“The heavy lift is raised,” says Air India CEO, where Air India Cerving targets a 30 % share of local market by 2027.

After three years of integration behind the scenes and the expansion of the fleet, Air India is now working to transform the gears to focus on the consistency of competitive products and pricing because it suffers from stronger local and international play. Work today In an exclusive interview.

At the heart of the Air India transformation was the merging of four airlines into the Air India and Air India Express-and more than 100 new aircraft, with 470 in the fleet, will be achieved that the full shift, including the full cabinets, will be achieved by 2027.

“We are already witnessing a global A350S producer that flies to Heathrow and New York. The goal is to raise all old aircraft to this standard-tight upgrades will be made this year, and extensive modifications will be performed,” Wilson said.

The price sensitivity meets the excellent product

Since the aviation market in India becomes more competitive and sensitive to prices, especially in the metro roads to the metro, Wilson acknowledged the importance of maintaining a meager cost structure without prejudice to quality. He said: “We are aware of the price dynamics in India, but the real distinctive is the consistency of service and the product. This is our axis now.”

Wilson’s comments come with the intensification of local competition, as low -cost transport companies quickly expand to international markets. He added: “India is a large and growing market – it can accommodate more than a strong player. Our focus will remain on a distinguished experience with the value.”

Market share and airport strategy

The local market share in India has increased from 8 to 9 % before yearning to about 25-26 % now, although some aircraft withdrew to re-update. “We target 30 % by the end of our five -year plan. On the main metro roads, we already carry about 50 % share,” Wilson pointed out.

With new airports like Navi Mumbai to access the Internet, Air India plans to work from both current and upcoming centers. However, Wilson reported the operational complexity as Air India operates as a center holder. “We are working closely with airport operators to ensure a smooth transition without affecting our network efficiency,” he said.

International growth needs and infrastructure

While 65 % of the Air India capacity, the CEO stressed the need to improve the airport infrastructure and the air field in India to support expected growth. He said: “Party expansion, fastest migration operations, and modern air traffic administration is crucial. India should not only be a destination, but also a transit center.”

Despite the delays of the supply chain that prompted delivery and aircraft updates again, Wilson remained optimistic: “We are still on the right track. Heavy lifting is done. Now the consistency, reliability and financial strength come.”

With the maturity of the aviation industry in India, Air India does not place itself except as a national carrier-but as a global service, with a more clear global service and a more clear commercial edge.