On a crisp November morning, before the sun had risen, 800 people gathered in a South Burlington hangar to witness a milestone moment: the maiden flight of Beta Technologies’ first electric aircraft built on its newly scaled production line.
Kyle Clark, Beta’s visionary founder and CEO, piloted the Alia CX300—one of the company’s two aircraft models—in a flight lasting over an hour. Soaring through clear skies in what he described as a “perfectly quiet electric airplane,” Clark felt a deep sense of gratitude.
“There isn’t a single component in that airplane that we didn’t design, build, assemble, and test,” Clark told TechCrunch. “I had the privilege of sitting in the sky at 7,000 feet, flying west in a system that didn’t even exist a few years ago. That’s something truly special.”
For Clark, the successful launch was more than just a technical achievement—it was about honoring a commitment to Beta’s board. At Beta, he upholds a simple yet powerful principle: Keep your promises.
“We set a goal for November 13, and on the morning of November 13, we flew that airplane,” he said. “Keeping that promise meant everything to our board. It reinforces their trust that the next promises we make, we’ll deliver on.”
Clark stands out as an anomaly in the rapidly growing electric aviation industry—beginning with his decision to base Beta in his home state of Vermont rather than Silicon Valley, where most of his competitors operate. His unconventional approach is woven throughout the company he founded, from the design of its two electric aircraft to a go-to-market strategy that includes an EV aircraft charging business.
A Harvard-educated former professional hockey player and pilot instructor, Clark has also eschewed venture capital.
“My entire career has been in power electronics controls,” Clark said. “Every single day, I fly two or three different airplanes. I taught my daughter to fly before she could drive. At Beta, we have a very different culture and business approach compared to these West Coast folks who hopped on an already-moving train.”
While Beta operates with less public attention than competitors like Archer Aviation and Joby Aviation, the startup continues to log piloted flight hours and secure financially backed customer orders.
Beta’s three-tiered plan
Beta’s go-to-market strategy sets it apart from its competitors. While companies like Archer and Joby focus on developing electric vertical takeoff and landing (eVTOL) aircraft for both direct sales and operation within air taxi networks, Beta is taking a different approach. Archer, for instance, is also pursuing a Department of Defense program in collaboration with Anduril.
Beta aims to be the original equipment manufacturer (OEM) in this evolving market. It is developing two aircraft: the Alia CX300, a conventional electric takeoff and landing (eCTOL) aircraft, and the Alia A250, an eVTOL. Both models share an identical design, differing only in propulsion and propeller systems—an approach Beta believes will reduce production costs and streamline the certification process.
According to Clark, offering both aircraft types enables Beta to reach a broader customer base. The eCTOL is ideal for regional travel, whereas the eVTOL is better suited for urban environments. Additionally, launching with an eCTOL provides a more immediate path to commercialization. Beta aims to secure FAA certification for the Alia CX300 by this year or 2026, with approval for the A250 expected 12 to 18 months later.
Beta’s electric aviation charging network represents a significant revenue opportunity. Despite competing in the skies, Archer is one of its customers. Currently, Beta operates 46 charging sites across 22 U.S. states and New Zealand, with 23 more under development. The company plans to expand to 150 operational sites by 2025.
Beta’s electric plans
Beta is set to launch operations in 2025, with Air New Zealand among its first customers. The airline has committed to acquiring four CX300 aircraft, with the option to purchase an additional 20, primarily for mail delivery services for NZ Post. Beta’s customer base also includes United Therapeutics, UPS, and the U.S. Air Force, utilizing its aircraft for various applications, including medical transport, logistics, and military operations. Additionally, the company has secured orders for passenger-carrying aircraft from Blade and Helijet.
However, competition in the sector is fierce. Archer has recently shifted its focus toward defense, securing an additional $300 million in funding this month, supplementing the $430 million raised in December. This brings Archer’s total funding to $3.36 billion. Meanwhile, Joby has attracted strategic investors such as Delta and Uber, securing an additional $500 million from Toyota last year, along with $222 million from underwriters, increasing its total funding to $2.82 billion. Both companies initially raised capital through venture funding.
Beta, on the other hand, has raised $1.15 billion from institutional investors. According to CEO Kyle Clark, the company’s “fundamental efficiency” has allowed it to maximize impact.
A significant milestone was reached in February when Beta’s pilots successfully flew the CX300 on its first multi-airport mission, traveling between four regional airports in New York while utilizing Beta’s proprietary charging infrastructure.
Beta has also conducted multiple piloted hover and transition tests with its eVTOL model, the Alia A250—an achievement that sets it apart, as Archer has only flown its eVTOL remotely, and Joby only began piloted tests in October 2023.
“We are a relatively private company, quietly operating in Vermont, yet we have progressed further—both metaphorically and literally—than anyone else in the industry when it comes to critical factors: flying aircraft, charging aircraft, and establishing an industrial complex for production,” Clark stated. He highlighted that Beta’s Vermont facility is designed to produce up to 300 aircraft at peak capacity.
“Our production facility is fully operational—something no other company can claim,” he added.
From NHL to power electronics
Clark has dedicated his career to reliable power systems architecture—long before founding Beta in 2017. His expertise spans from teaching power electronics engineering at the University of Vermont to running a company focused on induction power supply technology.
Beyond engineering, Clark is an experienced pilot and flight instructor, having built and flown more than 20 aircraft. His LinkedIn profile even offers a glimpse into his early jobs, including working as a bouncer at a Boston bar, where he “wrestled drunks up stairs after Red Sox games.”
Adding to his diverse background, Clark briefly played in the NHL after earning a degree in materials science from Harvard. This blend of technical expertise and hands-on experience makes him both an engineer and an athlete—someone who carries himself with the humility of a blue-collar innovator.
When we last spoke, Clark had just delivered Air New Zealand its first CX300. Despite the milestone event, he kept his look casual—sporting a well-worn black hoodie, jeans, and a camo baseball cap emblazoned with “BETA” in bright orange. At one point, he proudly revealed a tattoo on his arm, designed by his son and inked using a robotic arm they built together for fun.
This inventive, hands-on approach extends to Beta’s power systems architecture, which differs significantly from that of competitors like Archer and Joby. Both companies distribute batteries near the propellers—Archer using 12 and Joby six—to ensure continued flight in the event of a battery or propulsion failure.
Beta, however, takes a different approach, placing all five batteries together in a pack beneath the seats. A “singular ring bus” connects every motor to every battery, allowing failures to be isolated from both sides while maintaining overall system integrity.
“A reliable power system is not a fully distributed system because any permutation of failure that happens precludes the utilization of energy that’s stored elsewhere,” Clark explained.
He emphasizes that leaders designing safety-critical power systems must have deep technical experience. Unlike software development, where trial and error can refine a product, aviation leaves no room for mistakes.
“You don’t get two shots and say, ‘I’ll crank it up till it breaks and back off it a little,’” Clark said. “You bury an airplane in the side of a mountain, you’re done.”
Beta’s funding strategy
Beta has secured $1.15 billion in funding, primarily from institutional investors such as Fidelity and the Qatar Investment Authority. Notably, the company has deliberately avoided venture capital funding—a decision CEO Kyle Clark is keen to emphasize.
“We bypassed VC funding because we had a customer from the outset—United Therapeutics,” Clark explained.
Clark attributes this approach to a concept he learned from United’s CEO, Martine Rothblatt, called “regret assist game theory.”
“You fast-forward to a future point in time and identify what you want to avoid most,” he said. “What would be your biggest regret? Then, you structure your priorities to prevent that outcome.”
For Clark, the greatest risk was running out of capital, closely followed by losing control of the company—both of which could jeopardize Beta’s mission.
“There’s a critical distinction between equity dilution and equity control,” he noted. “An investor can earn a strong return on their securities without necessarily having control over the business.”
Beta’s aircraft production is designed to be cash-neutral, as the company only accepts financially backed orders that cover the cost of parts and labor. As a result, Beta has achieved positive contribution margins, though Clark anticipates that net profitability is still “more than 12 months away.”
Investor capital has been allocated primarily to scaling manufacturing capabilities and securing aircraft certification. According to Clark, this strategy aligns with investor expectations, ensuring their funds drive growth rather than covering operational expenses.
This philosophy led Beta to invest in a $170 million custom-built manufacturing facility.
“The only way to produce aircraft that are not just economically viable but also cost-efficient in the long run is by engineering a system that builds the product,” Clark said. “The process is the product. It may not be as glamorous as flying a sleek, silent aircraft, but in the end, it’s even more essential.”
Frequently Asked Questions
Who is Kyle Clark?
Kyle Clark is the founder of Beta Technologies, a company developing electric aircraft for sustainable aviation.
How did Kyle Clark break away from the traditional Silicon Valley approach?
Instead of relying on venture capital hype and rapid scaling, Clark focused on steady, practical development in Vermont, prioritizing engineering over marketing.
What is Beta Technologies?
Beta Technologies is an aerospace company specializing in electric vertical takeoff and landing (eVTOL) aircraft and charging infrastructure.
Why did Clark choose Vermont instead of Silicon Valley?
He believed Vermont offered a better environment for focused innovation, free from the pressure of fast-paced venture capital expectations.
How is Beta Technologies different from other electric aircraft startups?
Beta emphasizes real-world testing, partnerships with logistics companies, and developing a complete ecosystem for electric aviation, including charging networks.
What challenges has Kyle Clark faced in building electric aircraft?
Overcoming battery limitations, regulatory approvals, and proving electric aviation’s commercial viability have been significant challenges.
Has Beta Technologies received outside funding?
Yes, but instead of chasing traditional VC funding, Beta has secured investments from strategic partners like UPS and the U.S. Air Force.
What type of aircraft has Beta Technologies developed?
The company has developed ALIA-250, an electric aircraft designed for cargo and passenger transport with vertical takeoff and landing capabilities.
How does Beta Technologies’ approach impact the future of aviation?
By prioritizing sustainability, infrastructure, and real-world application, Beta is paving the way for practical electric aviation solutions.
What lessons can other startups learn from Kyle Clark’s approach?
Focus on engineering excellence, build at a sustainable pace, and avoid the pressures of rapid scaling if it compromises quality and long-term success.
Conclusion
Kyle Clark, the founder of an electric aircraft company, took a different path from the typical Silicon Valley startup model. Instead of relying heavily on venture capital and rapid scaling, he focused on practical engineering, rigorous testing, and long-term sustainability. His approach prioritized technological feasibility over hype, ensuring steady progress in electric aviation. This departure from the traditional fast-growth mindset allowed his company to develop more reliable and efficient aircraft. His strategy highlights the importance of patience and engineering excellence in revolutionizing the aviation industry.
