One of the fastest-growing low-cost airlines in the region, flyadeal was established to meet the rising demand for affordable air travel in the Kingdom of Saudi Arabia and across the Middle East. As a digital airline committed to low fares and service excellence, flyadeal plays a crucial role in supporting Saudi Arabia's dynamic transformation, with aviation and tourism as key pillars of the nation’s economic diversification efforts. flyadeal specializes in point-to-point travel, employing a cost-effective online distribution model and offering unbundled fares with ancillary products. The flyadeal fleet consists of one of the youngest, most environmentally-friendly, and technologically-advanced aircraft in the region. Looking ahead, the ambitious vision includes more than tripling in size to over 100 aircraft by 2030, contributing significantly to the continued growth of the airline and the broader aviation landscape.

Visionary Training Resources, VTR, is a virtual reality software design company co-founded by experienced airline captains who are dedicated to improving pilot training.

Caravelo’s advisors are people with a wealth of experience in different areas of the travel and technology world. They help our management team make the right decisions and provide a space for constructive conversations on the challenges of growing a travel tech company.

Supporting the owner and senior management team in the day-to-day turnaround of the airline

Zamna’s undergoing rapid growth and I’m proud to be supporting its CEO and team who are focused on revolutionizing the facilitation of quality, verifiable data that enables a more seamless, contactless passenger processing experience - Key outcomes are removing processing time/complexity from the airport and other environs and addressing the threat of looming increased complexity from new regulations and standards, especially around health/COVID-19.

reward-U is a pioneering LCC loyalty/lifestyle program embracing convenience, flexibility, transparency and creating a valuable virtual currency for members and partners. Conceived by HK Express, reward-U is now a stand-alone business aggressively growing its membership and partner base while simultaneously deploying leading-edge mobile-app based loyalty solutions.Website: www.reward-u.comAs CEO my key accountabilities include:• Total accountability for the reward-U business/P&L;• Work closely with the Group’s investors and reward-U management team to develop and realise reward-U's business plan;• Program, product and service delivery - Overseeing design, marketing, promotion, delivery and quality of products and services that are digital, self-service orientated and innovative allowing reward-U to differentiate itself.• Thought leadership in the loyalty/lifestyle space.As CEO my achievements have been:• Formation of a highly-skilled, motivated team supported by a robust, leading-edge data-lead loyalty platform;• Rapid membership growth with 1m+ members joining within the first year, high engagement levels, youth/millennial/female demographic predominant; • Strong partnership development with 50+ joining within first year including leading banks, digital disruptors, travel intermediaries and utilities/telco’s;• Progressive roll-out of member-based products including a leading-edge mobile app, co-branded financial products and other lifestyle solutions.

Initially I lead the acquisition of Zuji, a prominent Asian Online Travel Agency (OTA) from Webjet Australia, as an ongoing concern. As Board Director, I was responsible for Zuji’s Singapore and Hong Kong businesses with Zuji’s CEO reporting directly to me. Zuji ran as an independent company while leveraging, where possible, Group synergies and targeting to become self-sustainable/profitable (Turnaround) within a rapid timeframe.Website: www.zuji.comAs Board Director my responsibilities include:• Total accountability for Zuji’s business/P&L;• Work closely with the Group’s investors and Zuji’s management team to develop and take forward Zuji’s business plan;• Seek business development opportunities for the Zuji business in terms of penetrating new markets, content partnerships and travel technology initiatives.Achievements as Board Director include:• Full acquisition of Zuji completed within 5 months;• Complete re-organisation of Zuji team including search/selection of CEO and other key team members;• Full migration of Zuji platform from Webjet completed within 6 months.

Sprooki, an M-Commerce start-up, assisted leading retailers and shopping malls to reduce the time, effort and investment required engaging connected shoppers through a comprehensive suite of ready-made modules and features such as location-based messaging, personalised content, mobile vouchers, loyalty cards and rewards, product recommendations, indoor messaging and way-finding.Started in 2012, Sprooki enjoyed initial funding from Singapore’s B2B incubator Get2Volume and the National Research Foundation, an arm of the Prime Minister’s office, under the Technology Incubation Scheme. Sprooki was successfully sold to the Australia Stock Exchange listed Invigor Group at the beginning of 2017. My role was to advise the company on its strategic direction, business development, future funding rounds and sale/listing options.Website: www.sprooki.com

Scoot was conceived as a medium/long-haul LCC and commenced operations in June 2012. 100% owned by Singapore Airlines, by the time of my departure, Scoot operated 12 x Boeing 787 aircraft servicing 24 destinations in 10 counties and enjoyed it’s first full-year operating profit for FY15/16 of SGD$28m.The role required me to manage all of Scoot’s Commercial functions with total revenue budget accountability Functions reporting to me included:• Network Planning and Scheduling;• Revenue Management;• Sales and Distribution;• Country Management;• Marketing;• Ancillary Revenue and Product;• Communications;• Guest Relations.Key achievements during my tenure include:• Member of the start-up team that turned a high-level business plan into a functioning airline within 9 months.• Oversaw rapid network build-up – Company profitable within 2nd half of first operational year. Fleet transition from 777’s to 787’s completed within 7 months.• Established a strong distribution framework spanning E/M-commerce and more traditional channels in order to maximise revenues. Scoot, since inception enjoyed load factors consistently greater than 80%;• Concluded a joint venture with Nok, Thailand’s largest domestic carrier, to launch NokScoot. Was also responsible for the recruitment and training of NokScoot’s Commercial team;• Achieved of the industry’s highest per passenger ancillary revenue through a range of innovative products and cross/up-sell activities;• Co-lead the development of Value Alliance - An LCC Alliance for the APAC region with initially 8 airline members underpinned by leading-edge interline technology.• Won numerous awards including Marketer of the Year (Marketing Excellence Awards 2014 and 2015), Asia Pacific LCC of the Year x 2 (Airline Ratings 2014/15), Marketer of the Year x 2 (Marketing Excellence Awards 2014/15), Cannes Silver Lion 2015, World Top 10 LCC (SkyTrax 2015) etc.

Mango specialised in advisory services and interim management for airline start-ups (Especially LCC’s) and performance improvement assignments.Website: www.mangoaviation.comI primarily focused on Commercial advisory engagements including:• Peach Aviation (Tokyo/Osaka – 1 Year): Initially reviewing All Nippon Airways’ (ANA) LCC business plan for approval by its Board, I was then retained as Interim Commercial Director to assist in the set-up of the airline, Peach. I was responsible for the entire airline Commercial set-up including strategy build, establishment of the Commercial team, Japan and regional network development, brand development and launch, and implementation of Commercial systems and processes;• Philippine Airlines (Manila – 6 Months): Business plan development that transformed its regional subsidiary, Air Phil Express, into a low-cost carrier (LCC) and provided support to the new management team on the implementation of a number of critical Commercial projects including reservation system selection.• Emirates (Dubai – 6 Months): Supporting the Group’s IT services arm, Mercator, in successfully acquiring, integrating and re-launching its passenger reservation system for LCC’s (tikAERO).• Jazeera Airways (Kuwait – 1 Year): Jazeera had been operating for less than 3 years and was unprofitable since launch – As interim Chief Commercial Officer for this restructuring assignment I managed all of Jazeera’s Commercial operations with full revenue accountability. I undertook a complete restructure of the Commercial team, overhauled Jazeera’s network including shutting-down its Dubai-hub, significantly improved ancillary revenue contribution through the introduction of bag and seat selection fees and undertook a major reservation systems upgrade within budget/time enhancing Jazeera’s retailing capabilities.

Responsible for all Commercial aspects of SkyEurope, the role was focused on developing and implementing a successful Commercial turnaround – SkyEurope had endured successive years of significant loses. A key element of the strategy was to unlock the true value of the company so SkyEurope’s principle investor, York Capital, a New York based private equity group, could realise suitable returns.Critical in undertaking this high-risk role was the ongoing support of York Capital in the airline’s turnaround strategy, however the 2009 credit crisis saw York’s ability to fund the turnaround diminish, thus compromising my capacity to undertake the role effectively therefore I chose to leave early into my contract.Key responsibilities included:• Sales• Marketing• Communications• Network Planning• Commercial Systems• Revenue Management

This senior executive role required me to successfully develop and implement a broad E-Commerce strategy to support Virgin Blues’ Commercial strategy.• Accountability for Virgin Blue’s B2C sales (65% of total turnover) through virginblue.com.au, Australia’s second largest online retailer (After eBay) and most popular travel site (Awarded by Hitwise). • Ancillary initiatives (e.g. Car hire, hotels etc.). 450%+ growth in online ancillary revenue (2004 – 2006) through the addition of new partners, negotiation of more advantageous commercial terms, and extensive integration of platforms.• Management of online advertising and search engine initiatives, electronic communications (e-mail etc.) and VB’s guest contact database (1m+ members).• Creation and full P&L responsibility of a strategic joint venture with Travelocity to launch the Blue Holidays wholesale programme.

I was responsible for development and implementation of Virgin Atlantic’s Sales and Distribution Strategy that aimed to reduce sales costs while facilitating the delivery of the global revenue budget of £1.2bn+ (03/04).• Achievements Achieved annual sales cost savings of £12m per annum (2002 – 2004) through the pro-active management of sales channels, the implementation of new commission structures and driving greater volume through direct sales channels.• Increased the proportion of direct bookings to 41% through the re-launch of the Virgin Atlantic website, improvement in Virgin’s UK based Contact Centre sales capability and enhanced alignment with Virgin Holidays’ wholesale activities.• Instigated and managed the implementation of leading edge solutions including a contact centre agent desktop, customer self-service facilities (e.g. Check-in), online staff travel initiatives, and E-Ticketing.

This senior consulting role saw me to work on a range of strategic assignments spanning e-Business and Distribution. Example assignments include:• Aviation Solution Centre (ASC) – A Hewlett Packard / PwC Consulting Joint Venture where I led a team to define the “Hurdle Free Airport” (HFA) solution and its go-to-market strategy. The solution encompassed the deployment of a range of applications via wireless (Smartcard), PDA and kiosk technology to remove processing obstacles enabling a smoother, safer passenger experience;• British Airways CitiExpress Integration - Led a PwC team that assisted in the development of a strategy for the successful integration of British Airways’ regional operations into one commercial entity.Other sample clients include American Airlines, Aer Lingus and Finnair.

Initially hired as part of Qantas' prestigious graduate programme, I undertook a range of increasingly senior roles that provided me with the knowledge and experience that has underpinned my professional career in the aviation industry.• 7/1999 – 1/2000: Y2K Project Manager – Australian Telephone Sales - Responsible for designing and executing a Y2K business contingency plan for the Australian telephone sales and ticketing operations. • 11/1997 – 7/1999: Senior Strategy Analyst eCommerce - My role involved project management and business requirements development.• 11/1996 – 11/1997: Revenue Forecasting Analyst Commercial Strategy and Policy - I was required to analyse data to produce strategic business information such as passenger, revenue and yield projections as well as three-year business plans.