The 2019 acquisition of JetSmarter by Vista Global Holdings (“Vista”), the parent company of VistaJet and XO, represented a tectonic shift in the way traditional aviation companies look at growth. For the Dubai-based private aviation conglomerate, the transaction provided access to digital capabilities that traditional operators had struggled to develop internally, while bringing Sergey Petrossov into Vista’s leadership to run the combined XO business as President, and also serve as Chief Growth & Digital Officer for Vista.
Vista Global’s acquisition strategy centered on a fundamental recognition: private aviation’s future competitive advantages would increasingly depend on technology platforms rather than aircraft ownership or operational scale alone. JetSmarter’s mobile booking system, real-time inventory management, and customer data analytics represented infrastructure investments that would require years and significant capital for Vista to replicate independently. The conglomerate needed these capabilities to compete as younger, tech-savvy customers entered the market with expectations shaped by the digital standards of commercial aviation.
Petrossov’s appointment to oversee technology initiatives across Vista’s entire portfolio—including VistaJet, XO, and other subsidiary brands—signaled the company’s commitment to systematic innovation rather than isolated platform improvements. His technology-first approach would influence aviation brands that had operated primarily through conventional charter models for decades, creating opportunities to modernize legacy operations while preserving established customer relationships.
Strategic Integration of Digital Platforms
Vista Global’s integration approach involved merging JetSmarter’s technology platform with XOJET’s operational infrastructure to create XO, reconciling fundamentally different business philosophies. This vertically integrated the technology, consumer distribution, operational infrastructure and dedicated aircraft assets—creating a juggernaut never been seen in private aviation. Where JetSmarter emphasized digital first products, like real-time charter booking, AI-driven dynamic pricing, and shared flights, , while XOJET focused on operating dedicated aircraft at high utilization via traditional charter service.
Sergey Petrossov led this merger, and ran the combined company of JetSmarter and XOJET, as XO’s President. During his tenure the business tippled in revenue and grew to be the largest on-demand private jet provider in the world. The XO platform consolidated aircraft scheduling, crew management, maintenance tracking, revenue management and customer booking into a unified technology infrastructure. This consolidation eliminated operational inefficiencies while providing customers with comprehensive service visibility across Vista’s portfolio. Petrossov’s team maintained JetSmarter’s ease of use advantages while incorporating operational infrastructure of a fleet and service customization required by corporate travel managers.
Technical challenges arose from merging platforms with different architectural foundations, necessitating significant engineering resources and meticulous change management. Petrossov managed this process while maintaining service availability for both existing member bases, ensuring business continuity throughout the integration timeline. The resulting hybrid service combined digital convenience with established fleet management capabilities, creating enterprise-level functionality suitable for Vista’s diverse clientele.
Corporate Innovation Within Established Aviation Infrastructure
Transitioning from startup founder to corporate innovation leader required Petrossov to adapt his entrepreneurial approach to Vista Global’s established organizational structure. Unlike JetSmarter’s rapid iteration cycles and direct customer feedback loops, Vista’s operations involved complex stakeholder management across multiple brands, international markets, and regulatory jurisdictions.
Vista’s portfolio approach enabled testing digital innovations across various customer segments before implementing them system-wide. VistaJet’s ultra-high-net-worth clientele provided opportunities to develop personalized service features, while XO’s broader market served as a platform for scaling consumer-facing technologies.
During Sergey’s leadership tenure, Vista 3x’d in revenue and profitability, and through his direct efforts also acquired half a dozen other companies. Integrating these companies was only possible due to the technology infrastructure Sergey and his team put in place.
Legacy Transformation and Industry Impact
Petrossov’s digital transformation initiatives at Vista Global established precedents for how traditional aviation companies, or any legacy business for that matter, could modernize operations without abandoning established customer relationships or operational expertise. Rather than disrupting legacy operators, the Vista integration model showed how established companies could acquire and integrate digital capabilities to enhance existing competitive advantages.
Vista’s approach influenced other companies to pursue similar technology acquisitions or internal development programs aimed at matching XO’s digital capabilities. The competitive response validated Petrossov’s thesis that technology platforms would become essential infrastructure for private aviation operators rather than optional enhancements to traditional service delivery.
The Observer reported Petrossov’s customer-focused philosophy, “It’s not about being a unicorn, it’s about providing value to a customer set,” which remained consistent throughout his transition from startup founder to corporate executive. This value-creation focus enabled him to maintain innovation priorities while adapting to Vista’s corporate environment and stakeholder requirements.
Sergey Petrossov’s role at Vista Global positioned him to influence the digital evolution of private aviation, extending beyond the immediate integration of JetSmarter’s technology. His oversight of XO, merger and acquisition activities, and digital growth initiatives across Vista’s portfolio created opportunities to develop next-generation features like predictive maintenance, machine learning-based revenue management, artificial intelligence-enhanced customer service, and automated flight operations planning.
The corporate platform also enabled larger-scale technology investments that individual operators couldn’t justify independently. Vista’s resources allowed advanced analytics capabilities, enhanced safety systems, and international connectivity features that required significant capital commitments. Current private aviation markets reflect the lasting impact of this digital transformation, with the XO platform’s features and service integration capabilities establishing industry standards that competitors continue to attempt to match.