GetJet Aviation Holdings, the Lithuanian aviation group best known to travelers through its ACMI and charter carrier GetJet Airlines, has unveiled a new identity as GetJet Group and mapped out an ambitious expansion drive that touches everything from fleet size and maintenance capacity to training and global partnerships.

The rebrand, announced on January 22, 2026, signals a shift from a loosely connected collection of aviation businesses to a vertically integrated group positioning itself as a nimble partner for airlines across Europe, the Middle East and beyond.

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The move to rebrand GetJet Aviation Holdings as GetJet Group is more than a cosmetic change. Executives describe the old structure as a largely legal construct under which several entities operated with their own brands and separate identities. As the business has grown in complexity and geographic reach, that fragmentation was increasingly at odds with the way the companies actually work together.

Under the new structure, GetJet becomes the unifying brand name covering a portfolio that includes Lithuania-based ACMI and charter specialist GetJet Airlines, its Maltese branch GetJet Airlines Malta, aviation asset management and maintenance provider Airhub Aviation, and training arm Airhub Training. The Maltese airline, previously operating as Airhub Airlines, is already undergoing a name transition to align with the group identity.

Management believes this integrated approach will make GetJet Group more recognizable in the marketplace and easier for partner airlines and financial backers to understand. The strategy is intended to support the company’s 2026 Growth Strategy, which focuses on efficiency, vertical integration and scale across a tightly coordinated group rather than a loose federation of brands.

Ambitious 2026 growth plan with 200 new jobs

Central to the rebrand is a far-reaching expansion program that will reshape GetJet Group’s footprint in the coming year. The company plans to create around 200 new positions across its entities in four countries, underpinning a ramp-up in flying activity and a larger maintenance operation.

The recruitment drive will span cockpit and cabin crews, engineering and maintenance specialists, operations staff and commercial roles. By adding staff across multiple jurisdictions, the group aims to support a busier flight schedule in peak summer and winter seasons while improving resilience during periods of intense demand for ACMI capacity.

The new wave of hiring follows a period of strong growth. The wider group generated revenue of just over 180 million euros in 2024, delivering a net profit in excess of 25 million euros, and management has signaled that it intends to reinvest much of that performance into technical capabilities, fleet growth and new business lines.

Fleet expansion timed to new contracts

Fleet growth is another key pillar of GetJet Group’s expansion blueprint. The company plans to add five aircraft to its fleet during the first half of 2026, with deliveries anticipated across the first and second quarters. Executives stress that these aircraft are linked to contracts and clients already in the pipeline rather than speculative capacity.

GetJet Airlines currently operates a narrowbody fleet made up of Airbus A320 and A321 aircraft alongside Boeing 737 Next Generation jets, serving a mix of charter customers and ACMI clients who lease aircraft complete with crew, maintenance and insurance. The additional aircraft will allow the airline to deepen existing partnerships and participate in larger seasonal programs, particularly in markets where demand for short- and medium-haul lift has outpaced local capacity.

The fleet investments are closely tied to GetJet Group’s financing strategy. Throughout 2025, the group worked on building what it describes as an appropriate investor base and financing structure to support asset management activities and broader growth. Discussions with potential funding partners are said to be at an advanced stage, with a more detailed announcement on capital plans expected in the coming months.

Building a Baltic maintenance powerhouse

Beyond adding aircraft, GetJet Group is betting heavily on maintenance, repair and overhaul capabilities. Through Airhub Aviation, the group already manages an MRO facility at Šiauliai International Airport in northern Lithuania, a joint civilian and military airfield that handles a significant cargo flow and offers room for specialized aviation infrastructure.

The Šiauliai hangar has capacity to handle multiple narrowbody aircraft at once or a mix of one widebody aircraft with smaller jets, allowing the group to service its own fleet and, increasingly, third-party operators. The facility has been ramping up recruitment of technicians and engineers, reflecting both internal needs and demand from airlines and lessors struggling with tight global MRO capacity.

In Vilnius, GetJet Airlines is moving ahead with a dedicated maintenance hangar project at the capital’s main international airport. The long-term land lease for the facility runs several decades, and total investment is estimated in the multi-million-euro range. The hangar is expected to break ground in the latter part of 2026, with initial maintenance operations planned later in the decade. Once operational, it will serve as a strategic engineering hub for the group and a key pillar of its push toward greater technical independence.

Global ACMI partnerships underpin growth

GetJet’s growth story has been built on ACMI and charter flying for larger airlines and tour operators, and the newly rebranded group is leaning on that model as it scales up. In recent years, GetJet Airlines has secured wet-lease contracts with leading European and Middle Eastern carriers, providing aircraft and crews that allow partners to increase capacity without committing to long-term fleet additions.

One notable recent step has been a seasonal agreement with Etihad Airways that will see GetJet aircraft based at Abu Dhabi’s Zayed International Airport for the 2025 and 2026 winter season. Two Airbus A320 family jets will operate regional flights on behalf of the Gulf carrier, strengthening GetJet’s presence in the Middle Eastern market and diversifying its traditionally European-focused client base.

The airline also maintains a robust portfolio of charter and ACMI customers, ranging from low-cost carriers and national airlines to major tour operators. Contracts over the past several years have included agreements with carriers in Southern and Eastern Europe and partnerships with Baltic tour operators serving leisure destinations such as Antalya, Hurghada, Sharm El Sheikh, Tenerife and various Greek islands. These relationships provide a foundation of recurring demand that supports the group’s fleet and staffing expansion plans.

Training and talent pipeline in focus

As it prepares to onboard 200 new employees and support a larger fleet, GetJet Group is also investing in training infrastructure. Through Airhub Training, the company operates training centers in Lithuania and Latvia that support pilots, cabin crew and maintenance personnel, with a view to supplying not only its own needs but also those of partner airlines and aviation organizations in the region.

The training units are integrated into the wider group strategy, ensuring that operational standards, safety procedures and customer service philosophies are aligned across all parts of the business. By developing crews and technicians in-house, GetJet aims to reduce reliance on external training providers and mitigate some of the human resource constraints that have challenged airlines and MROs globally since the pandemic.

For travelers, the emphasis on training is less visible than a new aircraft livery or an expanded route network, but it plays a tangible role in reliability and service quality. Group executives argue that the ability to scale up quickly, while maintaining consistent standards, is one of the elements that differentiate GetJet in the competitive ACMI market.

Competitive landscape and strategic positioning

The rebrand and expansion come at a time when demand for flexible flying capacity remains high, especially in Europe. Airlines have been cautious about adding long-term fleet commitments even as travel demand has rebounded, creating fertile ground for ACMI providers capable of stepping in with short- and medium-term lift solutions. At the same time, global MRO capacity remains tight, with long waiting lists for heavy checks at many established providers.

GetJet Group’s strategy seeks to straddle both of these trends. On one side, it remains a niche ACMI and charter specialist, focusing on reliability and quick deployment rather than scale for its own sake. On the other, it is building out maintenance and asset management offerings that can both support its fleet and generate standalone revenue streams. Management has been explicit that the group does not aim to compete directly with the largest European MRO houses but sees opportunity in offering focused, flexible solutions to lessors and smaller carriers.

For competitors, the emergence of a more integrated GetJet Group underscores how the ACMI segment is evolving from a set of small, opportunistic operators into more capitalized, diversified platforms. For partner airlines and tour operators, it offers another option at a time when ensuring aircraft availability and on-time performance remains a key challenge during peak travel seasons.

Implications for travelers and regional aviation

While the rebrand to GetJet Group is a behind-the-scenes change for most travelers, the expansion it enables may have a direct impact on flight availability and route options, particularly in secondary markets. As GetJet adds aircraft and secures new ACMI and charter contracts, passengers are likely to encounter its aircraft operating on behalf of familiar national and leisure carriers across Europe, the Middle East and North Africa.

For the Baltic region, the investment in maintenance facilities and training centers reinforces Lithuania’s role as a growing aviation hub. The Šiauliai MRO complex and the planned Vilnius hangar create high-skilled jobs and attract additional aviation activity, while the training centers contribute to a pipeline of pilots, engineers and cabin crew that can support not only GetJet Group but the wider European aviation ecosystem.

As 2026 progresses, the success of the strategy will be measured in on-time aircraft deliveries, the pace of recruitment, the execution of MRO projects and the group’s ability to secure and retain high-profile ACMI contracts. For now, the rebrand to GetJet Group marks a clear statement of intent from a mid-sized Baltic operator looking to play a bigger role in the post-pandemic reshaping of the airline industry.