Air India is at a crucial point in its development as it strives to complete a major business transformation with the aim of becoming a leading global airline with a next-generation fleet, revamped onboard product, expanded international network and a modern, global brand.
Recently appointed CEO and managing director Tewolde Gebremariam is the person tasked with completing the wide-ranging and ambitious transformation started by former CEO Campbell Wilson.
Mr Gebremariam comes with an impressive track record — just like his predecessor Mr Wilson, who established Singapore Airlines’ low-cost carrier Scoot — leading a multibillion-dollar expansion at Ethiopian Airlines.
When Mr Gebremariam left Ethiopian Airlines in 2022, it was Africa’s largest aviation group, with annual revenues of $US5 billion and a net profit of $US1b, and had achieved a massive growth in passenger traffic from three million to 12 million and an expanded international network, from 64 to 128 destinations served.
The need for transformation at Air India was in no doubt in 2022, when Tata Sons reacquired the airline from the Indian Government. Tata Sons holds the majority in the airline, with Singapore Airlines holding a 25 per cent stake. Decades of underinvestment had left the airline with ageing systems and infrastructure, and a product that lagged far behind international counterparts.
The five-year Vihaan.AI transformation program, led by Mr Wilson from 2022 to 2026, has already done much to improve Air India’s operations and global standing. (Mr Wilson, from New Zealand, was founding CEO of the Singaporean low-cost carrier Scoot when it was established by Singapore Airlines in 2011.)
Mr Wilson spearheaded the merger and integration of four airlines to form the Air India Group comprising Air India and low-cost carrier Air India Express; placed massive aircraft orders to modernise the carrier’s ageing fleet; initiated an interior product upgrade on the existing fleet; transformed the airline from a public to private-sector operation; improved service standards on the ground and in the air; and established aviation infrastructure, including South Asia’s largest training academy, a flying school and a new maintenance, repair and overhaul centre.
But Air India’s transformation is now in the critical growth and profitable execution stage and success is far from assured in an environment of geopolitical tension; high fuel costs; aerospace supply-chain issues that continue to impact new aircraft deliveries; lingering air safety questions following a number of incidents, including the fatal June 2025 crash of AI171 on take-off from Ahmedabad, which remains under investigation; and not least the massive financial cost of the airline’s transformation to date, which has also severely dented Singapore Airlines’ results.
Despite this, Singapore Airlines says it and partner Tata Sons are committed to Air India’s long-term success and working together to support its multi-year transformation program.
Mr Gebremariam has big shoes to fill, taking over from Mr Wilson, and a huge task ahead of him, but the airline’s board is confident in the capabilities he brings, including his experience in expanding international long-haul networks, building world-class hub operations, driving sustained profitability, and commitments to safety standards, engineering quality, a customer-first service culture and operational reliability.
Only time will tell if Air India reaches the ambitious result it has set for itself.
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