Since it launched a turnaround program in September last year, Air India has gone on to place a record order for 470 aircraft while also pumping in money into technology, hiring, training, and infrastructure
It goes without saying. Campbell Wilson has one of the most difficult jobs in global aviation today. But that hasn’t bogged down the calm, self-assured executive, who made the shift to India last year from Singapore, despite all the scrutiny from millions of Indians. Wilson is overseeing the much-anticipated transformation of Air India, the airline once owned by the Indian government, that had recently returned to the Tata Group, after seven decades. Wilson was appointed by the Tata Group as the managing director and CEO of Air India in May last year.
Long before the Indian government took absolute control of the Air India, the airline was a force to reckon with globally, one whose on-board services and vibrant interiors along with its punctual service inspired numerous global airlines including Singapore Airlines and Cathay Pacific. But along the way, marked by decades of underinvestment and an ill-timed merger, the airline became something of a white elephant.