Named Carrier Engagements.
Delivered.

Engaged as strategic consultant within the Distribution team of Air India's NDC 21.3 programme — the first Indian airline to implement NDC at this schema level. The mandate was to compress a typically 18–24 month implementation timeline into an accelerated delivery cycle without compromising scope or integration quality, requiring tight alignment across distribution, technology, and other commercial teams alongside the Amadeus NDC programme workstream.

Phase 1: Full Amadeus NDC 21.3 API integration and deployment readiness. Scope included API architecture advisory, channel strategy, NDC backend configuration, fare family and content design, agency connectivity framework, and pre-launch validation across key distribution touchpoints.

Phase 2: Fully functional Agency Booking Portal built natively on the same NDC 21.3 APIs. Delivered integrated wallet capability with multi-source funding, post-booking servicing, and disruption handling via the NDC Order Change Notification (OCN) standard — one of the most technically mature aspects of any NDC deployment. A bespoke numerical identifier logic was designed and implemented to onboard non-IATA operators alongside IATA-accredited agencies within the same platform — materially expanding the addressable agency base beyond traditional IATA-gated distribution.

Engaged by Air India's Commercial Distribution team to lead the strategic planning phase for a full Offer & Order Management System (OOSD) transformation — one of the most consequential commercial architecture decisions an airline on legacy PSS infrastructure can make. Operating on the Amadeus Altéa Suite across PSS, NDC, and Network Revenue Management, the airline required an independent, commercially informed evaluation of its OOSD transition options before proceeding to RFP.

Programme scope: Current-state assessment across Revenue Management, Sales, Distribution, and Revenue Accounting; identification of business and technical gaps against the IATA NDC and ONE Order target architecture; future-state design covering dynamic pricing, channel enablement, and transition from legacy PNR / e-ticket / EMD structures to Order-based accounting; and integration blueprint covering DCS, Loyalty, CRM, ERP, and third-party systems.

Vendor evaluation: Structured comparative evaluation of Sabre Mosaic, Amadeus Nevio, Accelya FLX ONE and IBS iFly across five dimensions viz. Implementation Effort, Platform Continuity, Retailing Readiness, Operational Risk, and Total Cost of Ownership — scored against Air India's specific context as an Amadeus Altéa customer, producing materially different outcomes than a generic platform comparison.

Engaged by an external consulting team working with Air India; to conduct an independent audit of the Amadeus PSS implementation — assessing the gap between the contracted scope and the actual deployed state across commercial departments. The engagement addressed a common but underacknowledged post-implementation risk: large-scale PSS deployments frequently go live with significant portions of contracted functionality either misconfigured, underutilised, or absent from operational workflows.

Implementation status assessment: Mapped the defined vs. actual deployment status of Amadeus PSS applications across each commercial department — Revenue Management, Distribution, Sales, and Revenue Accounting — producing a structured comparison that identified specific functional gaps, partially implemented modules, and areas where contracted capability had not been activated or adopted. This department-wise breakdown gave leadership a precise, actionable view of implementation completeness rather than a vendor-reported go-live status.

Training gap identification: Developed a structured training needs analysis using the original PSS proposal as the baseline — cross-referencing contracted capability against actual staff proficiency to surface open training areas, and delivering a prioritised programme identifying which departments, modules, and user groups required structured intervention.

Invoice governance framework: Compiled an invoice tracing and verification strategy for a multi-year PSS contract where invoices span multiple modules, departments, and delivery milestones. The framework defined department-wise verification steps, approval workflows, and traceability logic to ensure PSS invoices were approved against delivered and operational capability — not vendor-reported completion.

Engaged by TAAG Angola Airlines — the national carrier of Angola — as strategic lead on the commercial and digital transformation of their direct booking channel. TAAG's existing web channel was operating on ageing infrastructure that constrained the airline's ability to compete on direct bookings, offer ancillary products effectively, or deliver a customer experience consistent with their commercial ambitions as a growing African network carrier.

Strategic advisory scope: End-to-end strategic consultancy across the full digital transformation programme — spanning commercial strategy, technology platform selection, implementation governance, and go-live readiness. The engagement required navigating the dual complexity of a significant technology migration and a commercial repositioning of TAAG's direct channel — ensuring the platform upgrade translated into measurable direct booking growth rather than simply a modernised interface over an unchanged commercial model.

Amadeus DAPI implementation: Managed the design and delivery of TAAG's revised and upgraded web booking channel built on the Amadeus Digital API (DAPI) platform — replacing the airline's legacy booking engine with a modern, API-driven direct commerce architecture. The DAPI implementation established a scalable foundation for dynamic offer presentation, ancillary merchandising, and NDC-aligned distribution through TAAG's own direct channel. Delivered in close partnership with TAAG's commercial and technology teams, with Carlo Cunha serving as the airline's programme lead counterpart.

Commercial context: For an African network carrier operating in a market with high agency dependency, a robust and commercially competitive direct channel is both a cost reduction lever and a long-term strategic asset — establishing the digital infrastructure on which TAAG's future NDC and retailing ambitions can be built.

Engaged by Jazeera Airways (Kuwait) in the role of AVP to assess and lead the strategic transformation of the airline's existing rewards & recognition scheme — a basic model awarding one complimentary flight for every ten taken — into a full-featured Frequent Flyer Programme with tiered membership, points-based earn and burn, and an integrated bank co-branded credit card strategy. Jazeera had ~120K unique customers generating KWD 52M in total revenue across its network, but its loyalty architecture was leaving significant customer lifetime value on the table.

Customer segmentation and commercial case: Built a detailed segmentation model of the J9 customer base — revealing that 55% of customers made only one reservation per year, while the high-frequency tier (6+ reservations) representing just 8% of customers was generating disproportionate revenue. This segmentation formed the commercial foundation for the programme design: a structure that rewarded the high-frequency segment meaningfully without over-investing in one-time travellers whose cost-to-reward ratio would be uneconomical.

Bank co-branded card strategy: Analysed the Kuwait credit card market — where local credit card POS transactions totalled KWD 1 billion in 2016 — to size the addressable opportunity for a Jazeera co-branded card. The card partnership was designed to generate a secondary revenue stream through bank-funded point issuance, with partner revenue projected to contribute KWD 102K in Year 1 growing to KWD 500K by Year 5, partially offsetting programme operating costs.

5-year financial model: Delivered a full programme P&L simulation covering member recruitment targets, revenue penetration assumptions, points issuance and redemption lifecycle (modelled on 3-year expiry), breakage estimates, and incremental revenue uplift from improved customer retention. The model projected programme revenue penetration growing from 2.1% of eligible airline revenue in Year 1 to 6.2% by Year 5, with cumulative net incremental revenue to Jazeera of KWD 8M over the five-year horizon.

Jazeera Airways had no permanent holiday packaging product — sales occasionally negotiated ad hoc hotel rates for key leisure destinations, but there was no structured, technology-enabled holiday offering available on the airline's web or mobile channels. The engagement — assessed, planned, and executed the integration of a third-party Dynamic Packaging service to launch J9 Holidays as a structured ancillary revenue stream.

Partner evaluation and selection: Evaluated locally available packaged holiday service providers against J9's commercial requirements — covering product breadth across J9's top 10 leisure destinations, technology integration capability, financial model compatibility, and brand alignment. Cozmo Travel, UAE's largest travel agency network, was selected as the preferred partner based on destination coverage, white-label capability, and a commercially structured revenue sharing model that created aligned incentives for both parties.

Integration architecture: The integration was delivered through a deeplink from Jazeera's web and mobile channels to a fully J9-branded Cozmo Travel white-label platform — enabling customers to book complete holiday packages (flights, hotels, tours, and transfers) within a Jazeera-branded experience. This architecture minimised J9's technology build cost, accelerated time to market, and placed the operational complexity of holiday fulfilment with the specialist partner while preserving the Jazeera brand throughout the customer journey.

Commercial model: Negotiated and structured a Dynamic Packaging revenue model with a per-transaction fee and a proportionate revenue split in Cozmo's favour — a structure that required zero upfront inventory commitment from Jazeera while generating incremental airfare revenue from holiday-motivated bookings not previously captured through the direct channel. The 3-year projection modelled KWD 200K in incremental revenue to Jazeera against a total programme cost of KWD 18K — a return of approximately 11x on investment.