Was aviation your childhood aspiration or a surprising turn in your career?

To be honest, aviation was neither my childhood dream nor my first career choice. However, once I discovered this industry, I quickly realised how well it aligned with my values, interests, and professional expectations. I admire the industry's demand for precision, its fast pace, and the level of responsibility it requires. The dynamic environment in aviation pushes you to constantly adapt to changes. Working in the Technical Training Team at FL Technics, I contribute to a clear and important goal – to grow a market of qualified, responsible, and professionally prepared specialists.

What does it mean for you to be part of a global team?

I've always found working in an international environment highly appealing. It offers the chance to move beyond familiar boundaries, see more, learn faster, and grow alongside the industry. FL Technics offers exactly that – the opportunity to work globally, learn from professionals, and share diverse experiences.

Relocating to Dubai changed my work dynamics significantly. While working in Lithuania, I already engaged with clients in the Middle East and Africa. But being in Dubai opened an entirely new perspective. I'm now much closer to my clients and partners, I feel the pulse of the market, and I can respond quickly. Being based in the UAE allows for faster decision-making and easier client access, providing a competitive edge.

I'm grateful that working in an international environment helps me grow both professionally and personally. FL Technics is a rapidly expanding company that genuinely invests in its people, encourages continuous learning, and fosters skill development.

You work with clients from various regions. Have you had to adapt to cultural differences?

Regional nuances definitely exist – I noticed them even while working from Lithuania and interacting with clients from the Middle East and Africa. These regions place a strong emphasis on long-term cooperation and trust, which means decisions may take longer, but they're made thoughtfully and confidently.

Moving to Dubai allowed me to deepen these insights practically. I’ve learned to manage specific situations more effectively. My priorities include clear communication, disciplined process management, and strategic collaboration. These skills enable efficient project execution and help build strong relationships across cultures.

Dubai is often seen as an open, cosmopolitan city. Has your personal experience confirmed that it's welcoming to international professionals?

Absolutely. Dubai is one of the most open and international cities in the world, actively attracting professionals from various fields. It brings together diverse cultures, business mindsets, and innovations, offering unique opportunities for both professional and personal growth.

That said, succeeding in such an environment requires openness and flexibility. You must be able to adapt quickly, build new connections, and collaborate. I believe this kind of experience is valuable not just for early-career specialists but also for experienced professionals.

Your team is diverse. Are there any unwritten rules or principles that help you work better together?

Within the team, we share an unspoken agreement that always helps us – to work responsibly, professionally, and with enthusiasm. Dedication, passion, meticulousness, and a strong sense of responsibility are qualities that unite us. But we also know when to pause, relax, and enjoy time together. That balance creates a special atmosphere within our team.

Aviation is still often viewed as a "male-dominated" industry. Have you faced this stereotype, and how do you respond?

It’s true – aviation is still largely seen as a male-dominated field, and the statistics reflect that. But I'm encouraged by the increasing number of global initiatives and campaigns promoting women in aviation.

Personally, I don’t spend much time dwelling on stereotypes. I believe that motivation, professionalism, and persistence are the key factors for success. If you know your goals and pursue them consistently, external perceptions become less important. What matters most are the results I strive for every day.

What advice would you give to women taking their first steps in aviation?

My biggest advice would be to stay open-minded and keep learning. Aviation is complex and ever-changing, which accelerates your growth and helps you become an expert. It’s also vital to have mentors who help shape your strategic thinking and develop professional skills.

Understand that aviation is a long-term investment in your knowledge and capabilities. Be patient, persistent, and clear about your goals. These are the foundations of long-term success.

With over 20 years of experience in commercial aviation, sales, marketing, and corporate communications, Vaitiekunaite brings a proven track record of leadership and client-focused excellence. She joins Chapman Freeborn from her position as Chief Executive Officer of Skyllence, a boutique international air charter brokerage within Avia Solutions Group.

“As we expand our footprint in key international markets, strong leadership is critical to our continued success,” said Linas Dovydenas, President – IMEA at Chapman Freeborn. “Vilma brings not only deep industry knowledge, but also an intimate and comprehensive understanding of the Avia Solutions Group ecosystem. This, combined with her expertise in passenger aviation and her relentless dedication to client service, makes her an ideal addition to our team in the Kingdom of Saudi Arabia.”

Vaitiekunaite said: “I’m incredibly honoured to join Chapman Freeborn and take on this new challenge in one of the most dynamic aviation markets in the world. Saudi Arabia is at the forefront of transformation, and I look forward to contributing to that momentum by continuing to deliver tailored, client-centric air charter solutions with the excellence our customers expect.”

The AviAssist Foundation was born out of a pioneering EuroAfrican collaboration in 1995. Then ICAO Air Navigation Commissioner Bert and Director General Lot Mollel from Tanzania came together to strengthen crucial safety infrastructure in Tanzania. During his time in ICAO, Bert was frustrated to see that technical cooperation and safety promotion was not affordable and he was determined to change that. The Foundation emerged from that initial project as an independent non-profit to ensure continuity of affordable safety promotion.

To this day, AviAssist embodies that partnership approach from the start: bringing together European & African expertise and resources to realise opportunities for safety improvements. Bert always worked hard to ensure that he and AviAssist coordinate activities with ICAO and other stakeholders.

Effective 1 August, the following UAE National commercial leaders will take on new roles: 

Jaber Mohamed, currently Country Manager Bangladesh, will become Country Manager Sri Lanka and the Maldives.

Talal Al Gergawi, currently Country Manager Zimbabwe, will become Country Manager Bangladesh.

Salem Almana, currently Regional Manager Pakistan, will become Country Manager Ghana.

Omar Bushlaibi, currently Country Manager Zambia, will assume interim responsibility for Zimbabwe, alongside his ongoing duties in Zambia.

The airline said in a statement: “The latest rotations are part of Emirates' commercial outstation managers programme, designed to offer UAE Nationals unique opportunities to diversify their leadership skills and deepen their knowledge of local markets within the airline’s network. The programme also helps Emirati managers further expand their networks by engaging with local industry and government stakeholders, fostering new partnerships and strengthening existing relationships.”

The Airline Strategy Awards, now in their 21st edition, are globally recognised for celebrating excellence in airline leadership and strategic innovation. Organised by FlightGlobal in partnership with Korn Ferry, the awards are judged by an independent panel of respected industry experts.

This year’s award recognises Ghaith Al Ghaith’s strategic leadership and longstanding contribution to the aviation industry in the Middle East and Africa. Since the airline’s inception in 2008, he has led the transformation of flydubai into one of the region’s most dynamic carriers, building a network of more than 135 destinations across 58 countries, more than 100 of which were underserved markets that previously did not have direct air links to Dubai or were not served by a UAE carrier.

Under Al Ghaith’s leadership, the airline has emerged as a key contributor to the aviation sector, playing a strategic role in supporting Dubai’s ambitious economic vision and its position as a global aviation hub.

Ghaith Al Ghaith, chief executive officer at flydubai, said: “it is an honour to receive this award on behalf of the entire flydubai team, whose hard work and dedication have made this achievement possible. This recognition reflects not only our collective efforts but also the visionary leadership and world-class infrastructure of Dubai and the UAE, which have laid the foundation for innovation, growth and long-term success.”“Since our launch, our mission has been to enable free flows of trade and tourism and to open up underserved markets. Today, we continue to reach new heights across our fleet, network, workforce and performance. I’m proud of how far we’ve come and look forward to the opportunities that lie ahead as we continue to grow and evolve, contributing to Dubai’s aviation hub along the way. It has been an exceptional journey and I look forward to the next chapter in our success story,” added Al Ghaith.

Kant is a renowned governance reformer and geo-political strategist who has been a key driver of several nation-building initiatives like Make in India, Startup India, Incredible India, and God's Own Country.

Kant said: “I am delighted to join the Board of InterGlobe Aviation Ltd (IndiGo). In under two decades, IndiGo has transformed air travel in India, emerging as a global benchmark for operational excellence and customer experience. With its scale, efficiency, and international ambition, IndiGo will open up new markets for India, and transform our airports into global hubs of connectivity and commerce—driving tourism, trade, and investment, while linking people, markets, and opportunities across borders. I look forward to contributing to IndiGo’s, and India's, next chapter of trade, tourism, and economic growth.”

Vikram Singh Mehta, chairman of the Board of Directors of IndiGo, said: “IndiGo is delighted to welcome Mr. Amitabh Kant as a Board member. Mr. Kant is a distinguished personality with rich administrative experience at the national and global level. His leadership qualities developed over the years by managing and delivering successful projects of global scale will benefit IndiGo immensely, especially in its fast-paced international expansion. IndiGo’s team can leverage his broadbased experience and knowledge in achieving its vision of becoming a global player by 2030.”

Parker has served as interim leader of the Boeing business unit since September 2024.

"Under Steve's leadership, our defence business has stabilised its operations, improved program execution and strengthened relationships with our customers," said Boeing President and CEO Kelly Ortberg. "With proven experience in manufacturing and program management, combined with his focus on developing people and building a strong culture, Steve is a leader who exemplifies the best of Boeing."

Parker will report to Ortberg and serve on the company's Executive Council. Parker will oversee all aspects of the company's business unit that provides technology, products and solutions for defence, government, space and intelligence customers worldwide.

AFCAC hired Mengistie as Air Transport Director. Mengistie served the Ethiopian Civil Aviation Authority for more than three years. During his tenure Mengistie worked hard to transform the Ethiopian aviation industry. He has drafted the aviation industry reform program aiming at enhancing the private sector investment in the aviation sector.

Mengsitie has a wealth of experience in the aviation industry. He was state Minister of Transport leading the aviation sector under his watch. Later he was appointed permanent representative of the Ethiopian government in the ICAO headquarters in Montreal Canada. Yohannes Abera, director of Air Traffic Management with the Ethiopian Civil Aviation Authority , is appointed as the new director general replacing Mengistie.  

The award has been presented to Tasew during the grand AviaDev Africa 2025 ceremony that gathered over 500 high profile delegates from across Africa and beyond in Zanzibar.

This distinguished recognition celebrates Tasew’s years of exceptional contribution, and continuing impact on the airline’s success. It also highlights his commendable leadership that is making a change beyond Ethiopian Airlines.

Tasew said on receiving the award: “The joy I feel for receiving the Ato Girma Wake Lifetime Achievement Award is twofold. This award is more than an honour as it is named after Africa’s father of aviation, Ethiopian Airlines’ former CEO and my mentor.” He added, “This award is a testament to the collaborative effort of the entire Ethiopian Airlines’ team. As a Pan- African airline we strive to realise a well-connected Africa and such recognitions strengthens our commitment to do more. Taking this opportunity, I would like to reaffirm my personal and Ethiopian Airlines’ commitment to the enhancement of the aviation industry in the continent.”

IndiGo is “in a hurry” is one of the favourite phrases used by Pieter Elbers to describe India’s rampant airline.

This carrier, which is only 18 years old, is on a mission to make air travel affordable as a realistic alternative to the country’s huge rail network and is busily growing from its domestic roots into an increasingly boisterous international player.

The man tasked with delivering IndiGo to new heights and tackle new frontiers is Pieter Elbers, the live wire former leader of KLM who was appointed by Rahul Bhatia, the Group Managing Director of InterGlobe Enterprises, IndiGo’s parent company, in September 2022.

As Elbers nears the end of his third year at the helm, in an interview with Aviation Week, he reflected on his time in India so far, and why the opportunity to lead IndiGo came at a good time for him.

His journey at KLM started at the age of 22 in airport handling at Amsterdam Schiphol before moving to KLM outposts around the world. “I made my classic way through the company and became CEO in 2014,” he said. It was a swift rise for the highly regarded Elbers, who was just 44 when he took the reins at KLM.

The Dutch flag carrier, which merged with Air France in 2004, and celebrated its centenary in 2019, was in good shape and well managed.

It would have been easy for Elbers to see out his career in Europe. But he was not ready to settle for that: “I was 52 and still had a lot of energy, and I want to contribute to the industry.”

Elbers was navigating KLM out of the Covid crisis when Rahul Bhatia approached him. On a personal level he felt ready for a new challenge, and as Bhatia explained the IndiGo story Elbers was captivated.

“This is India's time was [the theme] emerging from that conversation. His words were ‘I know the opportunity. The only thing is, I don't know how large it is,” Elbers recalled. “And I think to some extent, no one exactly knows.

“Of course, it's a business journey, but it's also a journey where I am proud to make a modest contribution to the growth of this nation,” he said. “It is not my country of birth, but I’ve lived here three years now. I feel strongly associated and embedded here and India has been extremely hospitable and welcoming to me.”

As demonstrated by his high-energy performance during the IATA AGM, Elbers has thrown himself not only into taking IndiGo to the next level but also embracing everything Indian he can at the same time.

That has included taking to the holy waters alongside thousands of devotees at the Maha Kumbh spiritual gathering in Prayagraj, northern India, earlier this year.

He has also adopted the sleeveless Nehru jacket, a hip-length tailored coat favoured by Indian businesspeople, made famous by India’s Prime Minister Jawaharial Nehru in the 1950s.

Naturally, the jackets Elbers sports are in IndiGo’s blue colours with a discrete airline logo as well.

He will not be drawn on how he chose this Indian look, but it appears a smart choice, helping to bond a western expatriate into India’s demanding business environment.

While the jacket is merely a symbol it is part of a process over the past three years that has seen Elbers winning over IndiGo’s staff, which number over 60,000 today, brought him a high-profile in the Indian media, and helped forge close ties with the country’s government and regulators.

International drive

Symbolism aside, from the outset the task before Elbers was to take a successful domestic low-cost player and accelerate an already rapid growth pace.

More significantly, while it had been making decent inroads into international markets close to India for a decade, the challenge presented to Elbers was to power up IndiGo’s charge into longer-haul markets.

The platform was there, and the numbers are impressive, proving that IndiGo has emerged more powerful than ever from the pandemic. It carried 118 million passengers in its fiscal year to the end of March 2025, topped $10 billion in annual revenue, and operates 2,300 flights daily to over 130 destinations with a fleet of 430 aircraft.

Significantly, in May, IndiGo was assigned an investment grade rating by Moody’s Ratings, with the body stating: “IndiGo's Baa3 rating reflects its dominant market position in India's domestic airline sector, cost competitive operations, strong financial metrics and excellent liquidity.”

The carrier is riding high on India’s strong growth story as it enters its fourth industrial revolution, with the country becoming the globe’s third largest economy, with the world’s youngest population and an expanding middle class, explained Elbers in a press briefing in advance of the IATA Annual General Meeting.

The Indian air travel market is growing at double-digit rates as a three-hour flight becomes price competitive with lengthy train journeys. “With the growth of the nation where time becomes more precious, that's exactly where we see millions and millions of first-time flyers,” explained Elbers.

When he arrived the early discussions with IndiGo’s board and Rahul Bhatia examined how fast to push internationally. “There’s a view that India deserves and should have airlines which are matching the potential and the size and the opportunity of the country,” recalled Elbers.

“For a long time, India, for a whole host of reasons, did not have it,” he noted. “The opportunity now is to start making it and then to shape it. That was the framework of joining.”

In 2022, the direction of travel had been set but an exact timeline to add widebody aircraft and go long-haul had not, said Elbers.

However, “one of the first things I did was push the throttle on further internationalisation, and that clearly was part of the journey,” he said.

When he joined IndiGo had 20 international routes. It is up to 41 today and will reach 51 by the end of 2026, including the launch of services in July to Manchester and Amsterdam operated with Boeing 787-9s being leased from Norse Atlantic Airways.

“We are shaping the future as we go along with the overriding objective that India should have airlines, for sure Indigo being one of them, matching the size of the country,” he said.

Going long-haul

In April 2024, less than two years since Elbers arrived, IndiGo took a massive step towards becoming a global aviation player with its order for 30 Airbus A350-900s. Its first widebody from this order is scheduled to arrive in 2027.

Adding widebodies takes IndiGo into another dimension on every front, from the investment required to the ability to sell tickets outside India. Some commentators ask why change the successful, single-fleet, low-cost model. Others say it is not coming fast enough.

“Every time we take a step, I carefully evaluate what is the first response to that step, how does it work and how does it fit in,” explained Elbers.

During his presentations to media at the AGM he stresses how IndiGo has for a long time been “building its own unique model” while “maintaining cost leadership”.

His irritation at media questions about whether IndiGo is still a low-cost carrier is apparent. He answers them all the time. For him, IndiGo has moved on. The carrier’s business model can no longer be that simple as it branches out in multiple directions.

Elbers points to IndiGo operating at primary airports, codeshares, cargo, high frequencies and connections, corporate fares, hotels and its venture capital arm as examples of it paving its own path.

Also, India has moved on. “I think you should always look to the situation. There are the airlines, there’s the context you operate in and there’s a competitive field you operate in,” he noted.

Regions such as Europe, the US and China have seen a handful of larger operators come to dominate the market.

“Some of the consolidation which has taken place or is still taking place in Europe has pretty much taken place already in India,” he said. “The two large players which are emerging are Indigo and the Air India Group.”

“It's an evolution of our model. We have chosen to take part in the growth of the Indian market,” he explained.

At IndiGo, the challenge is balancing the expensive task of going long-haul while keeping its costs in check. Elbers acknowledged the focus to “keep the basis of our cost leadership on the domestic network. India is an incredibly price sensitive market, and that's exactly why people who lose focus on cost leadership become an issue.

“[We ask] is a trade-off scalable whenever we add something? And can it be scalable enough to address our costs?” he noted.

Whether it is the decision to order the A350 or to introduce its Stretch business class product on Indian metropolitan city routes, he is asked are these moves too early or too late. For Elbers, that is not the way to look at them.

“The question is, how do these different building blocks add to the overall view of where India is heading and where IndiGo is heading,” he said.

As IndiGo charts its course, in a country as large and complex as India, there are bound to be bumps in the road. The decision of India’s civil aviation regulator to withdraw approval of IndiGo’s partnership with Turkish Airlines, where it operates a pair of that carrier’s 777s between Istanbul and Delhi and Mumbai, is a blow.

This a fall out from the hostilities between India and Pakistan which took place in early May and India’s dim view of support provided by Turkey to Pakistan.

IndiGo’s first venture into widebody aircraft may come early but it has learnt valuable lessons from the experience, and it will find a way a fill the void.

Of greater recent concern is the fatal accident of Air India flight AI171 which crashed on take-off at Ahmedebad Airport just two weeks after the IATA AGM.

Airline leaders, including Elbers, have expressed their deep shock and sadness. “The entire IndiGo family stands in solidarity and united in spirit with our colleagues at Air India in this very difficult time,” he stated in a Linked In post.

It is a tragic reminder that running airlines, while one of the safest modes of transport on the planet, is never straightforward.

Talking prior to AI171 crash about the move into long-haul, Elbers told Aviation Week that the big picture is rarely clear when decisions about aircraft orders or a new business direction are taken.

“There are a couple of dynamics in the rest of the world which you cannot exactly foresee. At that time, we didn't know about this entire tariff discussion or the geopolitical framework,” he said.

Despite the uncertainties the world throws up, Elbers said IndiGo’s path ahead is clear. “We keep that flexibility [to alter the plan],” he explained. “But if you look to the key statistics and ambitions of the country that then it's all pointing in one direction.”

It is a vision backed at the highest level in the Indian government. “The speech of the honourable Prime Minister [Narendra Modi spoke at the AGM] was a confirmation of that direction and underlined the importance of aviation,” said Elbers.

“That is the context in which we operate, and the context we had in mind when I joined.”

Under Elbers, IndiGo will remain vigilant and adapt as the world changes, but the course is set as it strives to becoming a true rival to privatised Air India and overseas operators on long-haul markets.