Spirit Airlines is moving forward with plans to auction 20 of its Airbus A320 and A321 aircraft as part of its ongoing bankruptcy restructuring.

The ultra-low-cost carrier filed for Chapter 11 protection for the second time in a year in August 2025, citing financial pressures and a need to realign its fleet with its updated commercial strategy.

In a court filing submitted Wednesday in New York, Spirit Aviation Holdings asked a US bankruptcy judge to approve bidding procedures for the sale.

The airline said shrinking its fleet would help lower maintenance, storage, and operating costs, while allowing the sale proceeds to pay down debt tied to the aircraft.

According to Reuters, CSDS Asset Management, an aviation asset manager, has emerged as the first bidder. The firm has offered approximately $533.5 million for the 20 planes.

If the court approves the auction process, Spirit will solicit competing offers starting at about $554 million. The auction and sale are scheduled for April.

Spirit Airlines Moves to Auction 20 Jets

A Spirit spokesperson emphasized the importance of the sale in stabilizing the airline’s finances, saying, “Selling these aircraft is critical to matching our fleet size with our redesigned commercial and network plan. It will help reduce costs while supporting our long-term recovery strategy.”

The airline has faced a challenging year, filing for bankruptcy twice amid rising operating costs and an evolving competitive landscape, ET reported.

By reducing its fleet, Spirit hopes to streamline operations and ensure that resources are focused on profitable routes.

The court filing notes that the sale proceeds will primarily be used to repay debt linked to the aircraft.

Judge approval of the bidding procedures would allow Spirit to move forward with soliciting higher bids and completing the auction, potentially improving the airline’s balance sheet and financial flexibility during bankruptcy.

Analysts say Spirit’s move could help it remain competitive among ultra-low-cost carriers while addressing its debt obligations.

Originally published on vcpost.com

Capitol City Residential Health Care operates at the practical edge of community-based behavioral support. The organization works with individuals who have complex developmental and behavioral needs and require stable residential care in community settings.

The organization’s work grew out of a simple observation. Most behavioral crises do not start with danger. They start with missed signals. A routine that no longer fits. A plan that stopped matching daily life. Capitol City Residential Health Care built its model around preventing those failures before they escalate.

Over time, the organization developed a reputation for working with higher-acuity individuals who are often considered difficult to place. Instead of relying on reactive interventions, the team focused on systems. Staffing consistency. Regular plan reviews. Clear routines. Early warning signs. Calm, predictable responses.

Their approach is grounded in operations rather than theory. Person-centred planning is treated as a living process, not a document. Plans are reviewed frequently and updated after any escalation. Small adjustments are tested and measured. What works stays. What does not is removed.

Capitol City Residential Health Care also places strong emphasis on staff stability. The organization reduced unnecessary paperwork and invested in practical training that helps teams recognise stress early and respond consistently.

Today, Capitol City Residential Health Care is recognized as a steady operator in a demanding sector. Its work demonstrates how prevention-first systems can reduce emergency interventions, improve daily stability, and support long-term community placements without relying on crisis-driven care.

A Conversation with Capitol City Residential Health Care

How did Capitol City Residential Health Care begin its work in community-based care?

The organization started with a narrow focus. Supporting individuals who struggled in traditional placements. Many had frequent behavioral escalations. Emergency calls were common. The early work showed that most crises followed patterns. They were not sudden events.

What did you notice first when working with higher-acuity individuals?

We noticed that behavior changed before it escalated. Sleep shifted. Routines broke. Staff responses varied. Plans stayed the same even when life changed. That mismatch caused stress.

How did that shape your operating model?

It pushed us toward prevention. We stopped asking how to manage crises and started asking how to stop them from forming. That changed everything. We focused on plan reviews, consistency, and early action.

Person-centred planning is central to your work. How do you define it?

It is not paperwork. It is a process. It means learning how someone experiences their day. What calms them. What overwhelms them. How they show stress. The plan changes when the person changes.

How often are plans reviewed in practice?

At least monthly. Always after an escalation. Waiting three or six months does not work. By then the damage is done.

Can you share an example of a small change that made a big difference?

One individual escalated every evening. Staff assumed the issue was the activity. A review showed dinner happened during a noisy shift change. We moved the handover. The escalation stopped within days.

What role does staff consistency play in outcomes?

It is critical. High turnover leads to missed signals. Familiar staff know when something feels off. We prioritise stable assignments whenever possible.

How do you train staff to support prevention?

Training is short and practical. How to slow speech. How to pause before responding. How to offer choice. We practise real scenarios, not theory.

Choice comes up often in your approach. Why does it matter?

Choice reduces power struggles. Two clear options lower stress. One demand raises resistance. We see this daily.

How do you measure success internally?

We track emergency calls, but we also track calm days. Early interventions. Plan updates. Fewer crises matter more than busy responses.

Have you ever declined placements?

Yes. If staffing ratios cannot meet the need, or if the environment cannot be stabilized safely, we decline. Safety comes first.

How has the organization evolved over time?

We became more structured. Early work relied on experience. Now we rely on systems. Systems scale better.

What challenges has the sector faced recently?

Staff burnout. Rising acuity. More noise and disruption in community settings. Those pressures make prevention even more important.

What keeps your work grounded?

Frontline feedback. Daily notes. Patterns. Reports matter, but behaviour tells the story first.

How would you describe your role in the wider industry?

We focus on showing that prevention works. Not as a theory, but as daily practice.

Angela Rayner called for relief on business rates and minimum wage pressures, while Andy Burnham says the tax system needs to adapt for hospitality venues

Two high-profile figures who could potentially challenge Sir Keir Starmer’s leadership have criticised the government’s tax system for placing significant strain on hospitality businesses, particularly pubs.

Angela Rayner acknowledged that the increase to the minimum wage has created difficulties for hospitality firms, and called on the government to “start relieving” pressure on the sector, as reported by City AM.

Speaking at a night-time economy conference, Starmer’s former deputy PM said: “I talked about the challenges of business rates, the challenges of VAT, the challenges, yes, of the minimum wage going up, and the living wage and the cost of energy.

“We’ve got to start looking at the intersectionality of all these challenges and start relieving some of them.”

After facing considerable criticism from the pub sector over punishing business rates, Rachel Reeves unveiled a £300m support package. However, the assistance excludes restaurants, hotels and retail businesses.

Rayner continued: “So we’ve talked about a review of business rates. We’ve got to put rocket boosters up what we promised at the election and start delivering.”

Meanwhile, Andy Burnham – whose attempt to return to Westminster was blocked by Labour – has argued that the UK’s tax regime needs to be adapted for the hospitality industry. The Mayor of Manchester said: “We need a planning and tax regime that recognises that value added to the UK economy. And I’m including the music industry in this and live venues.

“I know pubs have got their business rates exemption but it should be broader than that, I think it should be all hospitality venues because you want that mixed economy as well. It’s not one version of the night time economy.”

Shadow Business Secretary Andrew Griffith lambasted Rayner’s remarks, blaming the former deputy PM for the creation of the “Unemployment Rights Bill” in a post on X.

The senior Tory commented: “Today Angela Rayner has finally recognised the cumulative impact this Government’s anti-business policies have had on the economy.

“But these words ring hollow given she was the principal architect of the job-destroying (Un)Employment Rights Bill.

“Only the Conservatives have the team, the plan and the leadership to reverse the job-destroying elements of the Employment Rights Bill and get Britain working again.”

Infosys’ American Depositary Receipts (ADRs) slumped more than 7% on Thursday, touching an intraday low of $14.59 in early trade, while Wipro’s ADRs fell 5.4% to $2.26. The sharp decline follows a steep sell-off in IT stocks on Indian exchanges, with weakness spilling over to Wall Street.

The broader US tech rout added to the pressure, as the Nasdaq Composite dropped over 300 points, or more than 1%. Around 11:11 AM ET (9:43 PM IST), the Nasdaq was trading at 22,764.90. The S&P 500 was down 0.6% at 6,902.80, while the Dow Jones Industrial Average slipped 249.27 points, or 0.50%, to 49,872.10.

Cisco tanked 11% while heavyweights including Apple, Nvidia and IBM were down up to 6% around this time.

Earlier today, Indian benchmark indices ended with sharp cuts dragged by tech stocks. The Nifty IT index settled 5.5% lower with all 10 stocks slipping into the red.

Panic selling swept through India’s technology sector today with the combined market capitalisation IT stocks eroding by Rs 1.3 lakh crore. Persistent fears of AI-led disruption in the sector and compounded by stronger-than-expected US jobs data that dimmed hopes of near-term interest rate cuts triggered the fall.

Nifty IT is the worst performing index, plunging 21% over the past 12 months.
Vinod Nair, Head of Research Geojit Investments said today’s decline in Indian IT stocks was driven by stronger-than-expected US employment data, with a marginal decline in the unemployment rate, which has reduced expectations of an early rate cut by the US Federal Reserve. This pressure was further compounded by ongoing concerns around AI-led disruption in the sector, he said.On the AI-related fears, Nair said that AI is creating a structural shift in Indian IT services by reducing timelines and automating tasks, putting pressure on the traditional headcount-based outsourcing model.

“Layoffs are likely in routine-heavy areas as fewer people will be needed to deliver the same outcomes. Even ERP implementation, as highlighted by Palantir’s recent focus, is now vulnerable to AI disruption. Clients are shifting toward outcome-based pricing. In the coming quarters, AI adoption could create headwinds for deal wins, potentially impacting topline, making close monitoring of deal flow essential to assess its real impact,” he warned.