Ramiro José Oliveira Sequeira (1982, Lisbon) He has over 20 years of flight management experience in large companies in the aviation industry. He picked up the phone last year to take over the operational management of Iberia, after holding positions of responsibility at Iberia Express and Vueling and taking up the interim management team at TAP, the Portuguese company currently attracting the attention of IAG. And he did so at a key moment, at the beginning of an ambitious strategic plan that will involve an investment of 6 billion euros until 2030. To analyze this challenge, Sequeira said: economic information It took place at the new Iberia Space in São Paulo, within the framework of the presentation of the final route to Recife and Fortaleza in northeastern Brazil.
Why did you choose these routes? What possibilities did you see?
Iberia is betting big on Latin America. Not just now, not because there’s a clear demand flow, but because it’s always been the choice. core business Long radius. The arrivals in Recife and Fortaleza come at a time when the company is enthusiastic about growth and has a fleet of Airbus A321XLR aircraft capable of profitable, sustainable and long-term operations. Because they don’t want to open a seasonal route only to have it closed later. This is a long-term vision, at the right time and with the right team.
What are the factors supporting this commitment to Brazil?
There is a growing demand in our country. For Brazilians, Europe is a very well-positioned destination and we saw an opportunity to strengthen this bridge in the sky. We will explore routes connecting Europe and Latin America and grow in line with our long-term vision. footprint in latin america hub Born in Madrid. we madrid hub Connectivity from Europe is at the same level as Paris. Additionally, with the expected increase in long-haul aircraft from 47 to 70 aircraft, it makes sense that this capacity would be allocated to the Americas and Latin America. However, not all growth will result in new routes. The frequency will also increase
What doors does the introduction of a more efficient aircraft like the 321XLR open?
It has the perfect range and I believe it has a lot of opportunities without diluting what we already have. Several more routes can be operated not only in Brazil, but also on the American coast. The number is expected to reach eight aircraft, with the possibility of adjusting frequencies and increasing destination capacity.
Are Fortaleza and Recife thermometers of demand here?
Within our organization, we have a team dedicated to network development that analyzes both the commercial and profitability aspects. Conversations are constant and new destinations are always evaluated, but it would be unwise to say that there is more to it than Fortaleza and Recife. Currently open in Fortaleza, Recife, Monterrey (Mexico), Orlando (USA) and Toronto (Canada). Are new routes planned? Probably so. but Right now, we’re focused on getting them as profitable as we need to open and integrate them.. To put it in perspective, this year is about to end with a historic record 5.5 million seats won in Latin America. There are four airports in Brazil and four daily flights from Buenos Aires (Argentina), which is unprecedented. So while the team is thinking about the future and analyzing all these destinations, the reality is that short but firm steps need to be taken. As your fleet grows, new opportunities will present themselves.
What factors could upset the balance of westward expansion?
There are natural factors. It is our main market and our historical and cultural relationship with Spain and Iberia and Latin America. This is a complex market, but we have discovered a profitable and sustainable model that benefits both parties. There are also commercial challenges. That is the difficulty of positioning products in Asia. However, the recently opened Tokyo route has been a very positive surprise both operationally and commercially. So we can look to that, albeit a more difficult market.
What are the challenges to growing at this pace at an operational level?
The company plans to create approximately 1,000 jobs a year, and mobilizing and training pilots, crew and maintenance personnel while ensuring safety and without compromising efficiency or quality is a major operational challenge. But we are in a great moment. We have experienced people offering quick solutions and young people with new ideas. From a commercial perspective, the challenge is to maintain value. Increase quantity without compromising quality, We don’t want to be the cheapest airline, we want to be the most valuable airline.. Along these lines, having more aircraft also means making better use of technology. We brought artificial intelligence to our sales and operations. Artificial intelligence balances aircraft payload, reduces consumption and increases profitability.
Your growth plans align with Aena’s largest investment program. What do you think about this infrastructure update?
I think it’s a very timely and very nice coincidence. This works very well. We work closely with Aena even during the design phase. expertise and input Learn how to optimize your operations and customer experience.
As the former Interim President of TAP and Chief Operating Officer of Iberia, what would be a natural fit if the Portuguese company were to eventually be integrated into IAG?
Iberia is not involved in any analysis or decision-making regarding this matter. Of course there are two hub They can complement each other, but since the analysis is coming from London, I can’t add much more than that.
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