or Tokyo, the experience is identical. That’s what our clientele is used to,” he said. “So I insisted that every VistaJet aircraft be identical inside, down to the smallest details.”

Initially, even manufacturers pushed back, unaccustomed to such strict customisation at scale. But Flohr was relentless. “Our clients expect a consistent, luxurious, seamless experience – not just from A to B, but across the entire journey,” he said.

Monaco: business, lifestyle and legacy

That same consistency defines VistaJet’s footprint in Monaco. “Up to 75–80% of the flights to and from Nice are business-related, which aligns perfectly with our model and the type of clients we serve,” Flohr said. From global business leaders to high-profile families, VistaJet has become the aircraft of choice for those who move fluidly between meetings, megayachts, and social galas.

“Monaco has a deep sense of tradition while being incredibly forward-looking. That balance is rare,” he added. “The leadership here has created an environment where stability meets innovation, and that’s incredibly attractive – not just personally, but for our business.”

Monaco is also home to one of VistaJet’s most celebrated traditions: Vista House at the Monaco Grand Prix. “It has become a place where our community gathers – clients, friends, partners,” Flohr said. “It reflects the same level of hospitality and attention to detail we offer onboard.”

The VistaJet lifestyle extends far beyond the aircraft. Clients are offered everything from exclusive culinary partnerships, like those with multi-Michelin starred Chef Mauro Colagreco and Monaco’s beloved Beefbar, to curated in-flight experiences. “If they want Michelin-starred dining from a chef like Mauro Colagreco, they’ll get it. If they want something more relaxed, like Beefbar, we make that happen too. It’s about elevating the travel experience without adding hassle.”

And when clients need backup, whether for maintenance, scheduling conflicts, or spontaneous trips, VistaJet delivers. “Supplemental lift is something we’ve become very strong in,” he said. “Owners might have one plane, but they need backup when it’s down. We fill that gap, seamlessly.”

Such adaptability proved critical during Covid-19. As competitors paused or downsized, Flohr made the call to retain all VistaJet staff and double down on expansion. “From 2019 to 2024, we tripled the fleet and dramatically improved financial performance,” he said. “By fall 2020, we were already back to pre-Covid numbers.”

That growth included the world’s largest fleet of Bombardier Global 7500 jets – 18 in total – all of which are set to be upgraded to the next-generation Global 8000s by 2026. “At the top end, it’s about non-stop range and arriving in remote locations feeling refreshed,” he said. “We’re ready for the future.”

Sustainability, philanthropy, and future-ready aviation

A future that Flohr is determined to make sustainable. “VistaJet became carbon neutral in 2025, a goal set years prior and“every flight is now offset,” he shared. “But it wasn’t just about money, it involved significant client education and engagement.” The company has purchased more than 4.2 million gallons of sustainable aviation fuel (SAF) and publishes annual environmental impact reports. “That transparency is important to us,” Flohr said. “We want to lead the change.”

That sense of leadership also guides VistaJet’s partnerships, especially in Monaco. The company works closely with the Princess Grace and Princess Charlene Foundations, aligning philanthropy with its global platform. “We’re very selective with our partnerships,” Flohr said. “It’s not just about visibility, it’s about alignment with our values. Supporting them reflects who we are.”

On the racetrack, VistaJet’s relationship with Ferrari and Charles Leclerc also continues to deepen. “Charles represents Monaco and embodies the same values we do: excellence, discipline, and authenticity,” Flohr said. “I was overjoyed when he won the Monaco Grand Prix last year. It was well deserved.”

So what’s next?

“Our entire Global 7500 fleet will be upgraded to Global 8000s by 2026,” Flohr confirmed. “And personally, I just want to say how much we feel at home in Monaco. I spend a lot of time here, and it’s a fantastic place to live, meet people, and do business.”

From the Swiss Alps to Monte-Carlo, from tech leasing to silver jets sweeping the Côte d’Azur, Thomas Flohr has built a business empire on vision, precision, and nerve. He hasn’t just conquered an industry — he’s rewritten its playbook.

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All photos courtesy VistaJet