A little more than a year after Hop-A-Jet Worldwide Jet Charter lost two pilots and a Bombardier Challenger 604 to an accident in Naples, Florida, president Barry Ellis shared the company’s story about the aftermath of the tragedy with attendees at the 2025 Air Charter Safety Foundation (ACSF) Safety Symposium. He also provided insight into some of the lessons learned about “planning for the unthinkable.”

Ellis caveated in his discussion on Tuesday, saying that he did not yet know the cause of the crash, nor did he want to suggest one. But what he hoped to convey was the importance of preparing for emergencies.

“In aviation, we routinely train for scenarios we pray will never happen,” he said. “We run emergency drills, we practice evacuations, we memorize procedures, all in the hope that those skills will never be needed. But the true purpose of that training isn’t just to prevent accidents, it’s to prepare us in case they do occur.”

Ellis added that if there was one thought he could leave with attendees, it is to “have a plan, train your people, assess your risks honestly and regularly. And remember when the unthinkable happens, you’re responsible to find not just recovery, but your legacy.”

Fort Lauderdale, Florida-based Hop-A-Jet continues to reflect on that plan. “We do so in memory of captain Ed Murphy and first officer Ian Hofmann,” the pilots lost in the Feb. 9, 2024 crash. “The best way we can honor them and all those that we’ve lost in our industry is to make sure that every organization here is better prepared—not just prepared to prevent tragedies but prepared to face them with clarity, strength, and purpose if they do occur.”

The Challenger 604, N823KD, crashed on the southbound lane of Interstate I-75 while on approach to Naples Airport (KAPF). A dual engine failure was reported by the crew.

Noting that this was the first time in a public setting that he’s told the company’s story, Ellis retraced the past year following the accident.

“Just over a year ago, our company experienced the unthinkable,” he started, telling attendees at the safety symposium, “Like many of you, we believed that because we were doing everything right, adhering to safety protocols, following best practices, and fostering a culture of safety, something like this couldn’t happen to us. But the reality is that no one is immune, no matter how strong your safety culture is.”

He noted that Hop-A-Jet was founded by Harvey Hop, “a man whose life was defined by aviation excellence.” He was a business aviation pioneer who logged more than 37,000 flight hours. He was a decorated Navy pilot with two combat tours in World War II, and he worked on groundbreaking flight systems at Collins Radio before joining Bill Lear’s aircraft sales team.

“When Harvey founded Hop-A-Jet, he carried with him the discipline, precision, and unwavering commitment to safety that defined his military career,” he said. That prevailed throughout the company.

Many of its employees have worked together for more than 25 years, Ellis noted. “This is not just a company, it’s a family. And when tragedy strikes a family, it affects every person. We grieve together; we struggled to comprehend what happened.”

But through that grief, the company has learned lessons that make it stronger and better prepared, he said.

The accident day began like any other at the charter operation, Ellis said. Nearly its entire fleet was flying across the country. While busy, that level of activity was not uncommon.

The team had gathered for its daily charter department meeting, reviewing operations, schedules, and potential challenges. They discussed being extra conservative in flights they accepted because it had been a busy month and there was no reason to push the limits. “That reflected our safety-first culture…In hindsight, those words carried a weight we could never have anticipated.”

As the day wore on, they continued to dispatch flights, track schedules, and check on crews. “The first indication that something was wrong came in the form of a phone call,” he recalled. “A fellow operator called with a vague question: ‘Is everything OK with 823 Kilo Delta?’”

Although the team had tracked the aircraft, the data feed had suddenly gone silent. While Hop-A-Jet dealt with minor in-flight emergencies, precautionary diversions, mechanical issues, and medical situations, “nothing could have prepared us for the reality that was about to [happen],” he said.

Company officials began to mobilize to try to learn what was happening. But they could sense this was not routine, a minor emergency, or standard diversion. “It was something far worse.”

They contacted the Naples Airport Authority for information and were asked by a somber person on the line whether they knew N823KD had made a crash landing on I-75. “As I heard this, a sickening feeling settled in the pit of my stomach. When the official communication came that we had lost our Challenger 604, we were in absolute disbelief, unable to comprehend that this had actually happened.”

They immediately focused on the well-being of everybody involved. “The uncertainty was agonizing. We were desperate for any information about their condition or whereabouts.”

Already, the media was reporting about the accident, but was not specific about survivors. “The unknown was terrifying. Every passing minute felt like an eternity.” Every report only added to the confusion and anxiety.

As the company searched for information, it got a small piece of hopeful news. Company executives learned that the flight attendant’s mother had spoken to her and that she and the passengers made it out safely.

“This discovery was a glimmer of relief in an otherwise dark moment,” Ellis said. However, “it came with a sobering realization. She could not confirm the status of our two pilots.”

The pilots were reported to both still be on board. While the company waited to discuss the situation with Naples officials, it watched the local news feed “and saw the tragedy unfolding live on the screen. The sight of the wreckage on I-75 made the situation painfully real, tightening the knot of fear and grief.”

Company crews in the air were about to receive the news, and families would soon receive the worst imaginable news.

“We knew that the hours and days ahead would be some of the hardest our company had ever faced. But in that moment, our priorities became clear—to ensure the families of our crew were notified with care and respect, maintain transparency in our communication with the authorities, and support our entire Hop-A-Jet family.”

Ellis described the pilots. Murphy, 50, had a career dedicated to his skill and passion. He began with the company in his 20s, initially in line service and even scrubbing hangar floors. “With over 10,500 flight hours, much of it in the Challenger series, Ed was a consummate professional respected for his precision, intellect, and unwavering commitment to safety,” Ellis said.

“In his final moments of the flight, Ed’s courage and quick thinking saved the lives of our cabin attendant, our passengers, and countless people on the ground. He died a hero doing what he loved.”

Hofmann, 65, had a 40-year aviation career with 25,000 flight hours across a wide range of aircraft, from Learjets to Boeing 747s. His journey in aviation began at 13 years old, working as a line service technician to fund his flying lessons. He joined Hop-A-Jet in the 1980s and embarked on a commercial airline career but ultimately returned to the charter.

“In his final moments, Ian remained calm and focused, communicating with air traffic control as he and Ed fought to save their aircraft.”

The hardest and most devastating duty the company faced in the immediate aftermath, Ellis continued, “was delivering the unimaginable news to the families of our fallen colleagues that their loved ones will not be coming home.”

Ellis said the weight of that remains with the Hop-A-Jet staff. “There’s something deeply wrenching about hearing stunned silence on the other end of the line” of one family and seeing the look in the eyes of the other. “[The] raw, profound grief is something I’ll carry with me forever.”

While grieving, the leadership team still needed to activate its emergency response plan (ERP). While it could never be fully prepared, having a structured plan with people who were trained made a difference in the first crucial hours.

The Hop-A-Jet team converted a conference room into a makeshift situation room, setting up whiteboards and dealing with nonstop telephone calls. Whether communicating with authorities, gathering documentation, managing logistics, or reaching out to families, the ERP team knew their roles.

“There were no rehearsals for this exact scenario, but the training culture of readiness we built at Hop-A-Jet enabled us to move quickly and with clarity.”

In the immediate aftermath of the accident, the FAA responded with inspectors from the local flight standards district office arriving onsite at the Hop-A-Jet base. “Their approach was not to conduct an interrogation, but to assist and guide us through the initial steps of response. Their presence was so quick after the incident, it was a testament to the collaborative relationship we had built with them over the years.”

By that time, the team had already gathered and inventoried all the necessary records of the accident aircraft, and the company was able to immediately provide transparency to the FAA, demonstrating a commitment to full compliance and cooperation from the beginning.

“It was through the FAA that we learned a difficult but important detail. Our flight crew had not suffered. In a moment filled with uncertainty and grief, that small bit of information, heartbreaking as it was, brought a sliver of solace, knowing their end had been mercifully quick,” Ellis said.

Upon seeing the response organization, an FAA official pulled Ellis aside and commended how rapidly it mobilized and was managing the situation, he noted. “Hearing that acknowledgement in the middle of a crisis affirmed our years of drills, training, and emphasis on safety.”

By that first night, Hop-A-Jet decided to dispatch its director of maintenance to be onsite at the crash as quickly as possible. At the scene, he worked with the NTSB team, FAA officials, local authorities, and the accident investigator from GE Aerospace, the manufacturer of the Challenger’s CF34 engines.

He was able to relay requests back to Hop-A-Jet and ensure the investigation parties received whatever date they needed. He was able to represent the company and return with information. But Ellis added, “In hindsight, we strongly recommend that any company facing a similar situation send at least two representatives, ideally one from operations and one from maintenance.”

He also said another key takeaway is the importance of establishing a strong working relationship with the NTSB. “Hop-A-Jet was honored to be treated as a partner in the investigation going forward rather than just a bystander. Our involvement did not end in the crash.”

It participated in follow-up visits to inspect the wreckage and also went to Massachusetts, where the engines were examined. “Each of these visits was part of the meticulous process of understanding what happened and why.”

The company had generated well over 1,500 pages of documentation between writing synopses, compiling reports, and answering a steady flow of emails and inquiries, he said. “[With] this immense effort, the entire leadership team must be prepared for an intensive, time-consuming involvement in the investigation.”

Reiterating that he was not meaning to suggest a definitive cause and that was under the purview of the NTSB, he did share some things Hop-A-Jet learned in its examination. He explained this detailed look as part of the company’s drive to focus “on learning everything we could to prevent anything like this from ever happening again.”

Following the accident, he continued, “One question consumed us: how could this have happened? Every member of our team was determined to find answers, not just for our own peace of mind, but to make sure nothing like this could ever happen again on our watch.”

Since Hop-A-Jet operated a Challenger fleet, it wondered whether there was an issue that could affect its other aircraft. “We needed to know as quickly as possible.”

Meanwhile, speculation was rampant, both in the aviation community and on the internet. While the company ignored wild conjecture, one theory caught its attention. This suggested a scenario where a pilot reaching across the cockpit could inadvertently unlatch the throttle safety switches on a Challenger 604 and potentially lead to an unintended engine shutdown.

The theory was new to Hop-A-Jet but highly specific. “If there was any truth to it, it represented a risk we needed to address immediately.” The company team led an internal investigation to determine what the auto-throttle system would do in that scenario. Could it cause the engines to shut down?

They simulated the scenario and discovered that such an event could play out. “The result was unsettling. This was a critical discovery.”

After confirming the result, it shared the findings with its Challenger crews and warned them to remain vigilant when reaching across the center console. And it also relayed the findings to the NTSB.

“In the end, it is our internal belief that this throttle latch scenario was not likely a factor in our accident,” he said. “However, discovering it was not a wasted effort—far from it. By identifying and communicating this potential issue, we may have prevented a future incident elsewhere.”

The company’s internal investigations made it apparent that the accident was not caused by any of the obvious factors they first considered. It appeared clear that pilot error was also likely not a contributing factor.

“We were left with more questions than answers about how a dual engine failure in a modern jet could have occurred,” he said. “Based on this uncertainty, we made a decision that was difficult, but in our view absolutely necessary. We grounded our entire Challenger 600-series fleet. This was not a decision that we took lightly. Grounding aircraft is a drastic measure for any aviation business.”

This means canceled flights and schedule upheavals with significant financial and operational impact. The company worked with GE for guidance as well. “If there was any clue to be found in the engines, we wanted to find it.”

It made its Challenger fleet available for a fleetwide inspection, and those aircraft became a testbed for a new GE service bulletin that “was a proactive measure to check for certain potential issues within the engine that could, in theory, relate to the kind of failure we experienced.”

“In the end, this decision [to ground the fleet] not only added a layer of assurance for us, but it also reinforced one of our core principles when it comes to safety, there’s no such thing as too cautious,” Ellis said.

He also noted that his work with crisis management firm Fireside Partners and its insurance underwriter Global Aerospace had paved the way with tools and preparedness in the years before the accident.

Ellis said the partnership with Fireside “in hindsight was one of the most important we’d ever made for our company. Fireside’s expertise helped us refine our ERP, conduct realistic drills, and improve our crisis communications plan. Their guidance and support were instrumental in helping us navigate one of the darkest times in our history.” Particularly helpful were the grief counseling services the firm provided. In aviation, he said, “There’s no checklist for grief.”

He said a key lesson is the importance of including a human care component, like grief counseling, in emergency plans.

As for Global Aerospace, from the beginning, the insurance firm provided guidance and concrete support to help the company navigate the turbulent weeks that followed the accident, including the short-term and long-term costs that could put an immense strain on even the healthiest of companies.

“Global Aerospace’s swift response and steady backing ensure that we can meet these challenges without hesitation. I'm deeply grateful for their support,” Ellis added.

One of its first steps after the immediate crisis was to proactively reach out to audit partners. “We knew that rumors and news would spread quickly, and we wanted to ensure that those who had vouched for our safety standards in the past heard directly from us about the incident. Transparency was key.”

This included explanations of all the steps involved, from paperwork to investigations. “These conversations were about more than just maintaining compliance or checking a box. They were about reinforcing who we are as a company. By engaging openly with the auditors, we demonstrated our commitment to learning from this tragedy.”

Many of Hop-A-Jet’s clients pay close attention to audit ratings and industry accreditations, he said. “We knew that if we didn’t actively manage the narrative and keep our partners in the loop, we risk speculation filling the void with inaccuracies.”

While in times of crisis, it’s natural to turn inward, “We learned that it’s equally important to look outward to communicate with the wider community that your business touches. This includes regulators, industry bodies, auditors, and customers. By doing so, you show resilience, accountability, and leadership.”

The company made it a priority early on to communicate openly and honestly with customers and industry partners. “We knew that they would have concerns and questions. We wanted to address them head-on. We didn’t speculate on what we didn’t know, and we assured them that we’re doing everything in our power to understand the cause of the accident and implement any necessary changes.”

While those were not easy calls to make, “I was humbled and heartened by the responses we received. The vast majority of our longtime customers and partners were incredibly supportive.”

Many reaffirmed their trust in the company. Some paused their services while awaiting the outcome of the final NTSB report, but some of those have since returned. “In some ways, going through this fire together made those relationships even stronger,” Ellis said. “Through this experience, one thing became abundantly clear. Trust is not earned just in the good times, but in how we handle the worst times.”