Airlines & Aviation
Consulting

Airlines occupy a unique position in enterprise technology transformation. The operational constraints are unforgiving — revenue systems cannot go offline, safety-critical processes cannot be disrupted, and regulatory complexity (EASA, CAA, GDPR, consumer protection) sits permanently in the background. At the same time, the pressure to modernise is acute: low-cost carriers operate on marginal cost structures where inefficient technology governance directly erodes competitive position.

The most common failure mode we see in airline technology transformation is the attempt to reorganise how technology is funded and governed without changing the underlying processes. A product operating model on paper, with project budgets and six-week Capex approval cycles underneath it, is not a product operating model. It is performance art.

Our flagship engagement redesigned the technology operating model of a major European low-cost carrier across four simultaneous workstreams — funding model, demand management, OKR architecture, and board analytics — while the airline continued normal operations. Demand approval cycle time fell from six weeks to five days. Board-level OKR reporting now runs with zero manual aggregation.

• —Product-platform operating model design and transition
• —Annual and seed funding model design with governance forums
• —Demand management process design and Capex/Opex classification automation
• —Enterprise OKR architecture with automated board-level reporting
• —ERP and enterprise platform delivery (SAP, Salesforce, ServiceNow)
• —Agile transformation and PMO setup for technology organisations