Air taxi maker Joby to buy helicopter ride-share business

Joby Aviation has agreed to acquire Blade Air Mobility’s helicopter ride-share business for up to US$125 million.

The deal includes the Blade brand and its passenger operations in the US and Europe, while Blade’s medical organ transport unit will remain independent.

Blade founder and CEO Rob Wiesenthal will continue to lead the business, which will become a wholly owned Joby subsidiary.

The acquisition gives Joby access to 12 terminals in major markets, including several in New York City.

Blade, founded in 2014, operates a digital booking network for helicopter rides but does not own aircraft. It flew over 50,000 passengers in 2024.

Joby plans to integrate its air taxi management software with Blade’s passenger service, as it prepares for commercial launches in Dubai and other global cities.

The deal includes US$35 million in contingent payments based on Blade meeting certain performance and retention milestones.

🔗 Source: TechCrunch

🧠 Food for thought

1️⃣ Aviation companies increasingly acquire infrastructure over aircraft

Joby’s acquisition highlights a growing trend where aviation companies prioritize operational capabilities and market access over physical assets.

The deal gives Joby immediate access to 12 premium terminals across key markets like JFK and Newark airports, along with established customer relationships with over 50,000 annual passengers—infrastructure that would take years to build independently.

This reflects other aviation acquisitions focused on capabilities rather than hardware, such as Metro Aviation’s 2019 purchase of Guardian Mobility for tracking and communication technologies to enhance safety operations1.

Blade’s value lies not in owning aircraft but in operating a digital network that connects passengers to helicopter services across high-demand routes like Manhattan to the Hamptons.

By acquiring this established marketplace, Joby bypasses the lengthy process of building customer trust and regulatory relationships in premium urban markets.

The $35 million performance holdback also indicates that Joby views the human capital and operational knowledge as equally valuable as the physical infrastructure.