Last year was particularly special for Artemis as it was our quarter century anniversary – 25 years since Deborah and I took the leap and started Artemis from our spare bedroom with one computer and a fax machine.
Facilities
Our decision to open new hubs, one in Singapore and two in the US, is already paying dividends and we’re expecting a substantial increase in traffic as we head into the second half of the year.
In addition, we’re delighted to be opening a brand new logistics centre in West Sussex, which will really raise the bar in terms of the already exceptional operational support we provide.
The team
Nothing’s more important than the right people on the team – we’ve got that in spades.
We know that our reputation is only as good as the last time an Artemis supply arrived as expected. Maintaining and extending the pace we work at relies on constant attention on myriad considerations with complete dedication. Our sales and logistics teams keep numerous tasks under control as we go above and beyond for our loyal customers – some of whom have been with us since the beginning. We’re recruiting at the moment, so if you know someone who has what it takes have a look at our careers page.
Charity support
We’re looking forward to growing our relationship with The Air League and finding out how we can help to inspire the next generation of aviation professionals through the charity’s support.
The Air League is the UK’s leading aviation, aerospace and space charity, breaking down barriers into these industries through its scholarship and outreach programme and shaping future careers in the aviation industry.
Most recently, Deborah Scott – Co-founder and Chief Financial Officer of Artemis Aerospace – attended the Sustainable Skies Summit at Farnborough International where she was part of a panel judging entries for The Air League’s Sustainable Skies Challenge. You can find out more about how the teams got on and the winner here.
The current market
It’s always been a key consideration for us to ensure we’re in the best place to support our growing customer base through selective acquisition of key assets.
It’s currently a seller’s market in aircraft sales, where asset values are strong and clearly supported by the strength of demand for used serviceable material to balance the shortfall of new aircraft deliveries. However, 2025 still offers tempting opportunities for those armed with significant funds and an astute investment strategy, and we intend to make the most of it.
We have found in recent years that manufacturing supply chain issues are regularly the cause of significant problems. Those of us at the forefront of the industry are constantly having to find workarounds and solutions to sustain and develop our businesses.
Although supply chain issues may not be getting worse, they are certainly not getting better quickly, and there’s no doubt that our customers rely heavily on the determination that we bring to the mix to make things happen and solve their dilemmas.
Personally, I think that the aftermarket sector is a shining example of care and commitment to customers in aviation,
in contrast unfortunately to some other areas. I certainly feel that those of us competing in the aftermarket are also working alongside each other for the greater good of the industry and providing much-needed energy and ‘can do’ drive.
Per Ardua ad Astra, as they say in the Royal Air Force – through adversity to the stars!
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