What began in 1950 as an offshoot of the J.P. Stevens textile company evolved into one of the most respected MROs in the industry. Aviation was initially just a means to support textile business travel. But as other companies noticed the quality of work and service coming out of Greenville, a new purpose emerged. That was the birth of Stevens Aviation—and eventually, Stevens Aerospace.
“They realized some of their competitors were also using airplanes, and they could turn it into a retail business,” said Christian Sasfai, President. “That was the birth of Stevens Aviation.”
By the time Tom Foley purchased the business in 1989, Stevens had already earned a reputation as the place for King Air maintenance. And though the business landscape has changed—including the transition out of sales and FBO services—its foundational principles have held firm.
“I’ve bought and sold many businesses,” Foley shared. “But I’ve never sold Stevens. I think of it more like a child—you don’t sell your children. You can sell a car, a house. But not this.”
“We use the same tools as other service providers,” Sasfai said. “What sets us apart is the employees and the relationships they have with our customers.”
That culture of ownership and accountability has created a team with unusually long tenure—techs who have been on the floor for 20, 30, even 40+ years. When a customer brings their aircraft in, they often recognize the faces—and the values.
“When I came back after 15 years,” Sasfai recalled, “there were 25 employees I had worked with in the '90s who were still here.”
And that consistency shows in the customer experience. Clients know they’re not just numbers or invoice line items—they’re known, remembered, and respected.
Walk into Stevens, and you’ll feel it: this isn’t a transactional place. Customers are encouraged to step onto the hangar floor, shake hands with the people turning wrenches on their aircraft, and ask questions directly.
“Most companies don’t let customers on the floor,” said Foley. “We do. Because we know the most important relationship is between the person flying the plane—and the person with the wrench.”
That belief in access over ego has defined the Stevens experience. Whether you’re working with a technician, a sales rep, or the president, the goal is simple: make sure the customer feels known and cared for.
While Stevens is steeped in tradition, it has never been stuck in the past. The team has consistently evolved—strategically narrowing its focus to airframes and services where they can be true experts.
“We’ve learned to be the best at what we’re best at,” said Stearns. “We’re known for things like King Airs and Citations. That’s our wheelhouse, and we own it.”
That evolution includes a growing government contracts division, high-level avionics installations, and an interior design department that balances function and form. The business has adapted to the speed, tech, and expectations of modern aviation while staying grounded in its core values.
“We’ve adapted with the industry,” Sasfai explained. “But you don’t get to be 75 years old unless you’re doing something right.”
What’s been true since day one? The family feel.
Whether it was under the original Stevens family, or now under Foley’s ownership for nearly four decades, that independent, tight-knit culture persists.
“We’re not run by a financial institution four steps removed,” said Stearns. “We’re a stable place run like a family—with a heart.”
Stevens Aerospace didn’t get here by accident. It took grease. It took grit. And it took growth—strategic, intentional growth—at every stage.
The company’s legacy isn’t just one of airplanes, parts, or inspections. It’s one of trust, integrity, and relationships that span decades.
Because here, you're not just flying—you’re flying with family.