Airlines are Out of Time on Legacy Technology

0:00Your passengers will never see your org chart. They'll never sit in your planning meetings or look at your systems diagram. But they feel all of it. They feel it when the app says one thing and the gate says another. When a delay alert arrives before anyone at the counter knows why. When a loyal customer gets treated like a stranger. Every gap between teams, data, and systems eventually shows up in the passenger experience. Trusted by leading U.S. carriers, Pari Veda connects commercial, operations, and customer teams so passengers never fill the seams. We bring strategy, data, and modern technology together, working alongside your people to make every trip feel effortless.

0:41From ticket to tarmac, Pari Veda, make potential possible. Learn more at parivedasolutions.com. That's P-A-R-I-V-E-D-A solutions dot com.

1:13Welcome everybody to the Airline Weekly Lounge. I am Jeremy Cressman with Skift. In today's special episode brought to you by AWS and Parveda, we're looking at behind the scenes at the inner workings of a modern airline. Most of what we experience as passengers in 2026, frankly, it can feel a little bit like magic. Whether it is tracking your bags in real time, accurate security wait times to plan your airport arrival, or on-the-fly itinerary changes from an airline mobile app. The experience of flying and managing your trip, it's never been easier. But of all the wonders that we experience in 2026, airline, airport experience, though we're all possible due to technology, the data, the digital infrastructure, the system changes that make it all possible.

1:56And when things go bad, it can feel downright catastrophic. When a fiber optic cable supplying radar data to New York City airports was accidentally cut in September 2026, it shut down the entire New York City airspace for several hours, delaying and disrupting thousands of travelers. And that's the thing about airline technology. It's invisible right up until the moment it isn't. Today, the gap between carriers and airports is getting wider. Some airlines have been doing the unglamorous work behind the scenes for years, and their underlying tech lets them move quickly with innovations. Others are discovering the hard truths due to what they've put off.

2:30Why can the airline industry no longer ignore its technology infrastructure? That is the question for us today. And to help us make sense of this challenge, I am joined by Massimo Morin. He is Global Head of Travel at AWS. And Basadeb Chatterjee, he is Vice President, AI Strategy and Commercial Transformation at Paraveta Solutions. They're an AWS partner that is working with airlines on everything from boardroom strategy down to their engineering teams. So let's talk about what is actually underneath a modern airline. So Basadeb Massimo, welcome to the Airline Weekly Lounge. We are talking today about digital technology.

3:05It supports so much of how airlines operate today, what makes them successful. And so I want to start by asking you about this term that we have all heard, which is digital transformation. It's kind of the elephant in the room. If I'm honest, I've been covering travel for over a decade now. Every year seems like it's the year of digital transformation. We're going to figure this out. We're going to crack it. But nobody ever seems to finish it. It's always something that we're evolving, right? Be honest. What is so urgent right now? It's November 2026 about airlines and digital technology. Massimo, why don't you go first?

3:38Sure. Thank you for having me here, Jeremy. Basu, nice to see you. Massimo Morin, Global Head of Travel here at AWS. I've been in the travel space for 30 years, and indeed, we always talk about digital transformation. The thing is that digital transformation is not a thing. It is actually a continuous journey. It is constantly evolving, and there are a variety of reasons for that. The first one is customer expectation is constantly evolving. So when you are actually acquainted to Uber, now with LGBT and so forth, you want your favorite brand being it Delta, American United, Southwest, whoever that is, to actually keep up with the demand of the customers and apply in the way that they are acquainted to on a day-to-day activity.

4:17The other thing is that technology is changing extremely rapidly. If you take a look at Gen TKI and Gen TBI, but there is always something. If you remember blockchain before, virtual reality and so forth. So technology keeps changing and you really need to be keeping up with that because if you don't your competition does so it's they have to make the choices and we see that with our customers the customers that are already invested during the pandemic were actually and laying the foundation in this unique moment in time where they could stop their business and invest in the technology we are seeing them taking the lead being it rain air united southwest air canada and actually i just came back from the world aviation festival in Lisbon, Air Canada won't this year, the mobile app of the year, showcasing how they transform the customer engagement, customer communication, real-time information to their customer, what is happening in the bag, their trip, and so forth in a natural language.

5:18That is what makes the difference, and we see them pulling ahead. Yeah, I think you make a great point that it's all about customer expectations and that iterative process of the tech industry has really found its way into the aviation sector. Basudeb, what is your take on this? What is so important right now where we're in November, 2026? Yeah, Jeremy, first off, thanks for having us on the pod. It's great to be here and really excited to have this discussion with both yourself and Massimo. Yeah, digital transformation, it's certainly been a buzzword for quite some time. I'll throw out, you know, I think that here now in 2026, there are some reasons to actually be excited and at least partially drink the Kool-Aid this time around as to what might change.

5:58I'll start by, you know, talking about the evolution of cloud technology in particular over the last 10 to 15 years. So if we rewind the clock to around the 2010s, cloud really explodes on the scene, especially in the enterprise tech scene. And the carriers that chose to invest in deep cloud-enabled data platforms, data capabilities, they've now built an actual moat that enables them to point AI at curated data and then do interesting things. And so by contrast, the airlines or the carriers that haven't done that yet, I think there's, you know, they're really itching at closing that gap. And I think you're going to see a pretty strong sense of urgency to close that.

6:36So I'd say that's number one. Secondly, I'd say think about, you know, just the gap between going from idea to like a version zero prototype has absolutely collapsed because of AI. And so I think the cycle time for innovation, even in risk averse or highly regulated environments, which is sort of where I put airlines, it's still shrunk considerably. What used to take quarters and years is now being talked about in weeks and months. And so I think there's just going to be a natural bias for people to experiment and try things out. And then the last thing I'll say, it's kind of complementing what Massimo mentioned earlier, you know, the era of agentic commerce in particular, I think, is upon us.

7:15That goes above and beyond travel and hospitality, but it certainly applies to airlines. And, you know, Southwest Airlines just recently launched their ChatGPT plugin. Obviously, that allows for customers to start their travel planning earlier in the process directly with an LLM. I think you're going to see more carriers emulate that. And again, I think if you're a carrier and you don't have the capabilities to interface or interact in that new paradigm, you're basically leaving revenue on the table, which I think is a pretty strong apparatus for change. So I think for a few reasons, hopefully we will see the industry lean in and start acting on some of these things.

7:51Yeah. And I think the aviation sector is no stranger to innovation. I mean, they were some of the early innovators of this idea of digital distribution, coming up the idea of loyalty programs. But as you both mentioned, now with the era of enterprise cloud technology, revenue becoming a bigger part of the mix, and commerce evolving quite a bit. There's a lot of new opportunities. Massimo, I think the pandemic was this really interesting inflection point for aviation, certainly for a lot of industries, but aviation in particular, so much changed, but also a time of a lot of transformation, as we mentioned in our first question.

8:27The carriers that invested a lot during that period, the sense I got from you is they've really started to do well now. And you alluded to that in your original answer. Some of the other ones are kind of scrambling though. What does a scrambling airline look like? And why is that a technology problem? And what are their competitors doing that they're not able to do right now? So that was a unique moment in time, which you can actually start looking at your operation, your customer engagement without worrying about customer or operation, because everything was stopped. So they realized that having an understanding of the data that they have and how they are using technology, because a lot of these companies started shutting down operations, but their IT costs are kept to be the same.

9:08So it's like, how do you modernize these things? And the very first things that they realized is start migrating to the cloud, put it in the cloud. It's a pay as you go, ramp it up and down as you need, put it in the cloud and ramp it down. So you are actually reducing your IT costs and start the commission in your data centers. We have examples like Air Canada right now. They moved out of mainframe last year, and they are planning to move out of the data center in full this year. We have Elomexico right now that they finish up over 80 % of their IT estate is now running into the cloud. So we have this momentum that is up.

9:46So I would say that instead of looking where the company are scrambling, let's look at the company that are going to be successful at what they are doing. With, for example, Ryanair right now has an employee app, has an app for the employee that enables to connect directly with the customer, talk to the customer, talk to each other, enable the customer to order food from the seat directly connecting on the mobile app. They can actually do mundane tasks like time off, like swap or the shift, all these operational things behind the scene. And that is improving not only the customer satisfaction when they engage with the crew, that they are happier, but crew retention, reducing costs.

10:29Reducing costs, for example, taking time off or taking sick leave when they need to be off work. Those are concrete cost-saving and concrete innovation that they put it in place. This is what we are seeing over and over. And as Basu said, these projects are no longer taking years. They are taking weeks, maybe a month or two to actually materialize. And if you don't like it, you simply don't use it. Technology is so advanced today. Fernando Rocha was simply saying a couple of weeks ago is, look, developing code is becoming so easy with Kiro or Cloud Code that I can actually start insourcing a development of code and build what is differentiating my business from the competition.

11:17And that is what is happening across the globe. All my customers start developing, getting project manager, product owner, start developing code on the weekend to see how it works and start a complex issue like irregular operation, customer care, and so forth. It's so interesting. This is happening across the business, Massimo. It's not just an operational efficiency. We're also seeing it play a role in the customer experience, how airlines are pricing things, how they're saving money. So it's transforming all these different areas. Basso Dub, I actually want to ask you about this timing question that Massimo mentioned.

11:51Massimo, you said it's changed from months down to weeks to make some of these transformations. And I have to pressure test this a little bit with you both. There was always this gap between technology ideas and execution in aviation. Of course, this is a very, very complex business. We have all of these planes. We have thousands of employees. We've got all these passengers. Safety has always been a huge consideration. You can't just change something without considering the safety considerations. And then external factors, things like air traffic delays or regular operations. What is actually the reason that these technology changes have taken so long traditionally?

12:30And what has changed now that's making them so much quicker? Yeah, I mean, I guess I'll jump in on this one. Like you said, Jeremy, I think it's a great question. I'll say three things in particular that make it challenging for airlines, right? The first is, as we alluded to earlier, the operating model. for how technology is actually implemented. A lot of airlines, technology is funded through these multi-year large programs that are two to four years long. And people get really hung up around the actual scope document. And by the time you get to year two, people are talking about the scope and they forget the outcome that you're looking to produce in the first place for why this program got funded.

13:05So I think that's number one. The other thing I'll call out are dependencies. So when you think about the core systems that airlines really operate with and on, think about things like departure control systems, revenue management, the core passenger servicing system. These are all really controlled by a handful of incumbent third party vendors. And there's nothing wrong with that. But that means when you're trying to influence change, you might be working on a release calendar that you don't really control. So I think that sometimes can get things to be hairy and complex as well. But I think third and most importantly, I think it's a culture thing.

13:39And I think you hit the nail on the head. You know, this is a operationally intensive business that produces at its core pretty thin margins. So, you know, when you have a business where, you know, one week of bad weather or a fuel shock, as an example, can significantly impact quarterly profits, your instinct is going to be to play it safe to stay in your lane, and to sort of, you know, operate with that risk averse mindset. set. And there's nothing wrong with that. And like you rightfully said, there's a place and a portion of the business where I think you need to operate that way. But I think where it gets you in trouble is when that extends into things like the commercial strategy, how you think about customer experience, how you think about loyalty.

14:19In these things, it's actually to your benefit to probably do iterative experiments and fail fast and learn and within reason, take those learnings and improve iteratively. And, you know, maybe the costly mistake is to not experiment at all. So how do you go faster? I think you start by, you know, we talked about that core, which is hard to perhaps change at a really rapid clip. But what you can do is you can change things on top of and around that core. You know, a few years back at AWS reInvent, United Airlines presented a case study called the Intelligent Airport. And what they did is exactly this.

14:54They built sensors and data and AI, and they installed these at various points, strategic points within the airport where they had control. And they got tremendous ROI on things like throughput and staffing decisions and how to think about the customer experience at the gate, at the lobby, at the lounge and such. So I think that's one thing that you can do. And the other thing I'd say is fund outcomes, right? Get away from funding programs and projects and start thinking about funding outcomes. That'll generally keep folks pointed at the North Star. and you'll move faster because you'll know if what you're funding isn't yielding results, like Mossimo said, it's no big deal.

15:31Throw it out the window, start from scratch because these technology cycles are so fast. You're not really losing much by doing that. Yeah, and there's ways to do this in a sandbox, so to speak, that allow us to test things out and learn. And as someone that lives in Chicago, I very much experienced a lot of these innovations you've described with United. And just like even being able to track your bag in real time is such an interesting innovation that feels a little bit like magic, but now is enabled by these technology integrations that are being built on the back end. I want to ask you both about trade-offs.

16:02As we've been describing here, the airline business has very tight margins. There's a lot of complexity here. Basada, when we prep for this conversation, there's a lot of aviation business decisions that often over-index on cost-cutting, right? How do we save money? And we should be focusing ultimately on ways to use TAC to get more customers and probably grow revenue as the flip side of that, right? Massama, I think you've also told me that aviation costs right now are rising much faster than revenue for this business. In a lot of instances, and we've seen this in earning reports recently too.

16:37If I'm the CEO of an airline right now, I can either fund a pricing algorithm that maybe is gonna send customized offers to passengers, help me boost that revenue, or I can invest in automating my contact center with AI. Maybe that's gonna help me save some costs. Which one do you pick and why? I'll start by giving you the consultant answer, which is it depends, but I can't get away with that. No, I want you to pick one. On this podcast. So yeah, if you had me pick one for the sake of argument, I'm going to actually go with the personalized offers. And here's what I'll say. I'm certainly not against cost cutting.

17:11I think it's a necessary thing. I think most airline, and for that matter, most enterprise AI use cases are pointing at cost takeout. But what I'll say about cost takeout is it has a ceiling. There's only so much cost you can take out of the system. And the other thing is your competitors are probably thinking about similar things. So to the example around the contact center, it is absolutely something that I think most airlines should be thinking about because AI has incredible efficiencies and gains that you can point at when it comes to contact center and customer interaction. Just know and be aware that every vendor under the sun is probably going to be pitching you this.

17:46Your competitors are probably thinking about this. And in that type of a space, that type of problem domain tends to get commoditized over time. So it's probably going to be cheaper to do this a couple of years from now than it is today. So having said that, contrast that with something like personalization and like you said, an offer engine. You hopefully own your customers' data. You know the customers that choose to fly with you. You hopefully have some data around their tenure and how long they've been flying with you and what their preferences are. It's going to be difficult to buy that off the shelf for most other folks.

18:19And so if you could point a technology enabling solution at that problem space, it's likely that the ROI on that, you're going to have to be a little bit more patient, but it's going to be more differentiating, hopefully, and it's going to set you apart from the field. And, you know, the other thing, the last thing I'll say is that revenue use cases always sound crazy at the beginning. If we rewind the clock to around 1981, when American Airlines decides to come up with AdDantage as a loyalty program, everybody thought they were nuts. You know, it's like here's an airline that's supposed to be transporting people from point A to point B.

18:51They're getting into co-branded credit cards and whatnot. People thought it was insane. And you look at, you know, loyalty businesses for most mainline carriers in the U.S. today. It's the most profitable line of business that the airline has. And so I think sometimes, right, it pays to have a bit of that patience. And I think it pays to have to make strategic bets. So that's what I would say. I'm really curious. Over to you, Masmo. Yeah, what's your take on this? So we talk to customers day in and day out. All the conversation around the Gen TKI and Gen TBI, right? But to me, what is it that you're trying to solve?

19:26What is the problem? Do you have a clear ROI? Do you have a clear success criteria and support? One of the things is that clearly you can measure the impact on upsell and revenue, but you will see the outcome months away. If you instead look at the cost cutting, I mean, you know exactly how much you're paying for something, If you are going to save something right here, right now, it's much more tangible, much more concrete. But the thing is, are you able to measure the impact of the project that you're working on? And if you are able to measure that, now you can justify the investment. We have seen a lot of conversation on migrating to the cloud or creating data lakes.

20:05And my question was, why are you doing it? What is the objective? Because if your objective is simply to be in the cloud, then what you'll find out is two years down the road that you did all the migration, your conversation with the CEO is still, oh, I'm doing the same things I was doing before, but now I'm doing it in the cloud. So the point here is whatever the CFO is asking, whatever project you're working, what is the concrete ROI that you are having today? What are you measuring? What are the success criteria? Is there a champion there that can unlock this project if they get stuck somewhere?

20:37Those are the things that really will make the difference and the success call for success. So that helps you to develop the foundation we were talking before to actually build up on top of it and make your business more successful at the end of the day. Yeah, it really does track what you both said about this goal-oriented mindset. And I do think the cost side of this, it's important, but there's a limited upside there, right? Whereas the other side, you can build more of a competitive differentiation. Let's shift from talking just about airlines. Obviously, airports are part of the aviation experience.

21:10There was a situation you both had told me about. Southwest Airlines did this really interesting data integration with Houston Airport that I think speaks to the opportunity here and talks a little bit about the airport side. What did the airport ask for here? How did Southwest collaborate with Houston? And why was this such an interesting example? I particularly like that example. I'm seeing Tom Garrison, one of the senior architect at Southwest, presenting into a stage at the Future of Travel Experience a couple of weeks ago. So we know that the airline, quote unquote, owns the customers because he buys the travel product.

21:45But then the airport is actually where the customer is experiencing the travel experience. It's one of the gateways that he has to go through. So there was always a need to get an integration. We had an example from Ryanair that was exchanging information with the Manchester Airport group for the key change. One field, you can send it across very easy, real-time, mobile app, you see it, customer satisfaction app. But if you go above and beyond a single field, it starts to become complicated. And that is the challenge that Tom was facing with his counterpart at the Houston airport. Exchanging information of the flow of passengers, when passengers are going to be at the airport and what part of the airport so that the airport can size better the workforce to make sure that they accommodate.

22:28That is a bit more complicated. So in a traditional environment, what you will end up doing is agreeing on the data to be exchanged, what is the API, the dictionary of the information, and start to source the data on your backend system and then channeling out through an API. That in a traditional environment would have taken months, if not years, to put together. So Tom said, okay, let's throw this out of the window. Let's create an MCP server. and whatever request comes in from the airport, then the system will figure it out what it is and it will send the data out. Can you explain really quickly, Massimo, for everyone who's listening, what is an MCP server?

23:04It's kind of like the evolution of like an API, right? But in the age of AI, correct? Correct, exactly. It's like an AI agent that is there that is waiting for requests and it is replying, it's understanding what this request is, like an API, and then marking the data that it needs to send out appropriately. So it is waiting for you to make a request and then replying to you. It's a smarter API. It's a much more intelligent and sophisticated API. That's helpful. Right. So, and what happened is that he was able to put this together in one afternoon. So it's really interesting, the compression of the time to value of this specific solution, given the given property.

23:45It was interesting because when he was on the phone call with his counterpart at the Houston airport and they simply said, well, I didn't really want to get the flow of passengers. I needed the flow of bags so I can coordinate the people, the ground handers and so forth. While he was on the call, Tom was able actually to code it up and to send it right away. So while he was on the call, he did this. He was on the call. So obviously, this is the first try that they put together. It needs to be secure and so forth, incorporating to the whole organization. But the thing is, he was able to create that in two days, two afternoon.

24:22And that is mind-blowing. Because to me, it's really incredible. Whenever you need an API, you can put an MCP server and the system simply adapts to the changes that are there. And there are a lot of APIs out there that airline and airport are exchanging that might become obsolete fairly quickly these days. Yeah, very cool how dynamically this can be done. Basud, it sounds like you have some impressions of this program and what you thought was so interesting about it. Tell me about that. Yeah, absolutely. I mean, I think the thing that strikes me is that, you know, we sort of built this habit of using technology as excuse as perhaps the longest time in the poll.

24:58And I think like Massimo described, I think we just we can't really use that excuse anymore. So, you know, if you're able to change adaptively a data contract while you're on a conference call and have AI adapt and have the interfaces adapt and have the data flow, that's not necessarily always the crux of the problem. And so what I would point to is, yes, airlines and airports have always had to share data because, you know, especially in the operational context with things like bags and flight information and gates and whatnot. But think about some things that are a little bit more contentious and where each of these entities tends to get a little bit defensive.

25:32So when we talk about, again, if you talk about the customer, who owns the customer? If I'm a customer and I have to go on a trip, I'm going to show up in an airport. I have to go through security. I'm going to go to a gate. I might go to a lounge. I might interact with the retailer at the airport. So each of these entities would tell you that they own the customer in some way. Sometimes they can get a little bit defensive about sharing that data because of who owns what and whatnot. And I think what we're going to see is, you know, again, the ability to do that is now basically table stakes. And so it's all about the strategy, aligning incentives.

26:04The example that I always use is think about when there's a disruption, you know, event at a particular airport, that's going to impact everybody equally. So it really doesn't matter. If there's a ground stop at Chicago O 'Hare because of weather or whatever, the airline's got to figure out how to reschedule a bunch of flights. The airport might have to staff up because there's a bunch more people that are in the airport for a given period of time. The retailers probably care because there might be people that are coming in and shopping for things that they wouldn't otherwise. So everybody's incentives are aligned to leverage the data at that point.

26:36And now I think there's a way to do that pretty quickly and adaptively, which I think should lead to some interesting things in the future. Yeah, it's not just about building smarter data infrastructure. It's also about the collaboration that you're able to do between carriers, between airports and having that real time flow of data. So that's really interesting point. I want to wrap things up. I have a final question for you both. I'd love like a 30 second response on this. If I'm an airline commercial leader, maybe technology leader, looking at 2027, I'm thinking about this conversation. what is one technology decision that they should be accelerating?

27:09And what is one technology strategy that they should stop funding? Massimo, I'm going to start with you. So to me, put the customer at the center of everything, work backwards from the customer. So the prioritization will always be about customer, message orchestration, contact center, modernization, multimodal engagement using voice and text, the adopting of the LLM as Southwest did. I was actually asking Justin Bandic, I said, why now? What was the motivation to do that? And he simply said, if we don't do it, somebody else will do it. So we have to do something. And that is the moment. And that is he put the customer at the center.

27:45And this would be top of the pile. Why? Because it impacts your customer satisfaction, your loyalty acquisition and retention, your upsell and cross-sell opportunity, and specifically the branding. So you can actually, you are familiar. There are KPI that are across the organization. It also means that you have to have your data in order. you need to understand what is a customer, a customer 360. You need to have the dashboarding to empower your analyst, agent, and support specialist with the information that they have. So there is a whole ecosystem that goes with it. So you get part of the foundational work, the customer 360.

28:21By the way, if you're still talking about customer 360, we should definitely talk because that is a small problem by now and move from there and then impact KPI, the line of business owner, a lot. What you shouldn't be doing? Embark in a multi-year project of something that is too fuzzy or you are not sure what the KPIs is. Or, you know, you're going to be disrupted in three months, six months, nine months because fuel, tornadoes, engine parts or whatnot. So you really need to execute really fast. Being agile is the secret of the business here at this time. Have a clear goal, be iterative and focused on the customer.

29:01What about you? Yeah, I certainly agree with everything Massimo said, starting with the customer. I'll point at something specific. So if you have to fund something, now is the time to lean into the data foundations and particularly the agentic interfaces. That's not going away. That's only going to evolve further. And I think the more that that gets ignored, the further behind you risk getting and the tougher the journey to close the gaps. I think you definitely focus on that. Focus on the data and the integrations and especially the governance. I think sometimes people forget about governance.

29:32You're going to have agents now basically working on behalf of human beings and representing your airline. Think about sensitive data. Think about the account owners and ultimate accountability for where the buck stops. And sometimes the unglamorous things like business continuity, disaster recovery planning, those things in cyber are going to be really important as technology sort of evolves into this agentic space. What not to fund? I mean, I would say, you know, again, to sort of double click or zoom in on what Mossimo said around multi-year programs. You know, I'm going to be a little bit provocative here, but think about the modern theme, or I should say the prevalent theme over maybe the last few years in the airline space around modern airline retailing.

30:13Offer order NDC. If you have a five-year program that's built around offer order and NDC, I promise you by year five, the entire paradigm of modern retail would have changed to something else. So just be mindful of that, right? My suggestion would be create milestones that are incremental so that you know, like to Massimo's point, you can measure success. And if you're measuring success, then great, keep doing what you're doing. And if you're not, be ready to pivot to whatever that new reality might be. Because, again, things are moving so fast that sometimes, you know, these long running programs just, you know, are not really a good fit for what's happening in the industry right now.

30:49Yeah, again, I think it goes back to this idea of being iterative here versus having this five, 10-year goal because, you know, the airline business with the complexity, it's always going to be changing. Listen, Massimo Basudab, this has been a really interesting conversation. Thank you so much to you both. Parvid and AWS are going to continue this conversation at their sponsored roundtable at Skipped Aviation Forum next month in New York City. I hope you all can join us there. And thank you again for the conversation today. This has been really interesting. Thank you, Jeremy. Thanks so much, Jeremy.

31:16whether you're listening to us on Spotify, Apple, or wherever you get your podcasts please remember to subscribe, rate us five stars, or leave us a positive review this really helps us get the word out about the airline weekly launch so we can continue to bring you this podcast every week absolutely free of charge and if you're watching us on YouTube be sure to subscribe to the Skift channel and hit the notification bell to find out whenever a new video drops your passengers will never see your org chart They'll never sit in your planning meetings or look at your system's diagram. But they feel all of it.

31:51They feel it when the app says one thing and the gate says another. When a delay alert arrives before anyone at the counter knows why. When a loyal customer gets treated like a stranger. Every gap between teams, data, and systems eventually shows up in the passenger experience. Trusted by leading U.S. carriers, Pari Veda connects commercial, operations, and customer teams so passengers never fill the seams. We bring strategy, data, and modern technology together, working alongside your people to make every trip feel effortless, from ticket to tarmac. Pari Veda, make potential possible. Learn more at parivedasolutions.com.

32:32That's P-A-R-I-V-E-D-A solutions.com.