In an industry where precision, performance, and passenger trust define success, customer experience (CX) in aviation is no longer limited to comfort in the skies—it extends across the entire value chain. In this exclusive conversation with Mr. Jaideep Mirchandani, Group Chairman of Sky One, a leading aviation group headquartered in Sharjah, we explore the nuanced intersections of geopolitics, policy, and people that are shaping CX in global aviation. With a focus on aircraft leasing, cargo, MRO (Manufacturing, Repair, and Operations), and end-to-end aviation services, Sky One serves elite clients—from businesses to HNIs—where every touchpoint matters.
CX For Elite Clientele
Q1. Customer expectations are evolving. How does Sky One define and deliver CX for its elite clientele in leasing and cargo?
JM: At Sky One, customer experience transcends service delivery. From the onset, we are focused on creating positive experiences through streamlined processes, effective communication, competitive pricing, customised solutions, transparent information, and proactive support. For instance, flexible leasing solutions cater to evolving airline needs during increased demand or seasonal fluctuations. We also simplify leasing processes and as trusted, agile partners in our elite clients’ growth journeys. We help them optimise operations, achieve business targets, and meet fleet goals with speed, clarity, and structure. This is especially crucial in mercurial economic and geopolitical environments. What truly differentiates us is our responsiveness. Whether it’s governments or logistical clients needing reliable cargo support, we make it a point to tailor solutions for every request.
In the cargo segment, security and end-to-end visibility are non-negotiable. As a conglomerate with global operating capabilities and a network of trained teams, we can adapt quickly to diverse situations to deliver humanitarian aid, manage high-value freight, and handle specialised cargo. Ultimately, great CX in aviation isn’t just about moving goods but also about building long-term trust, delivering reliability, and providing peace of mind.
Ongoing Tariff and Trade Tensions
Q2. How have ongoing tariff and trade tensions affected aviation supply chains and customer satisfaction benchmarks?
JM: This is an evolving situation, and each week brings a new development. This instability can create uncertainty around future trade policies, deter investment, and discourage long-term planning. A measured response can only be recalibrated once the situation stabilises. Still, the ongoing tariff and trade issues have significantly impacted the aviation sector and global market dynamics. They affect supply chains, trade volumes, and customer satisfaction by impeding air cargo flows and causing customs delays.
If we just look at aircraft manufacturing and procurement, tariffs tend to increase costs, while leasing and cargo operations disruptions can have long-term economic ramifications. Increased tariffs on aircraft components raise acquisition and maintenance costs, impacting operational expenses. These further challenge our commitment to providing cost-effective solutions to our clients. Traditional logistics routes have been disrupted to some extent, leading to delays and increased transit times on the cargo front. Such disruptions are unhealthy for companies like ours that rely on service reliability for customer satisfaction. To address these challenges, many companies are diversifying suppliers and circumventing regions associated with high tariffs. Investing in responsive, innovative technology is essential to ensure timely deliveries amid global trade uncertainties.
Conflicts In South Asia
Q3. Conflicts in South Asia and shifting geopolitical realities are redrawing air maps. What does that mean for CX in route planning and service reliability?
JM: During recent geopolitical tensions, civil flight operations from 32 airports across northern and western India were temporarily suspended. It is becoming increasingly clear that aviation companies must prioritise proactive risk assessment and management to better serve customers. Besides monitoring geopolitical events, companies must also invest in smarter systems, initiate strategic partnerships, and diversify routes, markets, and supply chains.
Operational flexibility and resilience are key to ensuring that clients experience minimal disruption. At Sky One, in crises, we collaborate closely with aviation authorities, navigate around airspace restrictions and swiftly adjust our flight paths. We leverage our global network to maintain service continuity and rely on advanced tracking systems to streamline operations. Our open communication channels keep our clients informed, reassured and updated. The goal is always to deliver the reliability that our clients expect, regardless of mercurial geopolitical conditions.
Rise in Tourism and Domestic Travel
Q4. With the rise in tourism and domestic travel in India, how do you see airlines recalibrating customer touchpoints to match growing demand?
JM: In April, the Directorate General of Civil Aviation (DGCA) data informed that India saw a striking 10.35 per cent annual growth in passengers carried by domestic airlines. From 391.46 lakh in the previous fiscal (FY24), India saw a surge of 431.98 lakh in FY25. Projections estimate passenger traffic at a staggering 300 million by 2030. As expected, airlines are now reimagining customer touchpoints via digital transformation and data analytics to facilitate personalised services, easy booking, check-in and real-time updates.
Understanding passenger preferences is pivotal today, as are meal options or in-flight entertainment; airlines are competing to offer tailored experiences. Initiatives like Digi Yatra are streamlining passenger processing and reducing wait time. At Sky One, we are focused on integrating advanced technologies into customer-centric strategies to offer efficiency, personalisation, and seamless service to ensure that every expectation is met and exceeded.
Opportunities and Risks
Q5. What are the opportunities and risks in regional connectivity, particularly under the UDAN scheme, from a customer experience lens?
JM: Between ideation and implementation, there are bound to be challenges, but they can be navigated and overcome eventually. Be it the question of the commercial viability of certain routes, low passenger demand for specific destinations, or infrastructural constraints, such issues can be resolved as the overarching goal is the democratisation of air travel, reducing travel time, and generating broader economic development in underutilised zones.
From the customer’s point of view, inadequate infrastructure, inconsistent flight operations, technological constraints, staffing, and service issues can be problematic. According to the figures offered by the Ministry of Civil Aviation, India’s largest airline, IndiGo, will require over 11,000 pilots in the next decade, followed by Air India, which will need over 5,800 pilots in the same period. We must address the possibility of flight disruptions and delays due to a pilot shortage. Addressing these challenges in synergy with all stakeholders will foster customer satisfaction and generate trust.
The aviation industry cannot afford to compromise on reliability and punctuality. At Sky One, we acknowledge this challenge and are actively engaged in initiatives to mitigate its effects. Investing in pilot training programs, initiating partnerships with aviation academies, and implementing advanced scheduling technologies can go a long way toward optimizing crew utilization.
Shortage of Pilots and Skilled Professionals
Q6. The shortage of pilots and skilled professionals is a pressing issue. How does this impact service quality and client confidence?
JM: The demand for aviation talent isn’t slowing down anytime soon. According to Boeing’s ‘Pilot and Technician Outlook 2024–2043,’ the industry will need around 6,74,000 new pilots, 7,16,000 maintenance technicians, and 980,000 cabin crew members over the next two decades to keep the global fleet flying. To stay ahead, many airlines are ramping up their hiring efforts and making strategic adjustments behind the scenes to ensure that passengers don’t feel the impact of these operational challenges. As a long-term step, they’re expanding training programmes to attract a younger, more diverse generation of aviators. Interestingly, this has led to major collaborations between Indian airlines and global aviation leaders like Airbus and Boeing. These joint development programmes aim to train more local talent effectively and help meet future workforce needs considerably.
Women Shaping Aviation CX
Q7. What role are women beginning to play in shaping the Indian aviation CX narrative? Any initiatives from Sky One in this direction?
JM: Recently, the Ministry of Civil Aviation informed Parliament that one in every seven pilots employed by six major airlines in India is a woman, a highly positive development. According to official data, women comprise 15 per cent of India’s pilot workforce, while the global average is just five to six per cent. Attracting more women to the profession will be a significant step not only towards achieving gender parity in the aviation sector but also towards bridging the demand-supply gap. A large demand-supply gap can affect airlines’ operational efficiency, ultimately impacting the customer experience. A well-structured action plan should be implemented to encourage more women to pursue a career as pilots, starting with early outreach programs. Educating young girls about career prospects can spark their interest in aviation.
At Sky One, we always adhere to gender-neutral recruitment policies to ensure women have equal opportunities. Through our aviation academy, we have trained some of the best women aviators and continue nurturing aspiring women to become successful professionals.
Aircrafts Objects Bill, 2025
Q8. The Protection of Interest in Aircraft Objects Bill, 2025 aims to empower lessors. How will it translate into better service and trust for your clients?
JM: The Protection and Enforcement of Interests in Aircraft Objects Bill is a significant development that will positively impact aircraft leasing in India. The bill will enhance the cost efficiency of airlines and leasing activities. It will strengthen India’s position as a significant hub for leasing. It will also bring India closer to the ratification of the Cape Town Convention, the delay of which was impacting lessors’ confidence. Many creditors have cited this delay as a reason for increased leasing costs. Further, it will boost lessors’ confidence in the Indian market and reduce lending costs, ultimately helping lower airfares. The legal framework surrounding aircraft repossession had remained a significant concern for lessors. The new Bill can remove these apprehensions and improve the trust of clients.
India Becoming A Global MRO Hub
Q9. Can India realistically become a global MRO hub? How would that reshape experience for customers and business partners alike?
JM: An efficient MRO is critical to ensuring aircraft longevity, operational efficiency, and safety. With Indian airlines planning significant fleet expansions and placing large orders for new wide-body aircraft, it will be crucial for India to strengthen its domestic MRO system. Most of our maintenance and repair needs are still met through imports. However, we see strong steps from the government to develop an Indigenous MRO sector, such as the decision to introduce a uniform five per cent IGST rate on such services. Earlier, varying GST rates on aircraft components led to issues such as an inverted duty structure and GST accumulation in MRO accounts.
The results are already showing. We have seen recent news reports about major Indian carriers and even global players announcing plans to set up MRO facilities in India. This move could significantly reduce our dependence on foreign MROS. If the momentum continues, India’s domestic MRO industry will likely catch up with its global counterparts in scale and certified services.
Sky One in Cargo Segment
Q10. Sky One is active in the cargo segment as well. What makes India poised to lead the air cargo CX revolution globally?
JM: According to the Ministry of Finance, air cargo handled at Indian airports rose by seven per cent year-on-year to 33.7 lakh tonnes in FY24. This points to a healthy growth trajectory for India’s air freight industry. Interestingly, it is not just international freight growing; domestic cargo volumes are also seeing steady progress. There are several reasons behind this upward trend. The rise in high-value manufacturing, stronger trade ties with European and North American markets, and the Government’s focused efforts on upgrading air cargo infrastructure at airports have all played a role. Today, India’s export portfolio includes everything from fashion and electronics to auto and manufacturing components. The pharmaceutical and healthcare sectors have also emerged as major contributors. From our perspective, the outlook for India’s cargo sector remains highly optimistic.
As the aviation industry braces for a new era defined by resilience, agility, and smarter customer engagement, Sky One’s CX vision offers a masterclass in future-readiness. Mr. Mirchandani’s insights highlight how deep domain expertise, forward-thinking regulation, and inclusive growth can help aviation businesses not just fly, but thrive. At Sky One, customer experience is more than a differentiator—it is a strategic compass guiding the next generation of aviation excellence.
