News & Media

AACO’S TECHNICAL FORUM HIGHLIGHTS DIGITAL TRANSFORMATION CHALLENGES AND OPPORTUNITIES IN MENA

8th NOV 20024

Knighthood Global recently participated in the Arab Air Carrier Organisation’s (AACO) Technical Forum held in Cairo from 6 to 7 November 2024. This prestigious event brought together leading airlines and industry partners from across the Middle East and North Africa to explore critical challenges and opportunities in technical operations.

The forum focused on accelerating sustainability and digitalisation within the aviation sector. As a recognised leader in transformation and thought leadership, Knighthood Global was well represented by Partner Camiel Eurlings, former CEO of KLM Royal Dutch Airlines and Dutch Minister of Transport, Public Works, and Water Management.

Driving Industry Change Through Digital Transformation

Mr Eurlings moderated a panel discussion on the digitalisation of aircraft technical operations, joined by esteemed experts from GE Aerospace and IATA. He noted that, while digitalisation has transformed many industries, airlines have yet to fully harness its potential due to various systemic challenges.

“Significant strides have been made in digitalisation, but the progress remains inconsistent across regions and organisations,” said Eurlings. “There are clear opportunities to accelerate the adoption of transformative technologies, which will enhance operational efficiency and safety.”

Key Themes and Emerging Trends

The panel discussion delved into several pressing issues, including:

• Investment and Regulation: Balancing innovation with compliance and financial constraints.

• Workforce Reskilling: Preparing technical teams for the adoption of new digital tools and practices.

• AI Integration: Leveraging artificial intelligence to support human expertise in predictive maintenance and real-time decision-making.

• Collaborative Ecosystems: Fostering cooperation between regulators, OEMs, airlines, and MROs to drive consistent and scalable change.

A Vision for the Future

Knighthood Global continues to play a pivotal role in guiding the aviation industry towards a digital future. Through strategic partnerships, we help clients navigate complex challenges, unlock new efficiencies, and stay ahead in a rapidly evolving sector.

As the forum concluded, Eurlings emphasised the importance of collaboration: “Only by working together can we achieve the full potential of digital transformation in aviation. This is not just about adopting new technologies; it’s about fundamentally rethinking how we operate to ensure a more sustainable and resilient future.”

Knighthood Global are proud to be leading the charge in innovation and transformation, partnering with industry leaders to drive meaningful change.

KNIGHTHOOD JOINS AFRICAN AIRLINES ASSOCIATION (AFRAA) AS FULL PARTNER

Abu Dhabi – 7 November 2024

Knighthood Global has joined the African Airlines Association (AFRAA) as a full partner and will attend the organisation’s 56th Annual General Assembly and Summit later this month.

Founded in 1968 in Accra, Ghana, and now based in Kenya, AFRAA’s wide reach boasts representation of over 85% of the total international traffic carried by African airlines with more than 50 airline members and 35 aviation partners, including aircraft and engine manufacturers, aviation equipment and component suppliers, global distribution companies, IT & e-commerce solution providers and other non-airline entities in the aviation sector.

James Hogan, Chairman of Knighthood Global said: “The African continent is undergoing unparalleled growth and change. We are very pleased to share in this growth story through our partnership in an organisation which understands and embraces the critical role a sustainable safe and strong air transport industry will play in the economic development of the continent.

“We are optimistic about the many areas in which Knighthood can participate and share our expertise in airline development and transformation on this uniquely representative platform in Africa. Alongside its members and partners, we look forward to maximising the enormous learning opportunities presented by AFRAA, and to share our knowledge and experience in developing the vast potential of young people in the African aviation sector.”

A three-member delegation from Abu Dhabi-based Knighthood Global, led by Chairman James Hogan will be attending the AFRAA Summit. He will be accompanied by Knighthood CEO,

James Rigney and Partner, Camiel Eurlings.

Knighthood proud to be a gold sponsor for AACO’s 57th AGM

Nov 2024

Knighthood Global was very proud to be a Gold Sponsor of the Arab Air Carrier Organisation’s 57th AGM which took place in Jordan. 

The AGM is an important annual feature in the aviation calendar of Middle East and North African airlines and industry partners.

AACO is a highly respected aviation institution. After more than half a century, representing the interests of Arab airlines, it continues to grow, providing a critical platform to address the diverse regional challenges of the various airlines and industry partners, and share unique information and insights to a wider audience.

Camiel Eurlings, former Dutch Minister of Transport, Public Works and Water Management and Member of the European Parliament, and Michael Venus, Knighthood’s special advisor on Media and International Affairs attended the event. Mr Eurlings will once more be supporting AACO when he moderates a session at its Technical Forum in Cairo from 6 to 7 November.

Thinking positive, thinking smart

After 11 years running Etihad Airways, former CEO James Hogan formed Knighthood Global and now tells Michael Doran about his new role advising airlines, airports, governments and the hospitality sector.

AIR International – Oct 2024

Glitzy award ceremonies, black-tie dinners and lavish launches are part and parcel of airline chief executive officer life. However, when Australian-born James Hogan joined Etihad Airways as CEO in 2006, he started with a blank sheet of paper, sitting in a Portakabin parked on the side of Abu Dhabi Airport.

Under Hogan’s leadership, the fledgling airline grew from a $300m business to a diversified travel and aviation group generating $20bn annually. Along the way, it placed a $43bn order for 205 new aircraft.

After leaving Etihad in 2017, Hogan formed Knighthood Global, a high-level advisory and consulting firm made up of aviation experts with extensive handson experience in global aviation, working with airlines, airports, governments and the hospitality sector worldwide.

In August, Hogan made a quick visit to his hometown of Melbourne, Australia. While there, he generously agreed to chat with Air International about his time in the airline industry, about Knighthood Global, and the state of global aviation.

Hogan talked about Etihad and fulfilling the mandate from shareholders to support the Abu Dhabi Vision 2030. The Abu Dhabi leadership saw what Singapore and Dubai had achieved by developing their city as a destination in its own right, supported by airlines, airports, hotels and tourist attractions.

The Vision was a driving factor for Hogan and his team; a strategic plan to diversify the Emirate’s economy away from oil and gas and develop new economic sectors, such as tourism, technology and manufacturing.

He said: “People don’t realise that when I went to Etihad, we had nothing, and I started in a Portakabin on the side of Abu Dhabi Airport.

“We had to build everything, and most CEOs don’t have to do that because they inherit the business, the brand and the infrastructure, but I had to do that from scratch.”

After a successful stint as Gulf Air CEO, Hogan developed a keen understanding of aviation in the Middle East and the crosscultural skills he needed to build a cohesive workforce from more than 100 nationalities.

Under his mandate, a head office, engineering centre, IT facility and global brand were also to be built, plus the vital task of designing and implementing an airline strategy.

“If you took a three-hour ring from Abu Dhabi, you had the Gulf, the Middle East and the Indian sub-continent, which is a population as great as China, and people flying from Europe or the Americas didn’t want to fly into hubs. So that meant we had one stop over the Gulf instead of going over London, then coming into another point and then to Bangalore or wherever.”

He added that Gulf Airlines will fly to cities that other carriers shun and all through the region and across Africa. That was an opportune time to ask Hogan about the impact on mega-hubs from new, longer-range aircraft, such as the Airbus A321XLR and A350 XWB operating point-to-point.

He quickly dismissed that by pointing out that hubs in the Middle East are not dependent on traffic from Australia, that Europe is a mature market where airport slots are heavily constrained, and that the real opportunity lies closer to home.

“The key areas of opportunity are India, Pakistan and Bangladesh, which are huge markets in their own right. All the secondary cities in the Middle East, where you’ll never see airlines fly into from Europe or America and all the emerging secondary cities of Africa and China – that’s the opportunity.”

When starting at Etihad, Hogan had a clear vision for the airline to be “best in class”. This vision was epitomised in 2008 when he signed one of the largest aircraft orders in history, for up to 205 new aircraft worth approximately $43bn at list prices.

He told Air International his direction was that the new Airbus A380s and Boeing 787s would be a major step change for Etihad, which is why the unique Residence at Etihad Airways, a three-room suite in the sky, was born. The Residence features an ensuite shower room, a private bedroom with a double bed and a separate living area. “We looked at the space, and after we created first class, business and economy, there was a corner space, so I said we can put a shower in there or a double bed and let’s create something special that people will go ‘Wow!’.

“From a customer perspective, the A380 is a great experience, but from an operational cost perspective and secondary market perspective, it’s not the best return. We had cabin crew who were food and beverage managers, nannies especially trained to look after kids and a butler. It was a major step change, and I’m proud of what we achieved.”

In his 11 years as CEO of Etihad, Hogan drove the airline to success. He had achieved the mandate of a competitive best-in-class airline, and Etihad carried 18.6 million passengers annually, supporting close to 92,000 jobs.

When asked about his term at Etihad and what stood out, such as challenges or learning, Hogan paused then replied:

“It was getting good people with the right skills who would become future leaders because, at the end of the day, it was Abu Dhabi’s airline. My responsibility was to ensure that they had the future leadership and talent to build, and I am very proud of doing that.”

In 2017, Hogan left Etihad. After 16 intense years running two airlines in the Gulf, he decided it was time for a change and to do something in his own right. That led to his current venture, Knighthood Global, which he set up in 2020 to offer business advisory, capital structuring and investment services in aerospace and aviation, travel and tourism, hospitality and real estate.

Hogan is chairman of Knighthood and was joined by fellow principal and CEO James Rigney – who was chief financial officer of the Etihad Aviation Group between October 2006 and June 2017. The team has an extensive list of aviation experts, partners and advisors who work with airlines, airports and governments worldwide.

Despite being offered other airline opportunities in the Gulf and elsewhere, Hogan said that after putting his heart and soul into Etihad for 11 years, he had no desire to turn out in a different coat to fight his own creation:

“It was time for a change, and I just thought that in establishing what I do, I could use my Rolodex and my skills and work at my own pace to do what I want to do and walk away or say no to what I don’t want to do,” he explained. “Which is a nice place to be.”

Almost everything Knighthood does is confidential, and Hogan only let out a few snippets here and there, but it is very clear that the group is working on a wide variety of projects around the world, from airports in the Middle East to selling an airline in Europe and the rebirth of Air Malta into KM Malta Airlines.

While the projects are private, the work Hogan and his team of aviation experts and airline managers do is not. They work very closely with the board and management, with a sharp focus on the result.

“Our role is not to take over from management, but to coach management and inform the board to create strong teamwork. What’s important to me is that we bring our experience and ensure that when we walk away, there’s a good plan in place, and the management is empowered to deliver. We’re there to support them, not take over.”

One project that can be discussed is the restructuring of Air Malta, which emerged in March this year as KM Malta Airlines, Malta’s flag carrier. The airline was formerly government-owned, and Knighthood worked with the chairman and management for around three years on all aspects of the restructuring.

“We do considerable work in Africa where they see the opportunity of what aviation brings in creating jobs. One of the biggest challenges is the large population of under-30s who lack opportunity, and without opportunity, you have disruption. We did the restructuring plans for Air Zimbabwe with the World Bank and the other stakeholders, and now they have that plan, and it’s up to them to implement it.

“So, we have airlines, we have airports, and we are just doing a deal with an African group to put some cargo aircraft in,” he said. “I work very closely with the head of Chinese airports under the Belt and Road initiative and lecture at Tianjin University.”

While consumer demand remains high, many airlines are feeling the pinch as more capacity comes online and ticket prices soften. It is clear that 2024 is not looking as financially rosy as last year, so it was a good time to ask Hogan about the state of commercial aviation.

Unsurprisingly, he was upbeat about the future and points out that aviation has always been bedevilled by cycles, whether internal or external, but there are parts of the world, such as India and Africa, that will continue to open up and create new opportunities: “There are immature airlines, youthful airlines and mature airlines and then there’s regulation, bilateral status, geography and all that impacts the model,” he explained. “The mature airlines, like British Airways, Lufthansa Group, United, American and Qantas, have their respected brands, infrastructure, talented people, routes and slots, giving them a major competitive edge.”

Another major strength of mature airlines is their well-established loyalty programmes and strong alliance partnerships, especially how they use those to distribute fares, adding to their inherent competitive advantage. At the next level, Hogan talked about the Gulf airlines, the Chinese and Indian carriers and others like Turkish Airlines, which are still developing their own models.

While the Gulf carriers get most of the attention, Hogan said that European airlines face serious competition from Turkish Airlines, with eastbound traffic over Istanbul flying out of more European cities than the Gulf airlines.

China is another developing region, and while there is a post-pandemic focus on domestic traffic, Hogan believes they will re-emerge internationally in the next few years.

“And I’ve always been very clear that I see India as a market that’s going to be a major player of the future, and in the next five years, the Indian airli nes, like the Tata Group and IndiGo, will emerge as very strong players. We go back to population, segmentation, the worldwide Indian diaspora, and the large aircraft orders they are placing all point to that.

“Then you have got the developing countries of Africa and the Eastern European countries that currently rely on Wizz, which are both huge population markets, and the low-cost airline segment as well,” he added.

“There’s high demand coming out of COVID, but we don’t have full capacity or aircraft availability, although that will change over the next couple of years. For now, it’s a honeymoon period for all airlines.”

What’s not predictable are the external shocks that come along fairly regularly and, as the pandemic showed, can wreak havoc on the aviation industry. Hogan pointed to his time in the Middle East, where he had to deal with the impacts of the Iraq and Afghanistan wars, the SARS outbreak, volcanic ash disruptions, COVID-19 and now the emergence of another possible pandemic from the Monkeypox virus.

He added: “Africa and India will emerge, and China will accelerate, so the biggest challenge today is just how you navigate airports or slots, especially at certain European and US airports, as well as aircraft availability and talent. Where are the future pilots and engineers coming from; how do you manage your people; and how do you manage your customers.”

‘One thing I’ve done is build a business from scratch, but what was unique in the Etihad role is that I was nation-building too’

September 2024. John Mulligan, Irish Independent

Age appears to be taking a gentle toll on James Hogan. Now 67, the former chief executive of Abu Dhabi’s Etihad Airways still looks youthful and energetic as he opens the door of his suite at Dublin’s Merrion Hotel.

The Aussie insists he’s not as busy – or stressed – as he was when he was running the carrier between 2006 and 2017. Maybe not, but the Knighthood Global consultancy he co-founded after he left (more of that later), still has him globetrotting and dividing his time between homes in Monaco and his native Melbourne.

He’s on a quick visit to Dublin on behalf of a client, talking to aircraft lessors.

“I’m fortunate I’ve been able to build my own business and I enjoy it,” he says.

“It gives you the flexibility to work the way you want to work.”

Since leaving Etihad, Hogan says he’s been o􀆯ered roles to lead other carriers, but has declined. In 2023, his immediate successor at Etihad, Tony Douglas, was named CEO of Saudi Arabia’s new government-bankrolled Riyadh Air, that’s slated to launch next year.

Given the problems at Boeing, in particular, with aircraft deliveries, it’s clear that Hogan thinks the planned 2025 launch of Riyadh Air – whose top brass includes Irish aviation executives Peter Bellew and Ray Gammell – could be challenging.

Hogan is a veteran of the global aviation scene. His great-grandparents hail from Ireland, but it’s an Australian and British passport that he travels on.

He’s also embarked on a bit of a charm o􀆯ensive, giving a rare interview in his native Australia, where he defends his legacy.

And that legacy is, whether he likes it or not, largely focused on his time at Etihad.

Abu Dhabi, having seen the success of Emirates in neighbouring Dubai, wanted to emulate the carrier and make a mark in the full-service aviation business.

‘You can’t shrink an airline to profitability’: Hogan unplugged

The high-flyer lifts the lid on Etihad’s ups and downs

1 September 2024. Damon Kitney, The Weekend Australian Business Review

James Hogan is back in the town and country of his birth.

Sitting in his suave Melbourne apartment, the man who controversially piloted the Abu Dhabibased Etihad Airways for 11 years – and who has spent the past three and-a-half decades living outside Australia – declares he will always be a “proud Aussie”.

His mother, who died after suffering a stroke at age 63 when he was in his early 30s, came from the tiny town of Manangatang in northwestern Victoria. His father, who lived to 95, served in the Royal Australian Navy for two decades and was a champion sportsman.

Hogan grew up in Melbourne suburbia and attended Ivanhoe Grammar School, where he captained the First XVIII football team. His brother played VFL for the Essendon Bombers.

“I love coming back here a couple of times a year. I’m a proud Aussie. I support Australian teams,” he says. “Where I can, I help Australia. It is a great country. But I’m an international person. Now I probably bring a different perspective here, not living in Australia for many years.”

His Australian-born wife would love nothing better than to return down under after decades spent abroad.

Yet Hogan the businessman has long left his homeland behind. This current visit is short-lived.

The dual Australian and British citizen splits his time between work in Europe, Africa and the Middle East, and his properties at Windsor, outside London, and Monaco.

The consulting group he established in Malta in 2017 with his former chief financial officer at Etihad, the Australian-born and bred James Rigney, also has offices in Abu Dhabi and Geneva.

Their Knighthood Global group, named after the legendary Knights of Malta, provides business advisory and capital-structuring services in aerospace, aviation, travel, tourism and hospitality.

Since leaving Etihad in mid-2017, Hogan has noticeably mellowed. Famed for being a hard taskmaster – and at worst a bully with a volcanic temper when he lets loose – the Hogan of today looks and sounds relaxed.

But there is one topic which gets him wound up like no other: reflecting upon his legacy at Etihad.

Given this is his first interview with a journalist from his homeland in more than eight years, I put to Hogan the view from some quarters in Australia – and a bunch of critics globally – that his time at Etihad was a failure. He doesn’t flinch.

“Etihad wasn’t a failure. I created one of the most successful airlines in the Middle East. I retired a year and a half before I left,” he replies resolutely.What I can’t control is what happens after me. After I left, they downsized the business. Now they are back on a growth strategy, and the growth strategy reflects my strategy.”

The current CEO of Etihad is Brazilian Antonoaldo Neves, who is pursuing the “Etihad Airways 2030” strategy, a seven-year plan to almost treble the size of its operations.

After slashing its fleet size between 2019 and 2022, Etihad is bringing back big jets such as the Airbus A380, the Boeing 787 and the Boeing 777, and paying billions of dollars more for them than it would have before the Covid-19 pandemic. It wants to have 160 aircraft in the air by 2030.

It marks a return to the growth strategy undertaken by Hogan which, after his departure in 2017, was largely ditched by his successor Tony Douglas.

What was truly unique and controversial about Hogan’s Etihad tenure was his equity alliance strategy. He thumbed his nose at the powerful Oneworld and Star global aviation alliances and went about buying his own.

Etihad made investments in German carrier airberlin, the Dublin- based Aer Lingus, Jet Airways in India, Air Seychelles, Air Serbia, Virgin Australia and Italy’s national carrier, Alitalia.

It is on the topic of these investments – in what his detractors long called ailing airlines he could never control – where Hogan enthusiastically delves into areas he has, until now, carefully avoided talking about publicly since he left Etihad.

“Everything I did was agreed by the board – everything. Whether it be buying aircraft, whether it be investing in other airlines. Now, some I wanted to do and some I didn’t want to do,” he reveals.

Etihad spent €560m buying a 49 per cent stake in Alitalia in 2014 in a bid to secure better access to European and North American international air travellers.

But Hogan never was able to exercise control over the Italian carrier to tackle its crippling legacy labour cost issues because of European Union labour policies capping foreign ownership in European airlines at less than 50 per cent. Alitalia declared bankruptcy in 2018.

“If you take Alitalia, for example, I didn’t agree with Alitalia. There was a strategic reason they (the Abu Dhabi regime) wanted to do Alitalia. I said, ‘Well, based on my experience and my knowledge of the Italians, I don’t recommend we do this and I don’t agree with the deal’. They said, ‘OK, go back and make the deal work’,” he says.

“So I negotiated with the Italians and with the Italian government.

“They gave us some commitments and condition precedents that they didn’t deliver on, which Continued from Page 25 led to Alitalia moving into administration.”

In 2011 Etihad had become airberlin’s largest single shareholder, giving it access to 33 million new passengers in Europe. Yet after struggling for many years, in August 2017 the German carrier filed for bankruptcy after Etihad withdrew its financial support.

“One of the reasons I had such a long notice period at Etihad was that I had agreed to sell airberlin to (German national carrier) Lufthansa and (the German leisure airline) TUIfly. A great deal,” he says. “In hindsight, it was a big mistake by the people that came after me not to complete it. Today they would be part of Star Alliance, but they are not.”

Jet Airways in India filed for bankruptcy in June 2019, while Air Seychelles went through an administration process in October 2021 before returning to service a year later.

Royal connections

Hogan claims he never lost favour with the powerful Crown Prince of Abu Dhabi, Sheikh Mohamed bin Zayed Al Nahyan, despite the failures of Alitalia and airberlin.

“If there was something that I had done that the shareholders had not agreed with, I would not be in Abu Dhabi today,” he quips.

Hogan still serves on the board of Sanad, a global aerospace engineering and leasing solutions group wholly owned by the Mubadala Investment Company – an investment vehicle of the Abu Dhabi government run by one of the royal family’s trusted advisers.

“I’m on the aerospace board in Abu Dhabi. I’ve said that I’ve never left Abu Dhabi,” Hogan says.

“What I can’t control is what people say. If you look at my mandate – and my mandate was to create an airline from scratch, best in class, safe, part of their 2030 vision and part of nation-building – it was a success.”

Regarding the equity investments, he still believes that what was expected by the regime on market access and their contribution to Abu Dhabi more than covered their cost.

“I had a mandate from the top. At the end of the day, the shareholder wanted to do Alitalia. So my job was to ensure we did it to the best of our ability,” he says.

“As much as we put into the equity airlines, we got out of the equity airlines. So it was a wash.” What seems to irk Hogan most is what happened after his departure. On this topic he doesn’t mince words.

“I was at Etihad a long time. When you resign people see an opportunity to develop their own positioning. They want to progress … (But) I think a sign of weakness, when you take over a business, is after six to 12 months to blame the past. I think that’s what happened here,” he says.

After Hogan, Etihad became a boutique airline focused primarily on serving passengers flying to and from Abu Dhabi.

His plan to take a delivery of 98 planes from Boeing and Airbus was scrapped. Thousands of jobs were cut.

In July 2022, Tony Douglas said: “We’ve made some pretty fundamental mistakes earlier on in our teenage years.”

Etihad reported losses of $US1.873bn for 2016 and $US1.52bn for 2017. In the first set of results, it booked a $US1.06bn charge for a fleet writedown and a $US808m charge related to airberlin and Alitalia.

“Well, I wasn’t involved in those sets of accounts. I was surprised at those numbers. That’s all I’ll say,” Hogan replies after a long pause when I ask about the losses.

But eventually he goes further, with a parting shot at what he seemingly sees as the trashing of his legacy. “I don’t agree with what they did after I left, because you can’t shrink an airline to profitability,” he says. “You can’t throw everything but the kitchen sink at the results and use a change for your re-engineering of the business.”

Future-focused

Hogan is now looking to the future, firmly focused on the operations of Knighthood Global, and its ongoing consulting jobs in Europe, India and Africa.

Last year the Maltese government hired the firm to assist in closing down its flag carrier, Air Malta, after it fell into bankruptcy, and to help launch a new national airline, KM Malta Airlines.

Knighthood has also worked on a strategic plan for the Zimbabwean government to jump-start the country’s aviation industry. “Africa is, from an aviation perspective, the next major global market. The huge population is still growing, but aviation is in pretty bad shape. What you have are fantastic airports but small or failing airlines,” Hogan says.

He says the point of difference for Knighthood is that it is led by three former C-suite airline executives. In addition to Rigney, Hogan’s other business partner is Camiel Eurlings, a former CEO of Dutch national carrier KLM and a former transport minister of The Netherlands.

“What we are not is your traditional management consultant, advisory or restructuring firm, because we’ve actually been involved in business most of our lives in the aviation sector. So what we bring to the table is a very clear understanding of aerospace, aviation and airports,” Hogan says.

“We are very focused on how we engage with the board and the management. Our role is to obviously achieve the mandate from the board, but we are very focused on how we work with the management on the process.” Before their time together at Etihad, Rigney worked with Hogan at Gulf Air, and was also previously employed at Ansett Australia and KPMG. Like Hogan, he hails from Melbourne suburbia.

Many have long wondered why they have seemed inseparable. But Hogan gives a simple reason: “We trust each other.”

“The great thing about James is that you can trust him and he is hard working. He’s very good at what he does. I’ll look at the strategy, I’ll look at what we can do with the business. He’ll look at the financials, the network and the aircraft. Then we put it all together.”

Hogan believes that he and Rigney are respected as “no bullshit” characters. “I think one of the greatest attributes of Australians as business people is that we are honest and hardworking. We say it as we see it. It is part of my character. It has been good for me and it has been bad for me too sometimes,” he says.

Yet while he and Rigney are good friends, they don’t “live in each other’s pockets” and have a defined line between business and the personal.

Virgin CEO role

Hogan reveals he has been asked to run airlines since he left Etihad, but has always been determined to not take a role in the Middle East, in order to avoid competing head on with his old employer.

So would he run one elsewhere in the world, if asked?

“For the right opportunity, I would,” he replies enthusiastically, before adding that “everything comes down to the mandate”.

“What does the shareholder want to achieve? Any role that you look at anywhere in the world, it’s about the mandate. Do you fit that mandate and can you win?”

So what of the Virgin Australia chief executive role being vacated by Jayne Hrdlicka? Hogan is initially coy before declaring, categorically, that he has not been approached about the job.

His last aviation role in Australia, in 2001, was to oversee the Tesna consortium led by Lindsay Fox and Solomon Lew, to acquire Ansett from administration. The billionaires eventually abandoned the deal. “I seriously have never considered, after Ansett, coming back to Australia and that remains the case,” he vows.

“It is always difficult for Australians offshore to come back.”

During his time at Etihad, Hogan crossed swords with then Qantas boss Alan Joyce, who described the Middle Eastern carrier as the plaything of oil sheiks bent on destroying Australia’s national airline. Hogan labelled Joyce’s comments as “un-Australian”.

So does he now have sympathy for Joyce, whose legacy has also been roundly trashed?

Can Qantas be saved?

“Shareholders, the board, and the senior executives, everybody is around the table; Qantas is a tough gig, a national icon,” he muses.

“Alan did a great job at Jetstar. He moved to the Qantas role. For the shareholders, that delivered huge value over time.

“So when you look at the metrics of a listed company, he ticked those off. What I can’t answer, because I’m not close enough to it, is maybe he stayed too long.

“Only he can answer that. I made a decision to step out, and maybe sometimes you need to call the time you step out. He was CEO for 15 years. That’s a long gig.

“But I believe he did what was expected of him by his board and by his shareholders. The real question for them to ask is probably of the board.”

So does Hogan think the tarnished Qantas brand is resurrectable? “Of course it is. It’s a great brand. It’s a global brand, not just an Australian brand,” he says.

Hogan also has sympathy for his ex-business partner, former Virgin Australia boss John Borghetti, who for many years fought Qantas head-on in a capacity war partly funded by Etihad. But Borghetti’s legacy has been tarnished since the airline collapsed in 2021.

“We are good friends and I think John did a great job,” Hogan says. “Look, as a CEO, you own it. But there are many circumstances also outside of your control and you don’t work in isolation. There’s a board, there’s shareholders, there are objectives. Time enables you to answer the critics.”

Just over seven years after leaving Etihad, Hogan now clearly feels more comfortable speaking his mind when reflecting upon his legacy. His critics will accuse him of rewriting history and of window- dressing the disasters of the past. But in his eyes, so be it.

“Everyone is an expert on airlines. You go to a dinner party with an airline CEO and someone sitting at the table has got a story,” he says. “But would I do it again? Yes. Do I have any regrets? No.”

James Hogan features on The Pat Kenny Show

August 2024

'No one flies to Dublin' – Experts thought Ireland's UAE flights would flop.

Aviation experts originally thought direct flights from Ireland to the Middle East would be a commercial failure.

That’s according to former Gulf Air and Etihad CEO James Hogan who said he had to overrule his own employees to get the flights off the ground.

Mr Hogan, who spent 11 years as CEO of Etihad, oversaw a significant expansion in the number of routes the company operates.

Speaking on The Pat Kenny Show, Mr Hogan said the route to Dublin was introduced following lobbying by the Irish Government.

“When I was the CEO of Gulf Air, [Bertie] Ahern was a regular visitor to Bahrain meeting the Government,” he said.

“He started pressing on me to fly to Dublin direct.

“My team said, ‘No, it doesn’t work, no one flies to Dublin.’

“But I thought hang on, let’s look at the passenger flows over Heathrow, over Amsterdam going east.”

To Mr Hogan, the numbers seemed to add up - plenty of Irish people were flying to the Middle East but they had to transit through airports in Britain or continental Europe.

“I took the decision to launch into Dublin, four flights a week,” he said.

“Then, when I moved across to Etihad, I brought in Etihad daily and double daily - a huge success.

“All of a sudden, we had an air bridge of one stop over Abu Dhabi to the Middle East, to South East Asia and Australia.

“It was a winner - not two stops, one stop.”

Other Middle Eastern airlines have since launched their own direct flights to Ireland and Mr Hogan said he feels fully vindicated in his decision.

“If you look at the market today, you have Emirates, Qatar, you have Turkish.

“So, I’m proud of the support that was given to me by Mr Ahern, Mr Cowen, Mr Kenny - great support.

“The State was great.”

GAA sponsorship

With two Irish great-grandfathers and an Irish surname, you might expect Mr Hogan to have approached his dealings with Ireland with a certain sentimentality.

However, he insists it was only ever “about business” - which is why he decided to sponsor the GAA.

“People said what are you doing, an Arab airline, supporting the GAA?” he recalled.

“It was fantastic, the brand was there in the community, we were engaged, we supported the GAA in other parts of the world - Australia and South East Asia.”

According to the Irish Embassy in the UAE, there are now over 10,000 Irish people living in the country.

KNIGHTHOOD PROUD TO SPONSOR FIRST EVER WTTC SUMMIT IN AUSTRALIA

A delegation from Knighthood Global, led by Australian Chairman James Hogan, will attend the World Travel and Tourism Council’s upcoming annual summit in Perth.

Abu Dhabi – 20 August 2024

It will be the first time the two- day summit in October has been staged in Australia.

The summit will enable the WTTC – the world’s leading travel and tourism organisation - to focus on how to maximise the country’s magnificent tourism and hospitality offering.

Knighthood Global is again a sponsor of the annual event and will this year feature on the event app which is designed to help members manage their time at the AGM and the important networking opportunities with the more than 200 global CEOs attending.

Mr Hogan said: “We are very proud to be a sponsor of this event in Perth, once considered one of the world’s most isolated cities. Today, Perth is recognised as Australia’s new gateway to the world and a magnet for investors.

“Travel and tourism will always be a significant part of that investment opportunity in a country so rich in natural resources and cultural heritage. According to Oxford Economics, travel and tourism accounts for 10.2%, or AUD 176 billion of the Australian GDP and creates 1.56 million jobs.

“As an important industry platform, I believe the WTTC can drive further investment and support the changes necessary to unlock the red tape and bureaucracy holding back further development.”

James Hogan will be accompanied by Knighthood CEO, James Rigney, and Partner, Camiel Eurlings, the former Dutch Minister of Transport, Public Works and Water Management and Member of the European Parliament.

KNIGHTHOOD PROUD TO BE A GOLD SPONSOR OF 2024 ARAB AIR CARRIERS ORGANISATION 57th AGM IN JORDAN

Abu Dhabi – 12 August 2024

A four-member delegation from Abu Dhabi-based Knighthood Global, led by Chairman James Hogan will be attending the Arab Air Carriers Organisation (AACO) 57th AGM which will take place in Jordan from 29 October to 1 November this year.

Knighthood Global is a gold sponsor of this event, which is an important annual feature in the aviation calendar of Middle East and North African airlines and industry partners.

Mr Hogan said: “AACO is a highly respected aviation institution. After more than half a century, representing the interests of Arab airlines, it continues to grow, providing a critical platform to address the diverse regional challenges of the various airlines and industry partners, and share unique information and insights to a wider audience.

“We are very proud to be a gold sponsor of this iconic event and look forward to attending the 2024 AGM in Jordan.”

James Hogan will be accompanied by Knighthood CEO, James Rigney Partner, Camiel Eurlings, former Dutch Minister of Transport, Public Works and Water Management and Member of the European Parliament, and Michael Venus, Knighthood’s special advisor on Media and International Affairs.

KNIGHTHOOD GLOBAL IN CAIRO TO SUPPORT AACO TECHNICAL FORUM

2 August 2024

Knighthood partner, Camiel Eurlings will be in Cairo to attend the Arab Air Carriers organisation Technical Forum which is being held in Egypt on 16 and 17 September this year. The theme for this year’s forum is ‘Dealing with OperaIons the Unconventional Way’.

As part of Knighthood’s ongoing support for AACO, Camiel, who is the former CEO of KLM and Minister of Transport, the Netherlands, will moderate a session entitled “Technical Operations – The Digital Transformation of Aircraft Operations’. The session, which includes presentations from IATA, Airbus and GE Aerospace, will examine challenges to accelerating the change and innovation required for a successful transformation, and look at current case studies in best practice which demonstrate the benefits of going digital.

Camiel has more than two decades of expertise as a public policy maker and broad experience as corporate leader in aviation.

Prior to joining Knighthood Global, he worked as an independent consultant, and served as President and CEO of KLM Royal Dutch Airlines following his tenure at the helm of the cargo divisions of Air France-KLM and Martinair. He was also a member of the Alliance Steering Committee of the Board of Gol Transportes Aéreos and the IATA Cargo Committee, and is a former Member of the Board of Directors of American Express Global Business Travel.

He holds a Master of Science in Industrial and Management Science (Cum Laude) from Eindhoven University of Technology. He is also an Officer in the Order of Oranje-Nassau and a Knight of the Order of the Holy Sepulchre.

Knighthood is also a gold sponsor of AACO’s 57th AGM which will be held later this year in Jordan. A four-person delegation led by James Hogan is set to the attend this important annual event.

KNIGHTHOOD GLOBAL CELEBRATES ARRIVAL OF NEW AIRCRAFT FOR KM MALTA AIRLINES

24 July 2024

Knighthood Global is delighted to celebrate with David Curmi and his team at KM Malta Airlines the arrival of its new Airbus A320 at Malta International Airport. Knighthood is very proud to have played a role in this exciting development.

Congratulations!

KNIGHTHOOD GLOBAL APPOINTS NEW LEGAL ADVISOR

Abu Dhabi – 19 July 2024

Knighthood Global has appointed Ashley Whitcher as its legal advisor. He will provide ongoing legal counsel, supporting Knighthood’s projects with governments, and private and public sector clients.

He is currently the Consultant Solicitor at In Verrem Limited which he set up in 2020 to support the aviation legal market with full-service commercial aviation law expertise. Ashley brings deep expertise in corporate governance, international mergers and acquisitions, international dispute resolution, and complex governmental and commercial contract negotiations.

He formerly served as Head of Legal and Legal Counsel in the United Arab Emirates at Etihad Airways, and as Executive Vice President Legal and Group Head of Legal at John Menzies Plc, a FTSE Small Cap listed plc.

He graduated with a Bachelor of Laws, LLB, Honours from De Montfort University in 1997 and was admitted as a Solicitor of the Supreme Court of England & Wales in August 2000, and as a Solicitor- Advocate (All Proceedings), in September 2004.

Knighthood strengthens core team with two new executive appointments

Knighthood Global has appointed Michael Venus and Manish Raniga as directors of its Abu Dhabi based business.

Abu Dhabi – 17 July 2024

Both senior and experienced executives, their deep expertise will strengthen the core team and diversify the broad advisory offering Knighthood provides to its government, private and public sector clients.

Michael Venus, who is a seasoned international public affairs and corporate communications executive, spent seven years as Director of TV News with Australia’s Nine Network in Melbourne before joining Etihad Airways as its Vice President of Corporate Affairs where he led the airline’s global communications strategy from 2010 to 2017 when he returned to Australia. More recently he was Director of Media and External Relations for Rex, Australia’s largest independent domestic and regional airline. Michael will oversee Knighthood’s international media and communications strategy and support its current projects in areas of communications and media advisory.

Manish Raniga began his diverse 25-year global career at PWC after completing his Bachelor of Economics at the University of Queensland, Australia. In addition to strategic and financial roles at Etihad Airways, Jet Airways, and at South African Airways as Chief Commercial Officer, he has held senior advisory and executive roles, most recently for a US-based private equity firm leading its aviation investment portfolio. Manish brings financial acumen, data-driven analytical decision making and strong tech innovation to the team.

‘Cut me in half, I’m still Etihad’

Over lunch in Dubai, former CEO James Hogan tells our Editor-at-Large how the “Middle East model” took over aviation – and what really happened at Etihad.

By Frank Kane, June 10, 2024

When I arrive 20 minutes early for lunch at Shanghai Me in the DIFC’s Gate Village, James Hogan is already there, poring over his phone, beneath a stylised portrait of Mao Zedong.

It is an incongruous sight – an Australian leader of the global aviation industry who spent the bulk of his career in pursuit of elite standards of luxury air service, alongside a hot pink version of the drab olive-green tunics worn by hundreds of millions by bicycle-riding workers during Mao’s tumultuous decades as chairman of the Chinese Communist Party.

But I’ve chosen Shanghai Me for several reasons. Hogan loves Asian food, his aides told me, and spends some time these days as a visiting lecturer on the MBA course at Tsinghua University in Beijing.

And, as I discovered, he has some pertinent views on the importance of China in the global aviation market.

“I thought the traffic would be worse,” he says to explain his timing, “and I hate being late for anything.”

This lunch has been a long time in the making.

Hogan has given few full media interviews since his departure from Etihad Airlines in 2017, after a transformational 11 years as chief executive.

Over those years Abu Dhabi’s flagship carrier went from being a $300 million startup to become a diversified travel group with more than $6 billion in revenue, pulling in nearly $10 billion for the emirate as a result of the economic “multiplier” effect of a major aviation hub.

Despite this strategic success, he saw his legacy ripped apart by subsequent policymakers – the fleet shrunk, destinations dropped, international alliances canned – in a long programme of retrenchment compounded by the pandemic-induced recession.

Only now, with Etihad on a revived growth trajectory under CEO Antonoaldo Neves and even looking to launch an initial public offering of shares, is the airline getting back to where it was in 2017.

I knew that Hogan wanted to talk about the slings and arrows of what had happened at Etihad, but also realised it was still a sensitive subject.

So, what better than a pleasant lunch, away from the office, to get to the bottom of it?

JAMES HOGAN INDUCTED INTO ATW HALL OF FAME

Dubai: Aviation visionary James Hogan has been honoured at Air Transport World’s 50th annual awards ceremony in Dubai.

2 June 2024

In front of an audience of airline CEOs and aviation industry leaders on Friday night, James was inducted into ATW’s Awards Hall of Fame.

The honour was bestowed in recognition of his leadership as President and Chief Executive of Etihad Airways between 2006 and 2017.

During the Hogan-era Etihad was transformed from an airline with revenues of US$300 million into a diversified travel and aviation group generating US$20 billion annually.

In 2016, Etihad was ATW’s Airline of the Year for “demonstrating exceptional achievements and capabilities across operations, financial performance, customer service, safety and labour relations.”

Today, James is the Chairman of Abu Dhabi-based Knighthood Global, a specialist aviation, travel and tourism company which provides turnkey strategic planning and operational support capability solutions to governments, airlines, and travel and tourism organisations.

James said he was delighted to be a Hall of Fame recipient and thanked ATW’s Editor-In-Chief Karen Walker for her support over many years, and acknowledged the leadership of Abu Dhabi and the mandate it gave him to create a world class airline as part of the 2030 plan.

“ATW rightfully enjoys an international reputation as an authoritative source of news and knowledge in the aviation industry. This is largely due to Karen’s integrity and commitment as an editor, chronicling the ups and downs of global aviation while celebrating its achievements. I am honoured to be part of this remarkable story,” James said.

ETIHAD GOES BACK TO THE FUTURE

By Anil Bhoyrul, Managing Director, Arabian Business

The UAE’s national carrier Etihad is on course for remarkable growth under new leadership, with talk of an IPO. For new CEO Antonoaldo Neves, the strategy looks set to take the airline to new heights.

22 May 2024

Remember this? Etihad Airways and its ambitious CEO making a host of announcements to “usher in a new phase of sustainable growth, underpinned by a robust strategic plan.”

The dizzy heights of carrying 18 million passengers a year were floated, and a network that would expand to 125 destinations. This “pivotal turning point in the carrier’s journey” was also heavily laden with the X-factor: Flight EY1 touched down at John F. Kennedy International Airport in New York, showcasing the A380 double-decker service featuring the Residence, a three-room suite in the sky. In a handful of years, the fleet size would be over 150.

But no, this wasn’t May 2014 when the then Group CEO James Hogan outlined the airline’s spectacular vision at a spectacular event in Abu Dhabi, in front of the world’s media.

This was just five months ago, as new Group CEO Antonoaldo Neves laid down his own marker. If it all sounds familiar, it’s because it is. Ten years later, with a global pandemic to deal with in between, Etihad Airways is back – and back to the future.

Etihad Airways 2030 strategy

Neves recently spelled out in detail the “Etihad Airways 2030” strategy, backed by ADQ Holdings. A network of 125 destinations are part of the 2030 plan, to link Asia and Europe. And a focus on connecting short and medium-haul destinations in the GCC, India, and Asia with long-haul destinations in Europe and the East Coast of America.

“In 2017, our fleet peaked at 110 aircraft, and we worked on reducing the fleet size between 2019 and 2022. Today, we are witnessing the return of our large aircraft such as the Airbus A380, Boeing 787, and Boeing 777, resulting in an increase in our fleet to 86 aircraft, and we expect it to reach a total of 160 aircraft by 2030,” said Neves.

The airline currently flies to over 70 destinations worldwide, having launched 12 new destinations last year. The announcement marks a return to the pre-Covid growth strategy undertaken by Hogan, which after his departure in 2017, was largely ditched by his successor Tony Douglas.

Last year Douglas himself departed, with Neves now effectively skipping the seven years between himself and Hogan to once again make Etihad a world beater. The missing years, the lost years, call it what you like, no one can argue that the Etihad giant has been awakened and is once again taking its rightful place on the global airline stage.

But this time around, will it stay there? Neves has zero doubt and is even entertaining talk of an IPO to fund expansion. The omens are good, considering Etihad has pretty much been down this growth road before with huge success.

Three eras defined

Etihad has effectively had three lifespans – Etihad v1, the Hogan years, Etihad v2 the Douglas years and Etihad v3 – Neves at the helm.

In fact, the numbers for v1 and v3 look remarkably similar, and are sure to fuel investor appetite if an IPO does take shape.

The Etihad V1 version spanned 11 years, with Hogan taking the helm after a four-year stint as boss of Gulf Air. Etihad Airways had been created in 2003, with a vision “to redefine air travel, connecting the world through our hub at Abu Dhabi International Airport,” it announced at the time. On 12 November 2003, the first Etihad flight – to Beirut – took off, and less than a year later, $8 billion of plane orders were made.

When Hogan arrived, Etihad was a three-year-old airline with $300 million of revenues. When he departed in 2017, it had grown into a diversified travel and aviation group generating $20 billion annually. The Etihad brand became known worldwide, supporting the wider brand of Abu Dhabi as an important centre for business, trade and tourism.

James Hogan’s vision and strategy were shaped by the mandate from the airline’s shareholder, the Government of Abu Dhabi. This mandate stipulated the creation of a competitive best-in-class global airline, synonymous with the premium brand of Abu Dhabi, and the development of a business that would support and enable the Abu Dhabi 2030 economic plan by contributing to the emirate’s economic growth and development.

Abu Dhabi’s aviation infrastructure

The creation of Etihad Aviation Group brought together critical elements of Abu Dhabi’s aviation infrastructure including Etihad Airways, Etihad Airport Services, Etihad Engineering, Etihad Aviation Training and Hala, a holidays division, driving significant financial and operational benefits as a direct result of the alignment created by this strategy.

By 2017, Etihad was carrying 18.6 million passengers, creating more than 91,700 jobs in Abu Dhabi and across the world and delivering $6.1 billion in revenue. Its economic impact to the emirate of Abu Dhabi was estimated by Oxford Economics to be more than $9.6 billion. In less than a decade, James Hogan had led the business to become one of the fastest- growing airlines in history. As an organic growth story, Etihad’s development was unprecedented.

Etihad also operated at a level of financial transparency unprecedented for a new national carrier. It started publishing annual reports in 2010, and shared full financial details with institutions around the world.

With two of the world’s most successful and well-established ‘mega-connectors’ on its doorstep, in Emirates and Qatar, organic network growth could not be enough, however. Etihad could not build the feed traffic on its own to serve a global network that could compete against these two much longer-established competitors.

To complement the airline’s organic growth and overcome bilateral and slot constraints, and meet the mandate set by the Government of Abu Dhabi, Etihad developed its equity alliance strategy. This used minority investments in other airlines – these were minority investments, which provided the only expansion option possible within the airline industry’s regulatory framework.

In December 2011, Etihad became airberlin’s largest single shareholder with a stake of just under 30 percent (and gaining access to 33 million new passengers). In January 2012, Etihad paid $20 million for a 40 percent stake in Air Seychelles, whilst in April 2013 it took a 24 percent stake in India’s Jet Airways for $379 million. Four months later, a 49 percent stake in the newly branded Air Serbia was agreed, followed by a 33 percent stake in Swiss regional carrier Darwin Airline – and in 2014 a 49 percent stake in Alitalia.

Securing Etihad’s future growth

Etihad appeared unstoppable, having also in November 2013 made the largest ever fleet order, for 199 aircraft and 294 engines in a deal worth $67 billion, which would have secured the airline’s future growth and competitive position out to 2040.

As for the equity investments, they more than recovered the outlay cost for their acquisition. They significantly increased passenger numbers on to Etihad’s network, including travellers into Abu Dhabi, in line with the management mandate at the time. Etihad led initiatives to provide shared services which generated their own revenues streams, while also offering efficiencies for the equity partners.

India, then one of the world’s fastest growing aviation markets, epitomised the benefits of such a strategy. The investment in Jet Airways enabled Etihad almost overnight to match the number of seats Emirates had to India and by early 2017 Etihad and its strategic partner offered 280 flights a week between Abu Dhabi and 18 Indian cities.

These investments also ensured the continuity of airlines that were facing significant financial and operational pressures, airberlin and Alitalia would have gone into administration with thousands of jobs lost, were it not for capital injections and aviation expertise of Etihad over a period of years.

Of course, not all of it was smooth sailing. The new funding for Alitalia allowed it to develop a business strategy which was implemented from 2015 and delivered significant improvements to the business. In 2015, the Italian carrier’s losses dropped dramatically to EUR 199 million, from EUR 580 million the previous year. The plan was predicated on a number of strategic initiatives which required the collaboration of the Italian government. Unfortunately, these did not materialise, to the detriment of the business and Alitalia went into administration in 2017.

Nevertheless, by the time Etihad v1 came to an end, Etihad was also strongly positioned for growth in 2017.

Performance and financial position

Etihad had one of the strongest balance sheets in the industry, including $14 billion in equity. The airline, which had recorded successive independently audited profits from 2011 to 2015, was awarded a financial credit rating of ‘A’ from Fitch Ratings in 2015, a rating still held today.

In addition to its underlying performance and financial position, it had recently signed a memorandum of understanding with Lufthansa and TUI, to deliver a wide-ranging growth strategy across a range of markets, alongside airberlin.

The deal was a potential gamechanger and involved the creation of a leisure airline juggernaut by combining the touristic operations of the airberlin group and the German TUIfly company, including aircraft being operated by TUIfly for airberlin under a wet-lease agreement. This new airline group was to serve a broad network of destinations from Germany, Austria and Switzerland.

Harnessing the strengths of both the Etihad Aviation and TUI groups would have opened a world of opportunities for both entities – and Abu Dhabi – as the TUI group portfolio then included more than 300 hotels, 14 cruise liners, six European airlines with around 140 aircraft and a wide-reaching distribution network, covering more than 1,800 travel agencies and online portals.

But in 2017, Hogan confirmed he was departing – to be replaced by Tony Douglas, who had been chief executive of Abu Dhabi Airports.

Leadership V2

Douglas officially took over in January 2018, but a good two years before the chaos of Covid, quickly began taking the airline and group in a totally new direction.

The new Etihad management chose to withdraw from that growth strategy, cancelling the TUI agreement, and stepping back from the close engagement with Jet Airways, Air Serbia and Air Seychelles.

Between January 1 2017 and May 31 2023, Etihad’s fleet decreased from 119 to 76 aircraft, representing a reduction of 43 aircraft or 36 percent.

Over the same period, Etihad’s aircraft order book decreased from 176 to 92 aircraft, representing a reduction of 84 aircraft or 48 percent. This decrease was primarily driven by the cancellation of some aircraft orders placed in 2013 for 48 Airbus aircraft.

In July 2022, Douglas, in an interview with the Daily Telegraph, summed up his time during Etihad v2: “We’ve had to reduce our employees from 29,000 down to 8,500 today. We’ve reduced the number of different aircraft types in our fleet from a massive, diverse fleet down to what I would describe as a two- horse stable with the 787 Dreamliner and the [Airbus] A350-1000. We’re an 18- year-old company. And we’ve made some pretty fundamental mistakes, you know, earlier on in our teenage years. And that’s why, for the last five years, we’ve had to go through the real challenge of a transformation that’s now delivered the results in a market that’s recovering.”

That turned out to be one of his last interviews, with Arabian Business breaking the story in September 2022 that Douglas was already planning to leave Etihad to join the new Saudi airline Riyadh Air – a month later his successor Neves was announced.

Etihad V3

His own successor – now in charge of Etihad v3, has now effectively signalled a move back towards the strategy of Etihad v1. So quick has Neves been on the return to growth plans, the website AGBI reported in February that the airline was now outsourcing some plans as it didn’t have enough capacity within its own fleet.

Neves outlook for the future is an impressive looking growth map. Speaking at the Dubai Air Show in November last year, Neves unveiled details of Journey 2030, described as the “guiding plan that propels Etihad into the future.”

Between November 2022 and 2023, the airline carried 13 million passengers, a 30 percent increase from 2022. Through Journey 2030, Neves said this growth trajectory is set to continue, projecting a return to Etihad’s peak in 2017.

Since leaving Etihad James Hogan has rarely agreed to be interviewed and when approached by Arabian Business, he was reluctant to comment beyond saying:

“I am delighted to see Etihad is back on track and returning to the pre-2017 roadmap for growth. Reinvigorating the former fleet and network growth strategy will help the airline better compete with strong neighbouring airlines and new regional entrants.”

He was, however, happy to laud the vision and guidance of the then Crown Prince of Abu Dhabi – and now UAE President – Sheikh Mohamed bin Zayed Al Nahyan.

“It was both an honour and a privilege to implement his mandate,” Hogan said.

He also paid tribute to Khaldoon Khalifa Al Mubarak, describing the Mubadala Managing Director and Group Chief Executive Officer as “an extraordinary businessman who provided invaluable support during his 11 years at Etihad.”

As a business, it has been a story of many stops and starts, different flight paths and landing routes. But nearly 21 years since the first flight to Beirut, only a fool would bet against the airline’s future as a global giant.

AIR SERBIA’S DECADE LONG SUCCESS IS A WIN FOR SERBIA

Later this year Air Serbia will increase its operations into the Chinese market, tapping into the post-Covid resurgence of outbound tourism from one of the world’s strongest economies.

May 2024

The importance of these new routes from Belgrade to Shanghai and Guangzhou cannot be underestimated as 130 million Chinese are expected to travel overseas in 2024, 50% more than last year.

Air Serbia will also launch flights to Miami in the coming months, the airline’s third US destination after New York and Chicago.

The addition of these new cities to Air Serbia’s growing international network (it currently operates regular flights on 87 routes to 34 countries in Europe, North America, Asia, and Africa) demonstrates how the airline continues to mature.

Operating out of three international airports in Serbia — its main airport Belgrade, Niš, and Kraljevo — in a stellar year, Air Serbia carried out over 45,000 flights, which is 44% more than in 2022.

Figures released onboard the airline’s newest route to Mostar, confirm outstanding KPIs for the past year, when Air Serbia carried 4.19 million passengers, its third best performance in nearly 97 years of flying.

Two wide-body Airbus A330-200s, 12 narrow-body Airbus A320 family aircraft, and seven turboprop ATR aircraft for regional flights make up the present Air Serbia fleet. The expected addition of new Airbus A330-200 long-haul aircraft as well as regional ATR 72-600 aircraft to Air Serbia’s fleet in the upcoming weeks and months will support the planned growth for 2024.

Today, based on preliminary figures, it is also a profitable carrier recording a profit of 40.5 million Euro, an almost 50% increase on 2022. This performance is even more impressive as it was achieved without any Government support or subsidies. Not one Euro of public funds.

Air Serbia is a picture of a successful airline, but there were many doubters and critics along the way. But aviation is a long game and there will always be many unknown external factors which can derail even the best of plans. Air Serbia has come through them all, and its government shareholder and management team can be justifiably proud of its considerable achievements in the ten years since it was re-established and rebranded in 2013.

The foundations of today’s success were laid when Air Serbia first took flight in late October 2013, the young vibrant successor to a revered, but financially challenged JAT Airways.

This is what was envisaged when UAE-based carrier Etihad Airways bought a minority equity stake in the former Jat Airways and set up a management contract to support the reinvigoration of the national carrier’s operations in Serbia.

It was at the time part of a much broader government level co-operation between the UAE and Serbia which saw the UAE invest significantly across a wide range of projects, including the prime real estate development along the waterfront in Belgrade and other major tourist and infrastructure developments.

Jat Airways, at 80, was one of Europe’s oldest airlines, had been facing critical financial and operational challenges for several years and was on the brink of closure when the Serbian government stepped in with a solution in 2013.

Under President and Chief Executive Officer of Etihad Airways, James Hogan, the 2013 agreement made provision for the acquisition by Etihad Airways of a 49% shareholding in a new airline company unencumbered by the debts and losses of the past.

The investment by Etihad was earmarked for implementation of a strategic business plan under a management support contract with a view to creating a new boutique national carrier for Serbia. The airline was completely restructured with a balance sheet reset, and a workforce transformation to ensure the right size and shape to future proof operations. With these fundamentals in place Air Serbia embarked on a network plan to enhance Serbia’s connectivity with Europe and reconnect the country with its diaspora in America after a break from long-haul flying of more than 20 years. The new fleet was rebranded in Serbian designed livery and attention was focused on a uniquely Serbian product and service, offering the best of its culinary arts and hospitality.

The success of Air Serbia’s transformation must also be attributed to its place in the Etihad Equity Alliance which gave it access to key markets on Etihad’s network. It also provided the important business synergies and economies of scale, which reduced its unit costs and provided shared expertise in such areas as training and staff development, and shared procurement, notably in large acquisitions of aircraft. The partnership with Etihad also created business opportunities which Air Serbia would not have been able to leverage in its own right such as the very lucrative and beneficial frequent flier programme.

In 2016, Siniša Mali, then Mayor of Belgrade and President of the Supervisory Board of Air Serbia, noted that, “a national airline is the driving force of economic development of each country, and in this sense the success of Air Serbia contributes to the development of the whole of Serbia”. He went on to add that the results of the successful reinvigoration of Air Serbia, along with Prime Minister Aleksandar Vučić’s other sweeping reforms, were clearly visible in the economic performance of the country.

The early impact of the transformation was also borne out in a 2016 study by UK-based Oxford Economics, which demonstrated that the economic impact of an airline goes far beyond its operational footprint. The report noted that the services it offers facilitate a wide range of economic activity in both the local and global economy – from establishing business interactions and facilitating foreign investment to encouraging tourism and trade. This impact can be measured by the airline’s overarching contribution to air connectivity as a key driver of economic development and growth, facilitating Serbia’s participation in the global economy. Ultimately, these inter-related ‘catalytic’ benefits act to boost the productivity of the economy and hence GDP. It noted that Air Serbia generates catalytic benefits by making a significant contribution to the country’s ‘air connectivity’, enhancing its links to major cities and markets around the world. The data also showed a correlation between inward foreign direct investment (FDI) and air connectivity, all of which are evident in the Serbian economy today.

As well as being crucial to the growth of the tourism industry, Air Serbia has also proved vital for exportoriented businesses, ensuring links with the European Union to support exports and increase competitivity in the local economy.

The 2016 report forecast that in line with its expanded services, Air Serbia’s core GDP contribution would grow from US $210 million in 2016 to US $340 million by 2024. The total number of jobs supported was predicted to remain at 13,200 in 2024 despite the increase in the core GDP impact, due to improvements in labour productivity.

By 2024, the number of visitor arrivals carried by Air Serbia was expected to rise to over 700,000, with their total spending growing to US $1.1 billion. As a result, the GDP contribution from visitor spending would grow in proportion to US $1.4 billion, sustaining 130,000 jobs in the Serbian economy.

But the transaction had strong merits for both parties.

Etihad and the UAE were also able to benefit from the equity investment.

While supporting the UAE government’s investment in Serbia, it also increased Etihad’s footprint in Eastern Europe providing access to markets in which it didn’t have a presence. Etihad too benefitted from the greater synergies and economies of scale afforded by the greater alliance.

So, it was a ‘win-win’ for both sides. When the new flights touchdown in China and Florida they will mark a small, but significant, next step in the journey of Air Serbia which has been underpinned by support, cooperation, and partnerships – both local and international.

All Serbians should feel justifiably proud of their national airline and be excited about the future. having been built on a strong past and with endless possibilities still ahead.

https://www.blic.rs/biznis/vesti/hogan-uspeh-er-srbije-tokom-protekle-decenije-predstavlja-pobedu-zasrbiju/n8xf1x2

KNIGHTHOOD GLOBAL CONCLUDES AVIATION STUDY FOR ZIMBABWEAN GOVERNMENT

Study and business plan define roadmap for group aviation infrastructure in country

8 April 2024

Knighthood Global has concluded its work to create an aviation study and business plan for the Government of Zimbabwe, laying out a roadmap for the reinvigoration of the Zimbabwean national carrier and the creation of aviation infrastructure that will support and support the country’s economic aspirations and objectives.

A team of Knighthood executives and aviation consultants from ICF undertook several visits to Zimbabwe where they met with key government ministers, ZIDA officials, and other aviation stakeholders in Harare, Bulawayo, and Victoria Falls to assess and understand the country’s infrastructure capacity and requirements before developing the plan which makes provision for the creation of a new national airline and an integrated travel and tourism group to support Zimbabwe’s National Tourism and Growth Strategy, published in 2021 .

The plan outlines a network growth strategy for local, regional and international connectivity in support of the opening of the skies between African nations and, more importantly, in facilitating economic growth driven by tourism, trade and commerce.

Founded by Principals, James Hogan and James Rigney and based in the United Arab Emirates, Knighthood Global is a specialist aviation, travel and tourism company which has deep expertise and proven experience in providing turnkey strategic planning and operational support capability solutions to governments, airlines, and travel and tourism organisations.

Knighthood Global executives seen with KM Malta Airlines Executive Chairman, David Curmi (centre), at the airline's inaugural flight on 31 March 2024

KNIGHTHOOD GLOBAL CELEBRATES INAUGURAL FLIGHT OF KM MALTA AIRLINES

Two-year project reaches culmination in launch of new national carrier

31 March 2024: Knighthood Global executives joined other dignitaries at Malta International Airport in Luqa to celebrate the inaugural flight of Europe’s newest airline when KM Malta Airlines launched its operations, marking the beginning of a new chapter in Malta’s aviation history.

The first flight was the culmination of a major effort to set up an entirely new EU-compliant legal and operational structure and meet the planned launch date following the approval by the Maltese parliament and European Commission of a five-year business plan for a new national airline for the island nation following the closure of Air Malta.

Over the last two years, Knighthood Global, under guidance of David Curmi, the Executive Chairman, worked with airline management and other key aviation stakeholders, to support the development of the business plan, which is structured around a robust network of key destinations and a modern, fuelefficient fleet to ensure stable, regular, and all-year-round connectivity. The plan simultaneously makes provision for a commercial mix based on a strong, customer centric proposition, and outlines a new organisation and workforce structure to ensure the right shape and size, with the right skills and capacity for an efficient airline operation.

Working with the Executive Chairman and management, Knighthood’s team also played a vital project management role to put in place the required regulatory, financial, commercial and operational pillars, for the first flight to take place seamlessly upon the closure of Air Malta on 30 March 2024.

James Hogan, Chairman of Knighthood Global, said:

“This is a new milestone for Malta and its aviation industry. We are very proud to have supported David Curmi and his team of executives in the development of the plan, and the complex process of setting up KM Malta Airlines.

“Our collaboration with the Executive Chairman, the Government, and the European Commission has been instrumental in shaping a new future-proof airline that will enhance the country’s business environment and ensure its regional competitiveness as the industry evolves. The groundwork is now in place for Malta’s new airline to operate sustainably in connecting the island with mainland Europe, and beyond by virtue of code-share relationships, serving all segments of the market.

“We wish David and his team at KM Malta Airlines every success in the future. I am convinced the new airline will properly serve Malta, its people and its economy. It will also enhance the nation’s future opportunities for aviation development and economic growth.”

Founded by Principals, James Hogan and James Rigney and based in the United Arab Emirates, Knighthood Global is a specialist aviation, travel and tourism company which has deep expertise and proven experience in providing turnkey strategic planning and operational support capability solutions to governments, airlines, and travel and tourism organisations.

WTTC SUMMIT IN KIGALI FOCUS ON HUGE OPPORTUNITY IN AFRICA

2 November : A delegation from Abu Dhabi-based Knighthood Global, led by Chairman James Hogan attended the WTTC Summit 2023 in Kigali, Rwanda from 1 to 3 November.

Under the theme, Building Bridges to a Sustainable Future, the summit, which attracted a large international audience, was addressed by HE Paul Kagame, the President of the Republic of Rwanda and senior government counterparts from Burundi and Tanzania, to discuss the big issues facing travel and tourism today.

In a panel discussion entitled ‘What’s your ETA?’ James shared learnings from his 40 year experience in the global airline industry, and spoke about how Africa, with all its social, economic and political diversity could leverage the continent’s strengths in travel and tourism for the future.

He said:

“There are no simple one-size fits all solutions to these problems. However, working together as an industry and through public and private sector collaboration, we can map out a clear vision for the future and develop workable and realistic policies to achieve a sustainable future.”

Africa’s biggest strength and opportunity is with its people.

Citing a recent New York Times editorial, and a report on the youth boom in Africa, he noted that by 2050, one in four people would be African, while the median age for the continent is 19. The continent will have the youngest, fasted growing population on earth, as other major global populations age and lose momentum.

He said this “youthquake” (1) would have enormous implications for how the world perceives and interacts with Africa. Also presenting an enormous challenge to empower this dynamic and energetic generation and provide meaningful opportunities that could transform the industry.

The discussion also covered investment, partnership and connectivity issues as part of a broader strategic debate on how Afirca could leverage new technology, policies and partnerships to grow and compete.

(1) “Youthquake: Why African Demography Should Matter to the World” - Edward Paice, Director of the Africa Research Institute in London quoted in The New York Time – “Old World, Young Africa” October 28, 2023

KNIGHTHOOD IN KIGALI TO ATTEND WTTC SUMMIT

18 October : A three-member delegation from Abu Dhabi-based Knighthood Global, led by Chairman James Hogan will be attending the WTTC Summit 2023 which takes place in Kigali Rwanda from 1 to 3 November this year.

Under the theme, Building Bridges to a Sustainable Future, the summit has attracted an international audience from countries around the world to discuss the big issues facing travel and tourism today.

James Hogan is accompanied by Knighthood CEO, James Rigney and Camiel Eurlings, former Dutch Minister of Transport, Public Works and Water Management and Member of the European Parliament, who is a Partner at Knighthood Global.

Mr Hogan will participate in a panel discussion entitled ‘What’s your ETA?’ in which he will share relevant learnings from the global airline industry, and how they can be leveraged by airlines operating in Africa today.

He said:

“The long-awaited and welcome emergence from the Covid era has not been without new and significant challenges as we’ve seen in a very difficult summer of travel in Europe and America. In addition to the critical challenge posed by climate change, travel and tourism faces ongoing financial pressures and significant manpower and skills shortages, which need to be resolved if the industry is to meet demand and customer expectations.

“There are no simple one-size fits all solutions to these problems. However, working together as an industry and through public and private sector collaboration, we can map out a clear vision for the future and develop workable and realistic policies to achieve a sustainable future.”

Knighthood Global is also a sponsor of the 2023 summit.

Founded by Principals, James Hogan and James Rigney and based in the United Arab Emirates, Knighthood Global is a specialist aviation, travel and tourism company which has deep expertise and proven experience in providing turnkey strategic planning and operational support capability solutions to governments, airlines, and travel and tourism organisations.

NEW NATIONAL CARRIER FOR MALTA ANNOUNCED

Knighthood Global aviation strategy partner

3 October 2023:

The Government of Malta today announced the establishment of a new national carrier which will commence operations on 31 March 2024 when Air Malta closes down after 50 years of operation.

This follows the ratification by the Maltese parliament of a five-year business plan which outlines the strategic roadmap for the establishment of a new national carrier for the island nation.

A national carrier is recognised as a critical part of Malta’s economy, ensuring reliable year-round connectivity between the island nation and mainland Europe, while simultaneously building up the country’s aviation infrastructure, which is vital not only to tourism, but to the economic growth, development and diversification of Malta.

The Executive Chairman of Air Malta appointed Knighthood Global, UAE-based aviation, travel and tourism specialists, to develop the business plan, initiating a comprehensive planning process and complex negotiations with the EU to find a way forward after successive attempts to resuscitate and reposition Air Malta over two decades were unsuccessful.

James Hogan, Chairman of Knighthood Global, said: “This is a great day for Malta and its aviation industry. We are very proud to have supported the development of the plan, which has now been ratified by the Maltese parliament marking a new milestone in the history of aviation in Malta.

“In a complex process of strategic business planning and negotiations we worked collaboratively on the ground with the Executive Chairman of Air Malta, the government, and the European Commission and to shape a new future-proof airline that will enhance the country’s business environment and ensure its global competitiveness.

“We strongly believe that Malta can re-establish a sustainable and proud airline to serve all segments of the market.”

The five-year business plan is based around two key drivers – a robust network of key destinations and a modern, fuel-efficient fleet. The plan outlines what the commercial mix based on strong, should customer centric proposition should comprise. This can only be delivered by an engaged committed workforce. In this regard, the government has taken a number of critical measures to lay the foundations for a workforce of the right size and shape.

James Hogan said: “This is a realistic and exciting roadmap for the future of aviation in Malta. The successful implementation of this plan and the establishment of a sound airline business will be good for Malta, its people and its economy. It will also enhance the nation’s future opportunities for aviation development and economic growth.

Founded by Principals, James Hogan and James Rigney and based in the United Arab Emirates, Knighthood Global is a specialist aviation, travel and tourism company which has deep expertise and proven experience in providing turnkey strategic planning and operational support capability solutions to governments, airlines, and travel and tourism organisations.

JAMES HOGAN DELIVERS TSINGHUA AVIATION MBA PROGRAMME IN CHINA

[Abu Dhabi – 20 August 2023] James Hogan was in China where he delivered a series of lectures on global airline operation and management as part of a specialist executive MBA programme offered by Tsinghua University in Beijing.

During the four-day programme, he covered a broad range of core topics including strategy, network and fleet planning, brand, product and service development and peak workforce performance, in addition to safety and crisis management. Mr Hogan concluded by presenting a case study on the evolution of the Etihad Aviation Group in which he showcased the transformation of a USD 300 million airline into a travel and tourism group valued at more than USD 20 billion. He explained the process put in place to build a world-class diversified aviation and travel group, which achieved profitability for five consecutive years from 2011 to 2015.

The programme is organised in conjunction with École de Ponts Business School and École Nationale de l’Aviation Civile in France and combines online and classroom training.

Tsinghua is one of China’s preeminent and oldest universities, and a leading research institution. More than 21 prestigious and influential schools are committed to cultivating global citizens through the pursuit of education and research at the highest level of excellence to solve pressing global problems.

A respected leader in aviation, James Hogan has more than four decades of experience in aviation, travel and tourism with hands-on experience ranging from operational to executive and board roles at nearly a dozen international airlines. Today he is Chairman of Knighthood Global Limited, an advisory consultancy he set up in 2017. The consultancy works with governments, airlines and other private and public industry stakeholders to drive growth, collaboration and added value for businesses in the sector.

‘AVIATION IS A LONG GAME’, JAMES HOGAN SAYS AT AB LEADERSHIP SUMMIT 2023

The industry veteran discussed the challenges and opportunities faced by the aviation industry

James Hogan, Chairman of Knighthood Global took to stage at the Arabian Business Leadership Summit 2023 to discuss the challenges and opportunities faced by the aviation industry.

With his extensive experience in the sector since 1974, Hogan emphasized the importance of adapting to changing dynamics, technological advancements, and global shifts. He highlighted the significance of empowering people, optimising business opportunities, and addressing environmental and societal concerns.

Embracing change and building networks

Hogan acknowledged that the aviation industry has witnessed significant changes over the years, including the emergence of low-cost carriers and the impact of major global events.

He emphasized the importance of adaptability and the need to constantly reassess operational models and network strategies.

As the industry is highly regulated and consolidations are challenging on a global scale, working smarter through partnerships and alliances becomes crucial.

Supporting economic growth and diversification

Aviation plays a vital role in supporting economic growth and diversification. Hogan highlighted that the industry contributes “3.6 percent to global GDP and carries over 4 billion passengers annually.”

During the pandemic, aviation played a key role in transporting essential goods and supporting tourism, driving modernisation and change across the entire economy. Hogan stressed the need to “balance economic growth with environmental sustainability” and the importance of effectively managing global regulatory hurdles.

Vision, ambition, and mandate

To build a successful airline, Hogan emphasized the importance of having a clear vision, ambition, and mandate. Using the example of Etihad Airways, he highlighted the significance of safety, economic contribution, and long-term sustainability.

Fundamental governance, accountability, collaboration, and embracing technological advancements were also critical elements in achieving these goals.

The role of people, partnerships, and technology

Hogan underscored the importance of people, partnerships, and technology in the aviation industry. Collaboration with stakeholders such as aircraft manufacturers, engine suppliers, and industry leaders is essential to unlock economies of scale and achieve success.

He emphasized the need to invest in people, foster a culture of competency, and provide opportunities for growth and development.

Additionally, embracing new technologies, such as artificial intelligence, and leveraging data effectively can enhance the passenger experience, ensure smooth operations, and drive innovation.

“Airlines may be capital-intensive businesses – but the right people make the difference,” Hogan said.

Customer focus and innovation

Customer satisfaction and value creation are paramount in the aviation industry. Hogan emphasized the need to respect and cater to the diverse needs of customers while offering innovative products and services.

He shared examples from Etihad Airways, such as introducing the “residence” concept, enhancing the onboard experience, and incorporating technology-driven solutions. Hogan stressed that innovation and differentiation are crucial for success in a competitive market.

“Etihad was started in the side of a porta cabin on the side of Abu Dhabi Airport, we had to build infrastructure from scratch,” Hogan said reflecting on his time as a leader for Abu Dhabi’s national carrier.

Navigating disruptions and environmental challenges

Hogan acknowledged that disruptions are inevitable in the aviation industry, ranging from geopolitical conflicts to natural disasters. Effective contingency planning and anticipating disruptors are vital to ensure minimal disruptions to operations and passenger satisfaction. Furthermore, addressing climate change and adopting sustainable practices, including fuel-efficient aircraft and improved asset utilisation, are essential to meet evolving environmental, social, and governance (ESG) requirements.

As the aviation industry continues to evolve, it is imperative for industry leaders to adapt to changing dynamics, embrace technology, foster partnerships, and prioritise customer satisfaction. Hogan’s insights shed light on the importance of vision, ambition, and a people-centric approach. By effectively navigating challenges, such as regulatory hurdles and environmental concerns, the aviation industry can achieve sustainable growth while contributing to economic development and societal well-being.

Australian James Hogan is a global veteran of the aviation, travel and hospitality industries with more than four decades of senior executive leadership experience.

Hogan is also a Director, Sanad Services Group (Mubadala Company) and a guest lecturer for the EMBA Programme at Tsinghua University in Beijing, China.

He previously served as Group President and Chief Executive of the Etihad Aviation Group where he oversaw the development of Etihad Airways from a $300 million airline and its transformation into a travel and tourism group valued at more than $20 billion, achieving the mandate from his shareholders to build a world-class diversified aviation and travel group, and securing profitability for five consecutive years from 2011 to 2015.

KNIGHTHOOD INVESTS IN ODYS AVIATION TO SUPPORT SUSTAINABLE AIRCRAFT MANUFACTURING

[Abu Dhabi & Long Beach, CA, 3 May 2023] Knighthood Global has invested in Odys Aviation, a sustainable aircraft company building hybrid-electric vertical takeoff and landing (VTOL) aircraft for regional connectivity based in Long Beach, California.

As part of the arrangement, James Hogan, Chairman of Knighthood Global, and Camiel Eurlings, a Partner of the aviation, travel and tourism advisory firm, will also serve on the Advisory Board of Odys Aviation, sharing their commercial experience and deep aviation expertise to expand the organisation’s global presence.

James Dorris, Co-founder and CEO of Odys Aviation, said:

“Our aircraft will revolutionize commercial aviation. We envision a future of travel that is sustainable, efficient, and delivers an exceptional passenger experience.”

“Our plans are revolutionary, bridging the gap between existing technology and fully electric aviation, bringing the future of flight to life.

”By collaborating with Knighthood, we will expand our depth of industry experience and market reach to travellers, operators, and investors around the world.”

James Hogan, Chairman of Knighthood Global, said:

“Our investment in Odys represents a very exciting opportunity for us to play a role in the future of sustainable global aviation. Air-taxis miss the mark, Odys is developing sustainable VTOL aircraft to cut the travel time in half on busy travel corridors and create a new era of aviation untethered from runways and large airports.”

Knighthood joins a group of significant investors and partners, including the United States Air Force, which is confident that the technology will play an important role in future defense operations. Cargo has also been identified as a key opportunity for the Odys aircraft for both defense and commercial markets.

“We know that aviation is an indispensable driver of the global economy. However, it has to change fundamentally to meet the industry’s agreed zero carbon commitment, and to reduce its negative environmental impact.

“It is only by harnessing this new technology and through ongoing investment that aviation can evolve to meet these significant global challenges. We are very pleased to be supporting this team of inspiring, visionary people,” Mr Hogan added.

About Knighthood Global

Knighthood Global is an advisory and consultancy company set up by James Hogan in 2017. Its team of specialist partners brings together decades of experience and expertise in multiple key industry sectors.

They offer unique operational and strategic insights and expertise gained while working with and for public and private sector stakeholders and business partners in the aviation, travel and tourism industry.

Using deep global expertise in business strategy and advisory, transformation, capital structuring and sourcing, and investment services, Knighthood works collaboratively with governments, airlines, airports, MROs, and travel companies seeking out synergies and economies of scale to create strategies that deliver real value to corporations and countries.

Knighthood Global is based in Abu Dhabi and has offices in Geneva and Malta and has strategic partnerships with HiFly, Oxford Economics, Four Communications, Seraph Aviation Group, Fairfax Africa Fund, CentreCom, Fairwater Capital, Eyles AMG, and ICF. For more information visit www.knighthoodglobal.com

About Odys Aviation

Odys Aviation is an advanced air mobility company that was established in 2019 to make travel seamless and efficient. The Odys mission is to build safe, sustainable aircraft to reduce travel time on the world's busiest corridors. With a 750 mile range, Odys services 52% of domestic US air routes and many more globally. Using hybrid-electric vertical takeoff and landing (VTOL) technology, Odys is forging the next step in commercial aviation, cutting travel times in half while significantly reducing the industry's carbon footprint. For more information, visit odysaviation.com

Technology and innovation are fundamental but people make the difference

Airlines have a once in a generation opportunity to restructure, innovate and grow, said James Hogan delivering the keynote address to the Arabian Business Conference which was held at the Museum of the Future in Dubai.

“The pandemic, like every other crisis before it, will be a catalyst for change in the aviation industry. It is a new opportunity for aviation to rethink and reset having been stripped down to the bone.

“Now as demand returns and grows, the industry has to reskill and rebuild – but stronger, smarter and more resilient than ever before. We’re in a new era,” he said.

Speaking on the topic of ‘A New Phase in Commercial Aviation’, Mr Hogan, who is Chairman of Knighthood Global Limited, outlined the current trends which are shaping the industry and identified the imperatives which will be critical to remain competitive and sustainable in the future. 

Fundamental deregulation continues to be important to bring open skies to more global markets, allowing greater competition, improved commercial operations and consolidation across the sector.

He noted the changing market dynamics and the big aviation plans for Saudi Arabia and in India, which will affect global traffic flows, especially over the main Middle East hubs. Airlines will need to restructure according to customer needs and market dynamics, not legacy systems and mind-sets.

Consolidation through global partnerships and alliances continues to play a role in ensuring greater synergies and efficiencies for airlines while providing customers with more choice and benefits

Innovation and technology must be big ticket items for the winners. New technologies such as AI and big data are vital to enhance distribution, revenue management and commercial decision making.

In this year of sustainability, he noted the need for more urgent action on climate change: “As an industry, we were the first to commit to a joint target to reduce emissions, and last year, led by IATA we went further, setting a new goal of Net Zero by 2050. But we can’t do more of the same. Apart from sustainable aviation fuels, and next gen aircraft and engines, trials are under way with electric and hybrid propulsion aircraft which can dramatically reduce our dependence on fossil fuels and reduce emissions. We just need to keep testing and investing.”

“Finally, however, it all comes down to the right people. Studies show that airlines which showed flexibility, compassion and care during the Pandemic emerged as winners. The airline industry is in the end a people business.

“Now is the time to engage with and invest in reskilling and upskilling the right people. They will always make all the difference.”