Seven years across airports, airlines and advisory, after an earlier career on the Reuters markets desk. At Riyadh Airports I lead corporate strategy and five-year business planning, and the governance of a multi-billion-riyal portfolio of strategic initiatives. Before that, strategy, business planning and cost transformation at flynas. And at CAPA before it, network strategy and turnarounds for airlines, privatisation bids and non-aeronautical revenue for airports.
A landing charge is revenue on one side of the table and a cost line on the other. I have sat on both sides, and advised from outside them.
At CAPA that meant privatisation bids and AERA tariff cases for airport operators, and network, fleet and cost plans for airlines. flynas put me inside the airline, where I took 8% out of non-fuel CASK and learned how little of a cost base is actually escapable. Riyadh Airports put me back on the infrastructure side, running the strategy lifecycle for King Khalid International from formulation through Matarat approval to execution.
Before any of it, Reuters, on oil and commodities. Nothing sharpens an argument like filing into a market that has already moved.
Run the strategy lifecycle for King Khalid International Airport: formulation, Hold Co. (Matarat) approval, execution. Aligned to the national aviation strategy and Vision 2030. Business planning, executive support on high-stakes decisions, and the board reporting that carries them.
Co-led WINGS, the airline’s strategic initiatives portfolio. Took 8% out of non-fuel CASK across flight operations, maintenance, ground handling and training. Built the business case for the SAR 200M in-house crew training programme, coordinated AOC applications for two new operating entities, and cut baggage offloads by 90% in selected Subcontinent markets.
Advised airport operators on privatisation bids and AERA tariff determinations, building five-year control-period business plans across traffic, aeronautical and non-aeronautical revenue, OPEX, CAPEX and funding. For airlines: network and fleet strategy, route-level P&Ls, cost transformation, and market access from bilaterals to slots.
Equity research and valuation across European transport and industrials for Trinity’s student-managed fund, alongside a Master’s specialising in business strategy.
Two years preparing for the Civil Services examination, specialising in Public Administration across polity, governance, economics and international relations. The grounding still shows in how I read regulation.
Market-moving stories on oil prices, energy markets and commodities, filed to Reuters Eikon for professional market participants and algorithmic systems. Special mention from Editor-in-Chief Stephen Adler.
What one turnaround costs at Delhi, Mumbai, Bengaluru or Hyderabad, built from the AERA control-period orders and their calculation rules, not just their rate tables. Every line shows the order page it came from.
How many people fly within India each month and on which airline, from every DGCA monthly report since January 2023. Traffic and its year-on-year change, who carries it, how full the aircraft are, and a derived read on whether capacity is coming out as fast as demand. Refreshed when DGCA publishes.
Whether a route earns its keep over five years: size the market, take a share of it, price it at a yield, fly it with a given aircraft and frequency. Separates the cost you would avoid by not operating from the cost you carry either way. The method is public; the working model goes to paid subscribers.
Networks, routes and the economics of flying them.
What separates a plan from a decision.
Where returns are earned, and where they only look earned.
The judgment that outlasts the decision.
97 pieces on aviation, strategy and capital — airport economics, route and network decisions, and the judgment behind them.
Airport and airline economics, tariff and regulatory strategy, network and route decisions, and where aviation capital earns its return. Email goes straight to me.