Volato (SOAR) 8-K Departure of Directors or Certain Officers

Exhibit 99.1

 ®  ENJOY FLYING MORE  INVESTOR PRESENTATION APRIL 2024  NYSE:SOAR 

 Disclaimer  2  Disclosure Regarding Forward-Looking Statements  Some statements in this Presentation may be considered “forward-looking statements” for purposes of the Federal securities laws. Forward-looking statements generally relate to management’s current expectations, hopes, beliefs, intentions, strategies, or projections about future events or future financial or operating performance. For example, statements regarding anticipated growth in the industry in which Volato operates and anticipated growth in the demand for Volato’s services, and projections of Volato’s future financial results or other metrics are forward-looking statements. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” project,” “should,” “would,” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements are subject to risks, uncertainties, and other factors which could cause actual results to differ materially from those expressed or implied by the forward-looking statements. You should not rely on these forward-looking statements as predictions of future events.  Forward-looking statements are based upon estimates and assumptions that, while considered reasonable by management, are inherently uncertain. Factors that may cause actual result to differ from current expectations include, but are not limited to: changes to existing applicable laws or regulations; the possibility that Volato may be adversely affected by economic, business, or competitive factors; Volato’s estimates of expenses and profitability; the evolution of the markets in which Volato competes and Volato’s ability to enter new markets effectively; the ability of Volato to implement its strategic initiatives and continue to innovate its existing services; the impact of government and other responses to public health crisis such as pandemics on Volato’s business; and other risks and uncertainties set forth in the section entitled “Risk Factors” and Cautionary Note Regarding Forward-Looking Statements in Volato’s Annual Report on Form 10-K for the year ended December 31, 2023 and those risk factors set forth in subsequent filings Volato may make from time-to-time with the Securities and Exchange Commission (SEC).  Volato cautions that the foregoing list of factors is not exclusive. Nothing in this Presentation should be regarded as a representation by any person that the forward-looking statements set forth herein will be achieved or that any of the contemplated results of the forward-looking statements will be achieved. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. Volato does not undertake any duty to update these forward-looking statements.  Financial Information; Non-GAAP Financial Measures  This Presentation includes unaudited financial information, which is subject to further review and adjustment, and may differ from the financial information that will be subsequently filed in a periodic report by Volato with the SEC. As a result, the historic financial information contained in this Presentation and any estimates or projections relying on this financial information may change and constitutes forward-looking information.  The Presentation also includes certain financial measures not presented in accordance with generally accepted accounting principles (“GAAP”) and other metrics derived therefrom. The non- GAAP financial measures are not measures of financial performance in accordance with GAAP and may exclude items that are significant in understanding and assessing Volato’s financial results. Therefore, these measures should not be considered in isolation or as an alternative to net income, cash flows from operations, or other measures of profitability, liquidity, or performance under GAAP. Volato’s presentation of these measures may not be comparable to similarly titled measures used by other companies. Volato believes that the use of these non- GAAP financial measures are subject to inherent limitations as they reflect the exercise of business judgments by management about which items of income and expense are included or excluded in determining these non-GAAP financial measures. 

 Disclaimer (Cont’d)  2  This Presentation also includes certain projections of non-GAAP financial measures. Due to the high variability and difficulty in making accurate forecasts and projections of financial information, together with the fact that some information may be excluded because it is not ascertainable or accessible, Volato is unable to quantify certain amounts that would be required to be included in the most directly comparable GAAP financial measures without unreasonable effort. Consequently, no disclosure of estimated comparable GAAP measures is included and no reconciliation of the forward-looking non-GAAP financial measures is included.  Use of Projections  This Presentation contains financial forecasts for Volato with respect to certain financial results of Volato. Volato’s independent auditor has not audited, studied, reviewed, compiled, or performed any procedures with respect to the projections for the purpose of their inclusion in this Presentation. Accordingly, they did not express an opinion or provide any other form of assurance with respect thereto for the purpose of this Presentation. These projections are forward-looking statements and should not be relied upon as being necessarily indicative of future results. In this Presentation, certain of the above-mentioned projected information has been provided for purposes of providing comparisons with historical data. The assumptions and estimates underlying the prospective financial information are inherently uncertain and are subject to a wide variety of significant business, economic, and competitive risks and uncertainties that could cause actual results to differ materially from those contained in the prospective financial information. Accordingly, there can be no assurance that the prospective results are indicative of the future performance of Volato or the actual results will not differ materially from those presented in the prospective financial information. Inclusion of the prospective financial information in this Presentation should not be regarded as a representation by any person that the results contained in the prospective financial information will be achieved.  Industry and Market Data  In this Presentation, Volato relies on and refers to certain information and statistics obtained from third-party sources which it believes to be reliable. Volato has not independently verified the accuracy or completeness of any third-party information.  Trademarks  This Presentation may contain trademarks, service marks, trade names, and copyrights of other companies, which are the property of their respective owners. Solely for convenience, the  trademarks, service marks, trade names, and copyrights referred to in this Presentation may be listed without the trademark, service mark, or copyright symbols, but and Volato will assert the rights of the applicable owners to these trademarks, service marks, trade names, and copyrights to the fullest extent under applicable law. 

 Table of Contents  Company Overview  Business Model  Volato Fleet  Financials  2 

 COMPANY OVERVIEW 

 Fly Better, Fly Smarter, Fly Volato  Volato brings the benefits of whole aircraft ownership to the fractional customer, providing Volato residual fleet availability which is filled through a unique suite of products and innovative software.  6 

 Business Model: Highly Scalable and Cash-Generative Business Model  Volato secures fleet aircraft orders from top-tier OEMs, which are then sold, often prior to delivery, through fractionalizing. Subsequently, the company operates these aircraft on 5-year contracts, aiming to maximize their utilization and profit potential.  Operates largest floating fleet of HondaJets and has secured app. 35% of HondaJet production through 2026 in a tight supply market.  Incentivized underutilization by fractional owners provides excess availability1 at a favorable market financing rate.  Utilizing a commercial multi-product strategy this excess availability is filled with higher margin non-owner usage.  7  Notes:  1. Excess availability is is the aircraft availability provided to the operator that is in excess of the industry standard for a fractional owner share. Volato benefits from excess availability of ~70% compared to the traditional industry average of 5-10%. 

 Competitive Landscape: Innovative Model Sets Volato Apart  Volato offers a superior lower-risk, higher-return strategy by combining the strengths of existing models.  8  Low Risk – Aircraft paid for by fractional customers and they provide the vast majority of flight demand.  Low Margin - Owners fly at lower preferred usage rates.  Low Return – Requires additional scale.  High Risk – Capital intensive, aircraft on balance sheet.  High Margin – Able to charge more for service to non-owner fliers.  Return can be High – With near perfect execution.  Low Risk– Aircraft paid for by fractional customers in an asset light business model.  High Margin– Flight operation margins are higher due to non-owner fliers filling excess availability, lifting overall margin.  High Return – Contribution from both fractional sales and ongoing flight operations.  TRADITIONAL FRACTIONAL  OTHER MODELS 

 Volato by the Numbers  Notes:  Full fleet, including fractional, managed and leased aircraft under operational control, and managed-only fleet.  22 HondaJets & 4 Gulfstream G280s. For further detail regarding our delivery expectations, please refer to slide 35.  26  Aircraft on Firm Order2  31  Aircraft Currently in Fleet1  88  Net Promoter Score4  6th  Largest US Light Jet Operator3  Notes (continued):  Source ARGUS. By flight hours, Q4 2023  Q4 2023 Net Promoter Score  9 

 10  Shifts in Work/Life Balance  Flight and travel purpose patterns have permanently changed  COVID-19 introduced private aviation to new customers  Capacity Constraints  Significant OEM backlogs for new deliveries  Low inventory of aircraft on the secondary market  Growth in the Experience Economy  Growing shift in spend on services such as travel and restaurants and away from goods  Emerging business models offering different/lower entry points to meet new needs  Private Aviation: A Large and Fast-Growing Market with Favorable Tailwinds  $29.0B  2022 Global Business Jet Market  4.1%  Global Business Jet Market CAGR 2022-2029  Key Drivers Fueling Growth in Private Aviation  Source: Fortune Business Insights, Axios, JetNetIQ, Global Jet Capital, Statista, Bureau of Labor Statistics.  Rising Disposable Incomes  Growing number of high-net-worth individuals is expanding potential customer base 

 Rapidly Capturing Market Share in the Proven Fractional Market Segment  Source: SherpaReport. Notes:  Year founded included in parentheses.  Jet It stopped operations effective May 16, 2023.  2023 Fractional Operator Market Share (by flight hours)1  Opportunity for Volato to become one of the largest operators offering aircraft ownership in the highly fragmented, wider private aviation market. In 2023 Volato more than doubled its market share of the Light Jet Market segment.  Total Industry Light Jet Market Share (by flight hours)  Q1 2022  Q2 2022  Q3 2022  Q4 2022  Q1 2023  Q2 2023  Q3 2023  Q4 2023  0.7%  0.9%  1.1%  1.3%  1.7%  2.5%  2.5%  2.9%  11 

 Operational team of seasoned industry professionals with deep industry experience  Led by an entrepreneurial team and a commercial team with prior industry experience  Matt Liotta  Mark Heinen  Nicholas Cooper CFA  SteveDrucker  KeithRabin  Gary Waldman  Brian Coulter  Co-founder&CEO  CFO  Co-founder &CCO  CTO  President  EVP, Fleet Performance  EVP, Operations  Leadership: A Proven Management Team with Complementary Experience  Leading a diverse team of 240+ full-time employees including a strong pilot cohort with low attrition.  12 

 Chris Burger - Chris Burger is a proven senior executive, C-level advisor, and Board member with extensive experience leading global organizations through critical business and technology transformation initiatives. Chris has direct international management experience spanning five continents and currently serves as President & CEO of Transform with a mission to help clients and team members achieve their greatest potential and fulfillment. Notable Transform Aviation clients include, among others, Delta Air Lines, FedEx, United Airlines, and USAF Air Mobility Command. Earlier in his career, Chris held roles of increasing responsibility at GE and Motorola across digitization, acquisition integration, program and project management, strategic programs, global business planning and competitive intelligence. Chris holds a Bachelor of Business Administration degree with a Marketing Distinction Certificate from Emory University’s Roberto C. Goizueta Business School.  Mike Nichols, CAE, CAM, IOM (Lead Independent Director) – CEO of the Piper M-Class Owners & Pilots Association (MMOPA). In September 2021, Mr. Nichols founded Flieger Strategies, LLC, an aviation and business strategy consultancy, where he continues to serve as President. Previously, Mr. Nichols was a senior executive with the National Business Aviation Association (NBAA), where he served in several executive roles over the course of an 18-year tenure from 2003 to 2021, most recently as its Vice President of Strategy & Innovation. He continues to serve as a director on the NBAA’s Certified Aviation Manager Governing Board. In addition to a Bachelor of Science in Business Administration from Kutztown University of Pennsylvania, Mr. Nichols has earned Certified Aviation Manager (CAM), Certified Association Executive (CAE) and Institute for Organizational Management (IOM) credentials.  Corporate Governance: Strong Independent Board Members  Experienced Board with significant aviation industry experience.  Fred A. Colen - is an experienced public company executive and director. He has served as Chairman of the Board of Xeltis AG, an international medical device company, since 2023. Since 2017, Mr. Colen has served on the Board of Directors of Onward Medical (Euronext: ONWD). From January 2018 to April 2023, he served as the President and Chief Executive Officer of Neovasc Inc. (NASDAQ: NVCN). Prior to joining Neovasc Inc., Mr. Colen served as the President and Chief Executive Officer at BeneChill, Inc., a medical device company in San Diego, California, from 2011 to 2016. Before joining BeneChill, Inc., Mr. Colen served in various capacities at Boston Scientific (NYSE: BSX) from 1999 to 2010. Mr. Colen holds a Master of Electrical Engineering with a specialization in Biomedical Engineering from the University of Aachen in Germany. Mr. Colen is qualified to serve on the Board because of his significant public company board and managerial experience.  12 

 A Focus on Safety and Sustainability  Founded in 2021, Volato is unencumbered by legacy baggage and can lead the industry with a modern approach to business.  Volato has a longstanding focus on safety and has been awarded the industry's highest safety ratings; IS-BAO Stage 3 and ARGUS Platinum.  Operating the most efficient aircraft in its class, Volato is proud that all HondaJet flight operations are also intended to offset emissions through participation in 4Air’s offset program.  Volato has a diverse and inclusive team1:  25 % veteran  22% female  18% BIPOC  14  Notes:  1. As at 17 January 2024 

 Notes:  1. Non-GAAP management-adjusted deconsolidated financials, including full sales price of all fractional aircraft. Pro-forma for full-year of Gulf Coast Aviation, acquired in March 2022.  Jan-2021  •  is  incorporated  Mar-2021  Initial HondaJet fleet order placed  Aug-2021  Mar-2022  West Coast expansion  Acquisition of Gulf Coast Aviation  Placed order for 4 Gulfstream G280s  First HondaJet delivery  Fractional program launch  Oct-2021  1st Part 135 Charter Flight  Aug-2022  Volato Stretch Jet Card launch  Jan-2023  Dec-2022  LOI for an additional 23 HondaJets  Achieved $103M revenue1  Automated dynamic pricing tool launch  Mar-2023  Volato Insider Program launch  Key Company Milestones  Q3-2023  Software strategy: Vaunt Launch  15  Dec-2023  NYSE public listing  24 HondaJets in floating fleet.  Strong execution has delivered significant milestones. 

 Notes:  1. NPS (Net Promoter Score) is sourced internally from Volato, based on customer surveys conducted post-flight. Surveys commenced from Q1 2023.  Consistently High Customer Satisfaction  NPS By Quarter  Q1 2023  Q2 2023  Q3 2023  Q4 2023  86  89  90  88  Volato’s ongoing commitment to customer satisfaction drove a Net Promoter Score (NPS) of 86 or better throughout 2023, a score above 80 is considered world class.  This high level of customer service was maintained despite the high growth experienced by the Company during the same period, as the fleet grew by 50% and market share expanded by over 233%.  “Wonderful team. Wonderful crew. Couldn’t have been an easier way to fly - drive right up to the plane, they load you up and away you go. Thank you all”  “I already have recommended Volato to friends and will gladly continue to. The crew we had on our flight today was excellent.”  “Great service, always timely,. planes are clean and well appointed, efficient and professional team as pilots and concierge. Thus far very happy and very professional!!”  “Absolutely exceptional service every single time. Thank you for taking care of us and making travel so simple, smooth and fun! Forever grateful for this company.”  Customer Testimonials…  “Pilots were extremely professional, and the plane was immaculate. Safety first with an on-time departure and arrival. A cost-effective, wonderful experience.”  “This is a fantastic way to travel for short jaunts and more efficient to fly the HondaJet vs a Citation/light jet just for the two of us!”  16 

 BUSINESS MODEL 

 Core  Floating Fleet  Part 135 Charter Operation  Business Model: Focused on Fleet Growth & Maximizing Utilization  Volato’s business model secures excess fleet availability at below market levels of financing and fills the availability with higher yielding 3rd party usage sourced via a robust commercial strategy focused on maximizing contribution and profitability.  1  2  BUILDING FLEET & AVAILABILITY   Building and controlling a substantial fleet through an innovative business model at an attractive cost of financing.   Comprised of fractional and leased aircraft in select aircraft types per cabin class.  Volato’s Fractional Program  5-year contracted recurring revenue.   Unique revenue share business model creates alignment of interest for high utilization.   Resulting in fractional owners being incentivized to underutilize their share - generating excess fleet availability.  Guaranteed aircraft availability.  Complimented by Leased Aircraft   In a tight aircraft supply market, leased aircraft provide excess availability with covered fixed costs.   Not obligated to fly, so additional aircraft are available to Volato at a variable cost.  MAXIMIZING FLEET UTILIZATION  Volato operates a robust commercial  strategy to fill the excess fleet availability with higher contribution non- owner flight usage. Increasing the blended achieved yield from flight operations.   Targeting different customer segments through a product suite of programs including Volato Go!, Volato Insider Deposit Program, and ad-hoc charter.   All non-Guaranteed Availability products. Reducing operational stress and minimizing off-fleeting.   Utilizes proprietary software to implement dynamic pricing to drive demand and fleet positioning.  Proprietary Software  Driving Margin Expansion through  Increasing Productivity & Efficiency  3  18 

 Volato's fractional model integrates the benefits of both traditional fractional programs and whole aircraft ownership.  Whole Aircraft Ownership  Purchase an aircraft outright and hire pilots directly or work with an aircraft management company.  Traditional Fractional Model  Traditional fractional models are timeshare based. Owners select fractional size based on their anticipated usage and receive a set number of entitled hours per annum over a 5-year contract.  Advantages  Fully managed – make a reservation and fly.  Have access to a fleet rather than an individual plane.  Capital efficient – no need to purchase the whole aircraft.  Access bonus depreciation.  Disadvantages  Timeshare based approach.  Expensive if you fly more or less than entitled hours.  No revenue generating abilities.  Bonus depreciation limited to % of usage deemed for business.  Advantages  Fly as much as you want with no restrictions.  Ability to charter out when not personally flying and earn revenue.  Access bonus depreciation.  Disadvantages  Capital inefficient – aircraft is underutilized.  Access only to a single aircraft – can't fly if aircraft is in maintenance.  Limited economies of scale.  Fractional owners fly unlimited hours regardless of ownership fraction size.  Have access to a fleet, not just their specific aircraft.  Owners may choose fractional size based on personal financial factors rather than just anticipated usage. Often incentivizing larger share purchases than  would be anticipated in a traditional fractional program.  Underutilization by owners provide Volato with excess fleet availability that can  be directed toward higher yielding non-owners.  Earn revenue from the asset  Owners are compensated monthly through distribution of eligible charter revenue from their aircraft, with additional incentives for owners of larger shares.  Differentiated ownership structure  Ownership structured through a membership interest in an LLC that owns the specific aircraft.  Allows for 100% of the aircraft rental usage usage to be deemed business usage – protects owners from liability.  Volato Fractional Solution  Taking the best of both  Fly as much or as little as you want  Fly as much or as  little as you want  Earn Revenue  from the asset  Differentiated  Ownership Structure  Volato’s Fractional Program: A Superior Fractional Owner Proposition  1  20 

 Monthly Management Fee  Aircraft on a 5-year management contract.  Monthly management fee pulled via direct  debit.  Priced to at least cover the fixed operating costs of the aircraft (pilots, insurance,  ancillary costs etc.)  Note:  1. Based on 600 revenue hours annual utilization. 0.87% at 800 annual revenue hours.  Secured on a long-term basis  At a lower cost of capital than leasing or acquiring aircraft  At lower risk  Fractional owners are financing Volato’s fleet… Asset light business model  Fractional owners enter 5-year management contracts  0.66% monthly operating lease rate1 compared to a 1.0-1.2% industry market rate  Revenue share only payable on occupied revenue flight hours  Volato’s Fractional Program: A More Profitable & Lower Risk Model for Volato; the Operator  A win-win business model for Volato and fractional owners, that provides Volato a cost-effective financing source for fleet availability.  Multiple predictable recurring cash flows:  Initial Fractional Share Purchase  Recurring Revenue Stream.  Industry standard: 80% of fractional  customers re-up and buy another share at program end.  Selling of the aircraft is recurring in  nature, with a 5-year. purchase cycle and est. sub. 20% churn.  Ongoing Flight Usage  Owners are charged a fixed hourly rate and fuel is passed through at cost.  When owners are not flying, aircraft is chartered to non-owners, typically at substantially higher hourly flight rates.  1  20 

 50 hrs. non-owner  750 hrs. owner  Average Occupied Yield  $6,500 per hr.  $4,700 per hr.  $4,800 per hr.  $6,500 per hr.  $4,700 per hr.  504 hrs. non-owner (63%)2  296 hrs. owner (37%)  Average Occupied Yield  $5,800 per hr.  Volato’s Fractional Program: Creating Excess Unused Fleet Availability  21  Volato’s fractional model incentivizes owners to acquire a larger share than required by anticipated usage, providing Volato excess aircraft availability ~70% compared to the traditional industry average of 5-10%1 per year per Fractional Aircraft.  Volato’s Fractional Program: Occupied Usage  Higher proportion of non-owner usage.  Model leads to higher average occupied yields and profitability from long tail flight operations revenue streams.  Achieve 21% higher yield, & higher contribution  Traditional Fractional Models: Occupied Usage  Share size purchase decision is based upon anticipated usage.  Majority flying done by owners which have a lower hourly rate.  Meaning the averaged occupied yield is anchored by the owner rate.  Lower margin flight operations  Sources:  Industry average is 800 occupied hours per year  Target we are working towards at scale  The excess fleet availability is filled with non-owner flying, providing a substantial advantage over traditional models:  1  Demand Mix  Q1 2022  Q2 2022  Q3 2022  Q4 2022  Q1 2023  Q2 2023  Q3 2023  Q4 2023  Owner  91%  88%  80%  67%  55%  45%  55%  52%  Non-owner( Program & Ad Hoc)  9%  12%  20%  33%  45%  55%  45%  48% 

 Maximizing Fleet Utilization: Commercial Strategy  Owner Usage Charter  Jet Card/Deposit Empty Legs  E.g., selling an empty leg produces less revenue, but since it’s filling a leg that would otherwise fly at no revenue, the revenue represents pure incremental margin.  2  Volato implements a commercial strategy serving multiple distinct customer & market segments through a multi-product suite of non-guaranteed availability offerings designed to increase fleet utilization.  The Jar Represents Total Fleet Availability  We use the analogy of filling a jar (representing our fleet availability) with different sized balls (different market segments).  If we fill solely with large balls (owner flights) there will still be empty space (fleet scheduling availability).  Our suite of product offerings provides the capability to better fill the jar. We group our product offerings under four market segments : Owner Usage, Charter, Jet Card/Deposit & Empty Leg flights.  By generating as much demand as practical from each of these market segments for these products, and by selectively accepting demand (with the help of software) to saturate our fleet availability, we seek to maximize profitability.  Pricing as reflected in yield is not necessarily equivalent to margin.  Filling Jar = Increased Fleet Utilization  Expanding Fleet = Larger Jar Product Suite  22 

 Maximizing Fleet Utilization: Using Technology to Price Efficiently & Drive Demand  Volato is systematically expanding fleet and geographic operational coverage, through traditional commercial aviation dynamic pricing strategies.  Operates a floating fleet with no central base for either aircraft or crews, supporting a primary service area encompassing the continental US.  Utilizes dynamic pricing for non-owner flying via proprietary software where pricing varies by market, date, day of week, and other itinerary attributes.  Pricing strategy reflects a design objective to concentrate flying in higher-traffic geographical regions, increasing utilization and customer availability while reducing empty leg flying.  Overtime, increasing fleet size will increase network density, further improving operational and commercial performance metrics.  71% of total flight activity within targeted zones are within the non-stop range of the HondaJet Elite II.  2  22 

 Maximizing Fleet Utilization: Product Suite Supporting Non-Owner Usage Demand  Volato simultaneously addresses multiple market segments with a differentiated product set. The aim is to maximize revenue by taking advantage of varying willingness to pay based on product attributes while minimizing spoiled fleet availability.  RETAIL & WHOLESALE SPOT MARKET  Increase unit revenue based on higher yields and lower empty legs for ad-hoc charter.  DAILY DEALS  PROGRAMS  BROKER REWARDS  EMPTY LEGS  AD HOC CHARTER  2  $5,500+ per hour depending on market demand and operational need. Will not be sold at unprofitable levels.  Drive charter hours through direct broker engagement; establish wholesale relationships to drive more business & higher margin.  No anticipated change from charter market spot pricing + extra 5% due to sharing unlocked marketplace fee.  Ad hoc retail market flights in highest visibility markets with simple all-in-pricing and booking process.  Direct digital and targeted outreach to retail market.  $5,000+ per hour with more restrictive passenger terms & conditions.  Deposit account for flight hours with no guaranteed availability, but schedule-definite flying once booked.  Market need for relationship-seeking customers who want a more traditional yet low commitment program for schedule-  definite flying.  $6,000+ per hour with greater capacity protection and recovery thresholds.  Empty leg flights within 7 days of departure; ability to monetize existing empty leg inventory and target price-sensitive customers digitally daily.  $6,000+ per hour decreasing to $1,000 per hour as a function of decreasing time to departure.  Annual subscription program to access empty leg flights within one day of departure; ability to monetize remaining empty leg flight inventory with mobile subscription targeting new customer segment.  $0 yield tied to specific flight hour, but significant financial gain from high-margin subscriptions.  PRODUCT  DESCRIPTION  YIELD  22 

 VOLATO UNIQUELY POSITIONED TO IMPROVE AVIATION SOFTWARE TODAY  Existing off-the-shelf software solutions are antiquated and are inadequate.  Volato's team has extensive experience in both aviation and software development.  Our in-house software team understands aviation requirements and are effectively developing solutions for industry needs.  The broader industry also shares the same challenges with inadequate software solutions.  VOLATO MISSION CONTROL  PROPRIETARY SOFTWARE PLATFORM  Cross-divisional platform including:  Reservations and CRM  Pilot management  Flight scheduling and optimization  Reporting and analytics  Instant hard quote flight pricing using dynamic pricing engine  Empty leg monetization  Drives improvements in automation, productivity and efficiency in operations.  3 Proprietary Technology: Driving Margin Expansion and Productivity  In-house developed software solutions deliver product efficiencies and margin expansion.  22 

 Over 30% of private aviation flights are empty leg repositing flights, indicating significant wastage and lost revenue opportunities.  Rather than market to existing private aviation participants at a discount, Vaunt is aimed towards people who aspire to fly private but do not have the capability.  Vaunt subscribers pay $1,000 per year, with no additional cost to fly each awarded flight.  Delivered under a different brand than Volato because we are targeting a different consumer segment.  High margin software business, potentially delivering Volato significant margin expansion.  Strategy includes ultimately working with 3rd party operators and capturing the wider industry's empty legs rather than just those generated by Volato’s fleet.  3 VAUNT: A Unique Approach to Monetizing Empty Legs  Vaunt, a subsidiary of Volato, is a consumer mobile-app that monetizes existing operational empty leg flights, making private aviation experiences accessible to a new market segment.  www.flyvaunt.com  22 

 VOLATO FLEET 

 Volato’s Fleet: The HondaJet  28  Sources:  1. Manufacturer data  Manufacturer data  Argus 2023 data & internal analysis  Volato’s preferred aircraft provides the highest efficiency compared to other Light Jets, especially the Phenom 300, currently the most established Light Jet.  The largest market segment is sub 3-hour (<870nm), 4 or fewer passenger flights.  The HondaJet targets this exact market with low operational costs and no compromise to safety, comfort or experience.  While the Phenom 300 is a more capable aircraft, the HondaJet can serve 80%3 of all missions flown on the Phenom at a lower cost.  HondaJet Elite II  $7.2M  Embraer Phenom 300  $11.5M  1,538 nm  1,971 nm  4 Club  4 Club + 2  86”  73"  Textron Citation CJ3 Gen2  $10.99M  2,040 nm  4 Club + 2  78”  150 Gallons Per Hour  130 Gallons Per Hour  160 Gallons Per Hour  Cost (MSRP)  Range1  Baseline Seating Leg Room2  Fuel Efficiency Other  Fractionalized by FlyExclusive  Modern & tech enabled  Widest sunken channel aisle  Quietest cabin  Fractionalized by NetJets and FlexJet  HondaJet customers are exchanging unused empty seats for more comfort and better value. 

 Unique business model provides multiple recurring revenue streams and profitable flight operations. Each aircraft acquired is providing a layered stream of annuities.  Volato’s business model can be profitable from both fractional sales and flight operations  Notes:  Revenue & Margin based on estimated sales mix.  Assuming 667 annual revenue flight hours at $5,800 per hour per aircraft, including fuel.  29  Volato’s Fleet: The HondaJet Unit Economics  Initial Aircraft Sale  Annual Management Fee  Flight Operations  REVENUE1,2  $9.2M  $1M  $3.9M  MARGIN1  24%  1%  Breakeven  31%  Annual  Recurring Revenue  $4.9M  24.2%  5-Year Contract Combined Economics  $33.7M  17%  EBITDA $6.2M 

 Volato’s Fleet: Historical Floating HondaJet Fleet Growth  30  5  5  6  9  9  9  9  11  1  2  4  5  6  9  11  13  6  7  10  14  15  18  20   24   0  5  10  15  20  25  35  30  Q1 2022  Q2 2022  Q3 2022  Q4 2022  Q1 2023  Q2 2023  Q3 2023  Q4 2023  Fractional  Leased  In a tight aircraft delivery market, Volato has secured significant firm orders and has been able to grow its fleet rapidly.  Volato has 22 HondaJets on firm order, to be delivered prior to 2026. Securing est. 35%+ of the total current annual HondaJet production. 

 FINANCIAL INFORMATION 

 $2.0  $3.5M  $3.8M  $5.1M  $6.7M  $9.7M  $9.5M  $11.8M  $25.0M  $11.0M  $5.7M  $25.9M  $5.7M  $15.7  $1.4M  $3.8M  $4.6M  $4.8M  $3.3M  $3.3M  $3.7M  $3.9  Q1 2022  Q2 2022  Q3 2022  Q4 2022  Q1 2023  Q2 2023  Q3 2023  Q4 2023  *  Other  Volato Financial Performance At-a-Glance  32  Quarterly Revenue  Commentary  1  Aircraft Transaction Revenue 2  Reflects Managed Fleet Division Reimbursable Expense + Managed Fleet Division Revenue.  Reflects Whole Aircraft Sales + Fractional Sales Revenue. Management expects a large portion of fractional sales revenue to be recurring in nature as fractional owners are anticipated to buy a new fraction with Volato at the end of their 5-year contracts.  3. Reflects Usage Revenue + Maintenance Revenue + Management + Fuel.  Recurring Revenue 3  $28.4M  $14.1M  $35.8M  $15.7M  $13.2M  $18.3M   Recurring revenue continues to grow quarter over quarter, with 129% annual growth in 2023 over 2022.   Recurring revenue and aircraft transaction revenue are expected to grow with the expansion of our fleet in Q4 2023 and beyond.   Clear opportunity to acquire more HondaJets and operate the largest HondaJet fleet in the industry.  $13.0M  $31.4M  Floating Fleet  6  10  11  11  15  18  20  24  Notes: 1.  2. 

 Clear Path To Profitability: Through a Continued Focus on Strong Execution  2024 is a pivotal year as Volato is positioned to benefit from several maturing strategic initiatives, earning substantial margin from new aircraft deliveries, and unlocking operational efficiencies through the network effect.  Increase Fleet Utilization  Continue executing on commercial strategy and expand non-owner usage on the fleet.  Ramping up Insider Program client relationships.  Volato provides pre-delivery owners the option to start flying on the fleet pre-delivery – increasing utilization.  Expand Fleet  9-12 new aircraft deliveries expected in 2024, compared to only 3 in 2023.  Continue to opportunistically expand fleet through other means; i.e., leasing or aircraft management.  There is an inherent cost to supporting air carrier operations and in 2023 Volato invested in front- loaded operations.  As the fleet increases economies of scale benefits are unlocked.  Supported by our proprietary software that drives productivity and operational efficiencies.  A larger fleet and increased utilization results in scheduling efficiencies and a reduction in empty-leg flying.  1  2  3  Unlock Operational Efficiencies  33 

 0  200  400  600  800  1,000  1,200  1,400  0  10  20  30 40  50  60  70  80  Annual Flight Hours Per Aircraft Run Rate  HondaJet’s in Floating Fleet  Breakeven (100% fractional) Volato Actual Ops Performance Breakeven (50% fractional / 50% leased)  Dec '22  Dec '23  Dec ‘21  Dec '24 (F)  As Volato increases its floating HondaJet fleet, benefiting from network effects and scale, the business trends towards breakeven and profitability from flight operations alone – absent of contribution margin from aircraft deliveries.  Breakeven for Scaled HondaJet Floating Fleet  Clear Path To Profitability: Breakeven from Flight Operations   As Volato increases both the size of HondaJet fleet and usage per aircraft the business moves towards breakeven.   Breakeven is impacted by the mix of fractional and leased aircraft in the fleet.   Graph does not include the impact of fractional aircraft sales which in 2024 will deliver $99M-$145M of revenue and $22M - $32M of margin.  Management believes with current cash on hand, and 2024 forecasted sales we have sufficient cash to reach profitability.  33 

 35  Monthly Management Fee  HondaJets  Revenue: $80K per month per plane  Gulfstream G280s  Revenue: $300K per month per plane  2024 Fractional Share Purchase  HondaJets  Revenue: $72M to $90M  Margin: $16M to $20M  Gulfstream G280s  Revenue: $27M to $55M  Margin: $6M to $12M  Ongoing Flight Usage  HondaJets  Revenue: Average $250k per month per plane  Gulfstream G280s  Revenue: Average $480k per month per plane  HondaJet Elite II  8 to 10 planes to be added in 2024  Deliveries expected throughout 2024  Gulfstream G280s  2 to 4 planes to be added in 2024  Deliveries expected second half 2024  Clear Path To Profitability: Generating significant cashflow by growing the floating fleet by est. 43% in 20241  Volato is anticipating between 10-14 aircraft to be delivered in 2024  Notes:  Calculated by the mid-point of est. deliveries divided by the existing floating fleet size of ((9+12)/2) / 24 = 43.5%  Mix is shifting toward a majority of higher yield, non-owner flight hours  2024 revenue will be dependent on timing of plane deliveries  2024 revenue will be dependent on timing of plane deliveries  2 

 Key Performance Indicators: Trending positively through strategy implementation  36  Q1 2022  Q2 2022  Q3 2022  Q4 2022  Q1 2023  Q2 2023  Q3 2023  Q4 2023  Total Flight Hours  813  1,199  1,307  1,712  2,103  2,919  2,747  3,504  Empty Percentage  38.0%  41.1%  40.2%  39.0%  41.2%  39.6%  36.6%  37.9%  Demand Mix:  Owner  91%  88%  80%  67%  55%  45%  55%  52%  Program & Ad Hoc  9%  12%  20%  33%  45%  55%  45%  48%  Blended Yield  $4,036  $4,665  $4,512  $4,926  $4,927  $5,042  $4,913  $5,348  Floating Fleet  6  10  11  11  15  18  20  24  Light Jet Market Share  0.7%  0.9%  1.1%  1.3%  1.7%  2.5%  2.5%  2.9%  Net Promoter Score  N/A  N/A  N/A  N/A  86  89  90  88  Empty Percentage  The Company defines Empty Percentage as non-occupied aircraft flight hours related to fulfillment of owner, program  charter, and ad hoc charter flights divided by total flight hours related to this customer flying. All hours not related to customer flying, including training and maintenance flights are excluded from the empty percentage calculation. The Company believes Empty Percentage is a useful metric to measure the efficiency of its fleet.  Demand Mix  The Company defines Demand Mix as the number of flight hours flown by owners or non-owners divided by the total number of flight hours. The Company believes Demand Mix is a useful metric to measure improvement in margin.  Blended Yield  The Company defines Blended Yield as the average occupied price per hour across all Volato product types: owner,  program and ad hoc. The Company believes Blended Yield is a useful metric to measure revenue per flight hour.  Light Jet Floating Fleet  The Company defines Light Jet Floating Fleet as the fleet of Light Jet aircraft flown as directed exclusively by Volato at the end of the quarter.  Total Flight Hours  The Company defines Total Flight Hours as the actual flight time from the moment of aircraft lift-off at the departure  airport until it touches ground at the end of a flight as measured by ARGUS. The Company believes Total Flight Hours are a useful metric to measure the usage of our programs and the scale of its fleet and revenue growth.  Light Jet Market Share  The Company defines Light Jet Market Share as the set of flights flown by light jets departing from and/or arriving at a  US airport as measured by ARGUS. The Company believes Light Jet Market Shares is a useful metric to measure the size of the business relative to the current market.  Net Promoter Score  The Company defines Net Promoter Score as a measure of customer loyalty, sourced internally from Volato, based on  customer surveys conducted post-flight. The Company believes Net Promoter Score is a useful metric to measure the customer experience. 

 KEY INVESTMENT HIGHLIGHTS 

 Volato is Positioned Well for Accelerated Growth  Expansion of software offering  Focused entry into corporate travel market  Expansion of fleet size and offering  Expansion of geographic footprint and operational coverage  39 

 Volato Group: Investment Highlights  39  LARGE MARKET SIZE  Focused on the largest market segment; Light Jets.  EXPERIENCED MANAGEMENT TEAM  Team with both deep aviation industry experience and from the technology industry.  SUPERIOR BUSINESS MODEL  Capital-light strategy– aircraft owned by our customers, not Volato.  Business built upon attractive aircraft unit economics.  Generating excess availability on the fleet at a low financing cost.  DIVERSIFIED REVENUE STREAMS  Multiple product offerings that provide streams that complement and support fleet utilization.  Fractional aircraft sales contribute substantial margin and are recurring in nature.  Long-tail of recurring revenue: 5-year operating contracts.  PROPRIETARY TECHNOLOGY  In-house software delivers efficiency and productivity improvements.  Optionality to monetize software products for broader industry use.  CUSTOMER TRACTION  Fastest growing & 6th largest US Light Jet operator.  World-class Net Promoter Score (NPS) of 88.  PATH TO PROFITABILITY  Clear visibility to near-term profitability, based on firm order aircraft delivery schedule.  Medium-term profitability possible through flight operations alone. 

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