Oct. 6, 2025
By Sam Hall
The World Aviation Festival has always been a barometer for what’s next in aviation, and this year’s agenda signals a clear shift.
The future of aviation is increasingly being written in code and powered by autonomy. Ongoing digital transformation, AI‑powered operations, sustainability and new payment ecosystems are moving from concept to scalable reality. From AI that optimises gate turns to driverless pushback tractors and eVTOLs, operators and service providers are moving from pilot projects to scaled deployments, and that shift is forcing boards and hiring teams to think differently about the senior talent they recruit. We’re seeing first‑hand how these trends are reshaping the talent profile at the top of the industry.
Operational AI moves from hype to impact:
Airlines are no longer just experimenting with AI chatbots. In August American Airlines unveiled a generative‑AI rebooking system that lets passengers instantly rebook disrupted flights and pairs this with an AI “flight‑hold” engine that predicts when departing aircraft can briefly wait for connecting customers. Korean Air quietly modernised its call‑centre infrastructure by migrating to cloud‑native ChromeOS and rolling out generative‑AI assistants, cutting call handling times and preparing for wider AI deployment.
Companies such as Assaia (Apron AI) are spearheading computer-vision solutions that let airlines and handlers see turnaround bottlenecks in real time. Assaia’s approach, using cameras and AI to measure service events second-by-second, highlights the immediate value of data-driven operations: faster taxi-times, fewer delays, and measurable improvements in on-time performance. Lufthansa and Fraport are using AI‑powered cameras to monitor ground operations; their “seer” system analyses baggage handling, catering and refuelling in real time to pinpoint bottlenecks.
83% of aviation IT experts identify personalisation as a top priority for 2025, and the IATA-developed New Distribution Capability (NDC) could unlock up to $45 billion in additional value [1]. Carriers are adopting dynamic offer‑and‑order management and AI‑driven pricing. Delta aims to have 20% of fares set by AI by the end of this year [2], while Lufthansa and others are already adjusting ticket prices based on real‑time data. At the same time, agentic AI – autonomous systems that rebook, reroute and reallocate resources – is emerging. DataArt’s AI Lake Accelerator allows airlines to unify operational and environmental data; one carrier discovered that 12% of its emissions came from delays at the gate and used real‑time data to cut fuel burn and improve punctuality. These developments demand leaders who can blend commercial expertise with data literacy.
An Edgar, Dunn & Company study for IATA states that payment costs currently represent about 2.2% of airline revenues – roughly US$22 billion – yet payments are often treated as a back‑office function. IATA’s 2024 AGM hosted its first payments panel, underscoring that payments are now a strategic issue. Airlines are adopting new payment capabilities that mirror NDC: alternative payment methods (wallets, buy‑now‑pay‑later, group payments, even crypto) and orchestration platforms that manage multiple payment solutions. AI drives fraud detection and real‑time payment decisions, and the rise of agentic AI means machines will soon control payment choices and settlement. Leaders must therefore understand payment ecosystems, regulatory compliance and AI‑driven finance.
Ground‑operations and baggage automation:
At the same time, integrators and manufacturers are building the physical automation layer. Hardware and systems integrators like Aurrigo, are advancing autonomous ground support equipment (GSE) that can reduce labour intensity and lower emissions on the ramp. These players have demonstrated driverless baggage tractors in live airport environments, while major airport service groups and handlers (for example dnata, Menzies and Swissport) are investing in trials and partnerships to integrate autonomous GSE with legacy fleets.
IATA’s latest Baggage IT insights report shows that 66% of airlines and 88% of airports are already implementing touchless self‑service baggage systems, with further investment planned for 2025 [3]. This automation shortens queues and mitigates staff shortages – a crucial point when research suggests the industry will require 300,000 additional pilots, 300,000 maintenance engineers and 600,000 cabin crew within the next decade [4]. Technologies such as IoT‑enabled cargo tracking and automated loading promise greater visibility and faster turnaround times, themes we expect to hear on the Ground Operations and Digital Operations tracks in Lisbon.
Meanwhile, avionics and systems vendors (Collins Aerospace, Honeywell) and key eVTOL players (Archer, Joby, Vertical Aerospace) are driving electrification and new vehicle architectures that will re-shape ground operations and vertiport ecosystems.
The opportunities are attractive: lower operating costs, improved safety through fewer human-machine mishaps, reduced CO₂ and local emissions, and new revenue streams from value-added services, such as predictive maintenance and optimisation dashboards. For airlines and handlers, better utilisation of assets and reduced labour churn can deliver near-term ROI. But the path to scale is littered with integration headaches. Airports are complex, safety-critical systems with a web of legacy IT, unionised workforces, contractual airline constraints, and tight regulatory oversight - factors that lengthen procurement cycles and complicate rollouts.
Connected airports and seamless journeys
Passengers increasingly expect Amazon‑ or Netflix‑style experiences, yet airport travel is still fragmented. As CAVU’s Mathilde Burtin‑Bell notes, success depends on orchestrating entire journeys rather than managing products in silos. Airports must shift to agile teams, new metrics (e.g., basket value across multiple touchpoints) and collaborative ecosystems where airports, airlines and retailers share data. Unified platforms that support dynamic pricing, passenger recognition and intelligent inventory will enable personalised offers and predictive staffing. Transforming the airport into a digital marketplace creates opportunities for experiential products – expedited security, curated local experiences – and new revenue streams.
Sustainability and the road to net zero
Sustainability remains a central pillar of the festival, with tracks dedicated to Sustainable Aviation Fuel (SAF) and green airports. The ReFuelEU regulation comes into effect in 2025, requiring a minimum 2% SAF blend at EU airports – rising to 70% by 2050. SAF is seen as the most powerful tool for decarbonising aviation, while new aircraft technologies and electric or hydrogen propulsion could reduce emissions by another 15–20% over the next two decades. Airports are also exploring electric ground‑support equipment and “green airport” logistics. Yet SAF usage still accounts for less than 0.3% of total aviation fuel [5]. Leaders must therefore understand how to pair new technologies with operational changes to deliver measurable emissions reductions.
Cybersecurity becomes mission‑critical:
Cybersecurity and governance cannot be afterthoughts either. When aircraft turnarounds and ramp movements depend on camera feeds, edge AI, V2X communications and cloud analytics, the attack surface grows. Senior hires need to be fluent not just in delivery and ops but also in information security governance, incident response planning, and regulatory compliance, or have a direct reporting matrix to those who do. Boards should look for candidates who can translate cyber risk into operational mitigants and procurement clauses.
The Collins Aerospace cyberattack in September 2025 disrupted check‑in and baggage systems across London Heathrow, Brussels and Berlin. The incident highlighted aviation’s growing cyber gap: ransomware attacks on the sector increased by 600% between January 2024 and April 2025 [6], and SITA’s 2025 report lists cybersecurity as the number‑one IT concern for airlines and airports. Cyber risks have overtaken all other threats in Allianz’s Risk Barometer, with experts warning that digital transformation exposes airlines to malware, data breaches and GPS spoofing. Executive talent now needs to combine operational acumen with cyber governance, incident‑response planning and vendor risk management.
Talent and leadership implications.
From a people perspective, that complexity changes both the supply of talent and the role profiles organisations need. Senior leaders now require hybrid experience, including deep domain knowledge of airport/airline operations coupled with digital product sensibility and supplier management chops.
These multiple industry-wide innovations amplify the complexity of leadership roles. Boards and C‑suites need executives who can bridge operational expertise with digital product knowledge, data ethics and stakeholder management. With workforce shortages looming and cyber incidents topping industry risks, the talent pool must expand beyond traditional aviation careers. Hybrid leaders who understand AI and machine learning, sustainability reporting, cybersecurity and regulatory frameworks will be in high demand. In our Aviation search practice we’re seeing growing interest in candidates from e‑commerce, big tech and other regulated industries who can lead agile teams, drive cultural change and communicate complex technology to regulators and unions.
Culture and change management are equally material hiring considerations. Deploying autonomous GSE impacts labour models and union relations, so executives must be skilled in stakeholder engagement, risk communication, and phased transition planning. Successful hires will be those who can craft a pragmatic roadmap: pilot-fast, scale-carefully, and always with a clear safety and training plan. Organisations that mis-judge the social and operational change, and treat automation as simply a technology purchase, will struggle to embed and sustain benefits.
Looking ahead:
Finally, the talent market itself is competitive and fluid. You will rarely find all desired skills in a single resume, so pragmatic hiring strategies that blend leadership teams, interim placements, and targeted development plans work best. Look for people who have succeeded in multi-stakeholder ecosystems (aviation, defence, heavy industry for example), who have signed off safety cases, and who bring a practical appreciation for how technology is delivered in a live environment. Getting the right leadership mix now will determine whether an organisation merely pilot future tech or truly transforms how it operates on the ramp and beyond.
The World Aviation Festival is where business models are debated, and leadership strategies forged. Our presence in Lisbon reflects our commitment to helping airlines, airports, ground & cargo handlers and technology providers identify and attract the leaders who can turn innovation into competitive advantage. We look forward to discussing how organisations can navigate the convergence of AI, sustainability, cyber security and consumer expectations, and to sharing insights on building resilient leadership teams for aviation’s next chapter.
Sources:
[1] https://dreamix.eu/insights/digital-transformation-in-aviation/
[2] https://www.businesstraveller.com/news/delta-ai-pricing-answers/
[3] https://www.sita.aero/resources/surveys-reports/sita-baggage-it-insights-2024/
[4] https://www.cae.com/2025-aviation-talent-forecast/
[5] https://www.iata.org/en/pressroom/2024-releases/2024-12-10-03/