Anchors Aweigh: How Tom Fecke Is Set to Supercharge AVIAREPS’ Cruise Strategy

The tides are turning—and in the best way—for the global cruise industry. As passenger numbers surge and industry forecasts point to record-breaking growth, AVIAREPS, the world’s leading international representation, marketing, and communications firm for travel and lifestyle brands, is steering boldly into the waters of cruise expansion. At the helm of this new direction? None other than cruise industry veteran Tom Fecke, who has just been appointed Global Head of Cruise at AVIAREPS.

With this strategic move, AVIAREPS signals more than just a change in leadership—it’s gearing up to be a strategic powerhouse for cruise lines worldwide.

Meet the Captain: Tom Fecke

Tom Fecke brings over 25 years of industry know-how spanning leadership roles across top-tier travel and cruise companies including RCL Cruises, Travelport, Avis, and Sabre. He also served as Secretary General of the Cruise Lines International Association (CLIA) in Brussels, advocating for the European cruise industry on a global stage.

With a deep-rooted understanding of sales, marketing, and strategic development, Tom is poised to lead AVIAREPS’ cruise division into uncharted—and highly lucrative—territory.

“What drew me to AVIAREPS is the combination of global presence and strong local expertise. It’s a powerful mix for cruise lines looking to grow internationally,” says Fecke.

Cruise Industry: Riding High on Recovery

The cruise industry has not just bounced back from pandemic disruptions—it’s cruising ahead at full speed. According to CLIA and Horizon:

• 2023 passenger numbers rose 6.8% above pre-pandemic levels
• 2024 market value hit $8.9 billion, projected to more than double to $18.4 billion by 2030
• A whopping 37 new ships are already in the global order books until 2028

This growth trajectory signals massive opportunities—and challenges—that require sharp strategic navigation. That’s where AVIAREPS and Fecke come in.

What’s on Deck for AVIAREPS’ Cruise Division

With Fecke at the helm, AVIAREPS is expanding its cruise representation services to offer a full suite of solutions including:

• Market research & strategy development
• Travel trade & sales support
• Public relations & media outreach
• Trade shows & agent training programs
• Call centre & customer support solutions

From launching new cruise brands in emerging markets to boosting passenger numbers in mature regions, AVIAREPS aims to be not just a service provider, but a growth engine for cruise clients.

The Strategy: Global Scale, Local Muscle

AVIAREPS’ secret sauce lies in its hybrid model: global coordination meets local expertise. With offices in 68 countries, they offer unmatched access to regional insights and real-time market responsiveness—something Tom Fecke is determined to leverage fully.

“We want to be more than a representative; we want to be a strategic partner who delivers measurable value,” says Thomas Drechsler, COO Tourism at AVIAREPS.

The Forecast: Full Steam Ahead

With passenger appetite for cruise holidays roaring back to life and fleets expanding rapidly, the timing couldn’t be better. Fecke’s appointment positions AVIAREPS not just to catch this wave—but to lead it.

Cruise lines looking to break into new markets, increase visibility, or revamp their global strategy might just find their ultimate co-captain in AVIAREPS under Fecke’s leadership.

TL; DR — AVIAREPS Appoints Tom Fecke to Cruise Ahead:

• Tom Fecke named Global Head of Cruise at AVIAREPS
• Brings 25+ years of experience (RCL Cruises, CLIA, Travelport, etc.)
• Will lead strategy, marketing, PR, and expansion for cruise clients globally
• Cruise industry is booming: $8.9B in 2024, expected $18.4B by 2030 (12.9% CAGR)
• 37 new ships in the pipeline worldwide through 2028
• AVIAREPS combines global strategy with local expertise in 68+ countries
• Focus: helping cruise lines expand into new markets and grow passengers

Want to stay afloat in a sea of competition? You might want to keep your eyes on AVIAREPS' cruise course—because under Tom Fecke, they’re sailing straight for success.

India’s aviation sector is soaring—literally. With booming passenger numbers, fleet expansions, and global aircraft orders rolling in, the skies seem limitless. But beneath the clouds lies a storm of concern: 98% of India’s aviation components are still imported. This dependency is now a critical pressure point as global trade tensions tighten, especially following the United States’ recent announcement of reciprocal tariffs affecting aviation imports.

At a recent international aviation conference in Bangalore, this alarm bell rang loud and clear, and the consensus was unmistakable—India must act fast, or risk grounding its growth.

The Twin Turbulences: Skills & Imports

Two major hurdles threaten India’s upward trajectory in aviation:

• Severe Shortage of Skilled Workforce: Pilots, engineers, and technicians—India simply doesn’t have enough to match its growth rate.
• Heavy Reliance on Imports: With the US being the largest aerospace component supplier (North America holds 50% of the global market), tariffs could mean massive cost spikes.

Without immediate countermeasures, both these issues could clip the wings of India’s aerospace ambitions.

The Indigenization Imperative: Mirchandani’s Masterstroke

Jaideep Mirchandani, Group Chairman of Sky One, offers a compelling roadmap: "A self-sufficient Indigenous aerospace parts market may help India through a potential global trade war." His words are less a prediction and more a call to arms.

As Mirchandani explains, indigenization isn’t just patriotic—it’s strategic. Tariffs and supply disruptions aside, making components at home will reduce costs, create jobs, and improve turnaround times for maintenance and repair operations (MROs).

Market Forces: India’s Big Opportunity

According to Grand View Research, India’s aerospace parts manufacturing market hit $13.6 billion in 2023. By 2030, it's projected to balloon, growing annually by 6.8%. The market’s rocket fuel? Expanding airline fleets, aircraft modernization, and a rising need for domestic MRO services.

Pro tip: India spends nearly 30% more maintaining aircraft abroad due to a lack of domestic MRO capabilities. That’s a massive cost-saving opportunity waiting to be tapped.

Made in India: Not Just a Tagline Anymore

Indian companies are already contributing key parts to the global supply chain—from landing gear to motion control systems. Several global aviation giants, including Boeing and Airbus, are actively sourcing from India. The trend? “Make in India” is becoming “Make for the World.”

Thanks to India’s:

• Robust software talent
• Competitive labor costs
• Ease of doing business reforms
• Favorable government policies

...the country is ripe for becoming an aerospace powerhouse—if it can align its potential with strategic execution.

MRO: Maintenance, Revenue, Opportunity

With increasing domestic air traffic, the demand for local Maintenance, Repair and Overhaul (MRO) services is skyrocketing. Mirchandani notes that this not only drives demand for locally made parts but also stimulates R&D, tech transfers, and high-skill job creation. The ripple effect? A self-reinforcing ecosystem that supports both domestic and global aviation players.

Building the Brain Behind the Machines

An indigenous aerospace sector cannot thrive without investing in people. From pilot academies to engineering institutes, India needs a turbocharged talent development pipeline. Collaborations between academia, private enterprise, and the government are vital to produce the skilled workforce needed to sustain this industry.

Beyond Borders: Partnering for Progress

India isn’t going at this alone. Increasing joint ventures between Indian suppliers and international aerospace firms are creating pathways for:

• Technology sharing
• Enhanced quality standards
• Faster innovation cycles

These partnerships will be critical to leapfrogging India's capabilities from manufacturing basic components to designing and producing next-gen aviation systems.

Final Approach: What Lies Ahead

India’s ambition to lead in aerospace manufacturing isn’t just about building planes—it’s about building resilience, jobs, and technological independence. The next few years will be decisive. If India can align policy, infrastructure, and skill development, it could become the world's next aerospace hub—not just a market, but a maker.

As global trade becomes more volatile, this pivot from import-heavy to self-reliant might be India’s best insurance policy for continued growth in the skies.

TL; DR – Quick Flight Brief

• US Tariffs Alert: New trade policies are making imported aerospace parts more expensive.
• 98% Import Dependency: India relies heavily on foreign-made aviation components.
• $13.6B Market Boom: India’s aerospace manufacturing market is set to grow 6.8% annually until 2030.
• Indigenization Key: Localizing production is not just economical—it’s strategic.
• MRO Potential: Domestic maintenance demand can fuel manufacturing and job growth.
• Skilled Workforce Needed: Urgent upskilling and training required to match industry needs.
• Global Partnerships Rising: Joint ventures with global firms are enhancing India’s capabilities.
• Mirchandani’s Vision: Sky One’s chairman calls for building a resilient, local supply chain amid global uncertainties.

At most airports, you're counting the minutes until boarding. At Kempegowda International Airport Bengaluru (KIAB/BLR Airport), those minutes just turned into a cultural escape. In a groundbreaking collaboration, BLR Airport has partnered with the Museum of Art & Photography (MAP), Bengaluru to transform Terminal 2 (T2) into a living, breathing celebration of South Asian art, culture, and digital storytelling.

Forget idle scrolling—this is where layovers meet legacy.

Art Meets Airport: A Vision Reimagined

BLR Airport’s T2 has already made waves with its lush biophilic design and world-class amenities. But now, it’s carving a niche as an artistic destination, not just a travel hub. With over 210 curated artworks by 60+ artists, art is not a side dish here—it’s the main course. The partnership with MAP takes this vision to the next level.

Hari Marar, MD & CEO of BIAL, summed it up perfectly:

“We’re reimagining what it means to travel—not just as a journey from one place to another, but as an experience enriched by culture, creativity, and connection.”

Domestic Terminal: A Playground for the Imagination

MAP’s digital installations in T2’s domestic terminal aren’t just displays—they’re interactive experiences that surprise, delight, and educate.

Gallery on Demand

Swipe through a digital treasure trove featuring iconic works by Jamini Roy, Jangarh Singh Shyam, Jyoti Bhatt, and more. It’s a deep dive into India’s art heritage—from tribal tales to Bollywood dreams. Don’t miss the curated stories around film ephemera, including lobby cards and rare movie posters that chart the journey of Indian cinema.

Interactive Art Puzzles

Tap your way through touch-based challenges featuring masterpieces like Raza’s Universe, Jamini Roy’s Last Supper, and Bendre’s The Lotus Sellers. Think of it as Sudoku meets an art gallery.

Digital Lamp Lighting

Reclaim a timeless Indian ritual—lighting a lamp—with a modern twist. Scan a QR code, add your name, and create a personal, auspicious moment right before takeoff.

Cumulus: A Digital Archive Like No Other

Cumulus lets you zoom, search, and curate your favorite works from MAP’s vast digitized collection. Whether you’re a curious browser or a budding researcher, this app is your portal into the rich layers of South Asian creativity.

Virtual Greetings

Send festival-themed digital postcards inspired by Indian art to friends, family, or fellow wanderlusters. A quirky, meaningful alternative to the airport fridge magnet.

A Souvenir Shop for the Soul

Don’t leave culture behind at the gate. The exclusive MAP-inspired retail zone offers home décor and lifestyle products that fuse utility with artistry. Perfect for gifting—or self-indulging.

International Terminal: Bhuri Bai Takes Flight

At the International Terminal, the cultural immersion reaches new heights with ‘Bhuri Bai: My Life as an Artist’, a special exhibition showcasing the journey of Padma Shri awardee Bhuri Bai. Her works, from early tribal paintings to large-scale contemporary canvases, tell a story of transformation, resilience, and visual poetry.

Commissioned by MAP, this autobiographical collection is more than an art show—it's a life story told in pigment and pattern.

Why It Matters: Beyond Duty-Free

This initiative isn’t just about making the airport prettier. It’s a bold move to redefine how people engage with culture in everyday spaces.

Abhishek Poddar, Founder of MAP, explained:

“We hope to take art appreciation to a wider audience—bringing joy, sparking curiosity, and nurturing a deeper connection with South Asian heritage.”

BLR Airport: Where the Runway Meets the Gallery

In a world where airports often blur into one another, BLR Airport stands apart—a terminal where you don’t just wait for your flight, you discover a part of India’s soul.

So the next time you fly through Bengaluru, don’t just head to your gate.

Head into a gallery, light a digital lamp, solve an art puzzle, or take a moment to marvel at a tribal artist’s journey. Because at this airport, your boarding pass includes entry into a cultural wonderland.

TL; DR — Quick Glance at the Takeaways

• BLR Airport T2 has partnered with MAP Bengaluru to create a first-of-its-kind airport art experience.
• Features include interactive installations, touch-based art puzzles, digital rituals, and a virtual archive of South Asian art.
• Gallery on Demand offers Bollywood nostalgia, artist documentaries, and deep-dive narratives.
• A retail zone sells curated MAP-inspired lifestyle products.
• The International Terminal showcases ‘Bhuri Bai: My Life as an Artist’, spotlighting a tribal artist’s rise to fame.
• This collaboration positions BLR Airport as a cultural landmark, not just a transport hub.
• Ideal for both art lovers and curious travelers looking for a richer airport experience.

Let your next trip begin before takeoff—at the crossroads of travel and tradition.

Ethiopian Airlines is gearing up to order at least 20 regional or small narrowbody jets to refresh its domestic fleet and retire aging aircraft. CEO Mesfin Tasew Bekele confirmed they’re evaluating the Embraer E2, Airbus A220, and Boeing 737 MAX 7. Below, we break down the essentials in a more concise format.

Why the Upgrade Matters

• Rising Domestic Demand: Ethiopian’s passenger numbers have surged, especially on routes linking Addis Ababa with secondary cities like Bahir Dar and Gondar.
• Aging Fleet & Groundings: Several turboprops and even three Boeing 787s are grounded, sidelined by engine?overhaul delays (Rolls-Royce and Pratt & Whitney shortages). Acquiring new jets helps restore capacity quickly.
• Modernization & Efficiency: Newer jets are quieter, burn less fuel, and reduce maintenance headaches—key in high-altitude, short-hop operations across Ethiopia’s diverse terrain.

The Contenders: E2 vs. A220 vs. 737 MAX 7

Embraer E2

• Seats: ~97–114
• Range: ~2,000 nm
• Pros:
• Ideal for short/medium domestic routes
• Very quiet cabin
• Lower acquisition cost
• Cons:
• Smaller seat count—needs higher frequencies on trunk routes
• Growing but still limited local support network

Airbus A220

• Seats: 110–135 (depending on variant)
• Range: 3,200–3,400 nm
• Pros:
• Leading fuel efficiency (20% better than older jets)
• Wider cabin, extra passenger comfort
• Already proven by African operators
• Cons:
• Higher sticker price per aircraft
• Might be “too big” for thinner routes

Boeing 737 MAX 7

• Seats: ~153 in two-class; up to 172 economy
• Range: ~3,850 nm
• Pros:
• Large capacity for peak domestic sectors
• Belly-hold cargo boosts revenue
• Global 737 support infrastructure
• Cons:
• Certification still pending (likely end-2025/early-2026)
• Sits in a category larger than the E2/A220—less ideal for very thin markets

Key Challenges Ahead

Engine Overhaul Delays:

• Three 787s grounded awaiting Rolls-Royce Trent 1000 work (now six-to-eight months versus a typical three).
• Five Q400 turboprops parked for PW150A repairs, also delayed.

Delivery Timelines & Backlogs:

• Boeing’s global MAX 7 backlog could push Ethiopian deliveries into late 2026.
• A220 slots are competitive, but Embraer might be able to deliver E2s sooner.

Lease Band-Aid:

• In the interim, Ethiopian is negotiating leases for a handful of small jets to plug capacity gaps—though at a higher per-block-hour cost.

Strategic Implications

• Enhanced Connectivity: Once the new jets arrive, expect higher frequencies on trunk routes (e.g., Addis–Dire Dawa) and nonstop service to nearby capitals (Nairobi, Khartoum).
• Tourism Lift: Faster jets to scenic regions (Simien Mountains, Danakil Depression) could spark a tourism boom.
• Sustainability Push: Modern engines—especially on the A220—help Ethiopian target a 25% CO? reduction by 2030 (compared to 2019).
• Local MRO Growth: To cut engine turn-around times, Ethiopian may invest in domestic engine?overhaul facilities, positioning Addis as an East African MRO hub.

TL; DR

• Why? Ethiopian needs 20+ new jets to meet surging domestic demand and offset groundings from engine-overhaul delays.
• Options:
• Embraer E2: ~100 seats, great for short hops, best chance for early delivery.
• Airbus A220: 110–135 seats, best fuel efficiency, higher cost.
• Boeing 737 MAX 7: 150+ seats, large capacity, certification likely in late 2025.
• Hurdles: Ongoing engine shortages mean several aircraft are grounded; deliveries of new jets face certification and backlog risks.
• Outlook: New jets will boost frequencies, open up nonstop regional links, cut CO?, and strengthen Ethiopian’s home-grown MRO capabilities.
• Timing Matters: Speed to delivery and total cost (acquisition + operation) will decide which model ultimately makes Ethiopian’s shortlist.

With Inputs from Reuters

Late May 2025 saw JetBlue Airways and United Airlines unveil “Blue Sky,” a strategic alliance allowing travelers to book flights on either airline’s site and earn/redeem points across TrueBlue and MileagePlus. Despite shared booking and loyalty perks, JetBlue CEO Joanna Geraghty stressed on June 2, 2025, that this is not a merger, but a carefully structured partnership designed to satisfy Department of Justice scrutiny.

Why It’s Not a Merger

• Regulatory Caution: After the failed Northeast Alliance with American Airlines (2020–2021) and a dropped Spirit Airlines takeover (2024), JetBlue aims to avoid antitrust hurdles. Both carriers maintain independent control over pricing, scheduling, and network planning.
• Functional Separation: Blue Sky’s scope is limited to code-sharing, reciprocal loyalty benefits, and slot exchanges—nothing more. This helps them sidestep the “horizontal integration” red flags that toppled previous alliances.

What Customers Gain

• Loyalty Reciprocity: TrueBlue and MileagePlus members can earn and redeem points on most flights of either partner. Elite status benefits (e.g., priority boarding, free baggage) carry over seamlessly.
• Unified Booking: By late 2025, travelers can book joint itineraries on either airline’s website or app, with common baggage rules and same-day change privileges.
• JFK Resurgence: In 2027, United will re-enter New York’s JFK—operating up to seven daily round trips—by swapping slots with JetBlue. This restores United’s presence at JFK, enhancing options for East Coast flyers.

Industry Impact

• Competitive Posture: With Delta and American dominating many routes, JetBlue gains global reach through United’s network, while United capitalizes on JetBlue’s Northeast strength.
• Watchful Rivals: American and Delta may respond with their own partnerships, but for now, Blue Sky remains a nimble alliance that stops short of a full merger.

The Road Ahead

Blue Sky officially rolls out in phases starting late 2025 (pending final approvals). United’s JFK return in 2027 will test whether this “partnership—not-merger” model can boost both carriers’ competitiveness without sparking another DOJ showdown.

TL; DR

• JetBlue and United launched a “Blue Sky” partnership in May 2025 for joint booking and loyalty perks—explicitly not a merger.
• Caution follows past antitrust issues (e.g., Northeast Alliance with American, Spirit takeover attempt).
• Travelers benefit from reciprocal frequent-flyer programs and unified booking starting late 2025.
• United returns to JFK in 2027 by swapping slots with JetBlue, enhancing East Coast connectivity.
• Both airlines retain separate network and pricing control to avoid regulatory hurdles.
• Blue Sky aims to expand choice without merging, as industry rivals stay alert.

With Inputs from Reuters

Flyadeal’s CEO, Steven Greenway, didn’t mince words at the IATA summit in New Delhi when he called Airbus’s tardiness “inexcusable,” warning that hiccups with narrow-body A320neos could spill over to the newly ordered A330neo wide-bodies. As Flyadeal aims to scale from 37 to over 100 aircraft by 2030, each jet’s arrival is a linchpin for route launches, crew training, and seasonal schedules.

Steven Greenway’s Frustration

Greenway revealed that two A320neos have been stranded in Toulouse for months—only half of the first-half-2025 deliveries ever made it to Riyadh, both delayed. He doubts that the one A321neo promised in Q3 and three more in Q4 will arrive as scheduled, lamenting, “How else can we plan? It’s going beyond a joke now.” His blunt tone reflects the high stakes for a budget carrier whose growth hinges on predictable fleet availability.

Supply Chain Squeeze

Airbus’s A320 assembly line has been stymied by CFM engine shortages—CFM being the GE-Safran joint venture that plugs into these jets. While CFM reported some supply-chain improvements in April, Greenway fears these narrow-body snags will eventually delay Flyadeal’s A330neos, slated to roll off Airbus’s final assembly line in December 2026. Although Airbus insists there are no known A330neo delays, Greenway admits he’s “very doubtful” they’ll arrive on time.

Airbus’s Stance and Delivery Targets

Airbus publicly aims to deliver 820 aircraft in 2025, claiming supply-chain conditions are improving and that it’s working to cushion customer impact. Yet the manufacturer has privately warned carriers that delivery delays could linger through 2027, mirroring industry forecasts that post-COVID labor shortages and parts bottlenecks won’t be fully resolved for a few more years.

Industry-Wide Ripple Effects

Beyond Flyadeal, CEOs at the New Delhi summit echoed similar frustrations. Delayed jets force airlines to postpone pilot training, freeze route launches, and scramble for short-term fixes. For fast-growing carriers, even a few months’ delay translates to missed revenue, higher leasing costs, and insecure scheduling. The anxiety is real: without delivery certainty, strategic planning becomes a guessing game.

Wet-Leasing: A Stopgap Measure

To plug its immediate capacity gap, Flyadeal has arranged to wet-lease two A320s (aircraft plus crew) from Cebu Pacific during its busy July–August season. While this secures seats during peak months, it comes at a premium and limits network flexibility. Nevertheless, it underscores how airlines must improvise when factory lines falter.

The Road Ahead

Flyadeal remains committed to its vision—expanding into new domestic routes and eventually launching long-haul services with its A330neos, particularly for pilgrimage and cargo traffic. However, the onus now falls on Airbus to deliver transparent updates and stick to promised timelines. Until then, Flyadeal and its peers will be forced to adapt, relying on wet-leases and reassigning existing jets until supply chains finally normalize.

TL; DR

• Flyadeal’s CEO called Airbus’s A320neo delivery delays “inexcusable,” stressing fleet timing is critical for his airline’s rapid growth.
• Two A320neos have sat in Toulouse for months; only two of four first-half-2025 deliveries arrived, both late.
• Supply-chain bottlenecks—particularly CFM engine shortages—threaten Flyadeal’s 10-jet A330neo order, expected December 2026.
• Airbus still targets 820 deliveries for 2025 but warns delays may persist to 2027 due to post-COVID labor and parts shortages.
• To plug gaps, Flyadeal will wet-lease two A320s from Cebu Pacific during its July–August peak, a costly but necessary fix.
• Until Airbus provides reliable timelines, Flyadeal must juggle wet-leases and reallocate current aircraft, keeping its expansion plans on shaky ground.

With Inputs from Reuters