From operations to automation: COO spotlight at the World Aviation Festival

James Parker’s panel session at the Talent Summit saw him chair a conversation between the COOs of TAP and Vueling.

Chief operations officer is one of the most important positions in any sector, and aviation is no exception. It is a dynamic role that requires overseeing various moving parts, from people and ground operations to innovation and tech: subjects that were front of mind for the panel discussion our Aviation Director James Parker chaired at the recent World Aviation Festival in Lisbon.

The session was titled ‘Leading operational excellence through people and automation’, and saw James welcoming Mário Chaves and Oliver Iffert, COOs of TAP and Vueling, to the stage at Pavilion 1. Both men have had long careers in aviation, taking in different responsibilities and lots of change – so what do they think about the COO role in 2025, and what does the future hold? Read on for a full recap of their conversation.

Building human frameworks for innovation

Automation and AI were significant topics of interest at the World Aviation Festival this year – and for Mário, it’s important to note that TAP ‘have never stopped adopting technology’. They have embraced AI as something that can drive areas where the airline can improve, such as operational access. For Mário, it comes down to streamlining processes, which in turn means focusing on the human side; new ways of working have to involve ‘people, not just technology’.

Oliver admits that Vueling’s pre-pandemic operations were ‘extremely challenging’. Cancellations and disruptions put significant strain on the airline’s staff, so when COVID struck it was an opportunity for a reset. ‘We changed many things, and in the operations world, all of this is driven by technology,’ he notes. Like Mário, Oliver asserts that Vueling’s improved systems run with their users in mind. ‘We’re not replacing people through automation but giving them the tools to make the right decisions in the shortest possible time.’

Working with data

Mário describes TAP as an early pioneer of data use and the airline has tried to keep evolving in its approach, including recent investment in data hubs over the past two years to improve real-time decision-making. This has helped them to understand patterns, as Mário puts it, ‘of things that we need to adjust. Sometimes it’s the schedule, sometimes it’s certain procedures. The data hubs that we are investing in are basically to understand and solve real problems.’

Previously, data at Vueling was siloed within external providers and systems, but Oliver notes that now they are using these programmes alongside their IT infrastructure to allow better cross-functional flow and decision-making. Vueling’s ground operations project, Tierra, is aimed at bringing 360-degree visibility to flight turnarounds by integrating data from airports, dispatch systems, handlers, aircraft, and crew. ‘We know that today, maybe we only get 20 or 30 percent of the data that we need, but ultimately we will be at 100,’ he says. ‘It’s giving us a solution and visibility on which we can build and continue.’

Involving tech teams

The COOs’ comments about integrating digital and human solutions chime with their approach to how they work with their tech teams. Creative solutions that ensure efficient access to TAP’s core business are foremost in Mário’s thoughts, while Oliver notes that Vueling’s teams always integrate user and developer. It helps that the company is young: ‘it’s all very fluid, very agile, and there is a lot of energy that we try to keep.’

By contrast, Mário notes, wryly, that after 80 years in business TAP has ‘some baggage’, though for him that isn’t necessarily a bad thing. ‘Sometimes, we think that technology will solve something, then someone reminds us that this problem was solved 30 years ago on paper, and it still works,’ he says.

The business case for tech

Both men agree on the need for business, not technology, to drive operations. For Vueling, being part of a group brings clear advantages; issues they have are the same as those experienced by Aer Lingus, British Airways, Iberia, and others. Even as a low-cost carrier, Vueling can avail of this centralised function while benefiting from the flexibility of being a younger airline. ‘We are very fast [...] we’re also happy to take risks, which is not an issue for us,’ Oliver explains.

The business case for tech investment is stronger when everyone understands the benefits, though sometimes linking the solution to expenses is a challenge for Mário, meanwhile. ‘Typically, with disruptions you win because the cost and uncertainty are so high that the business case is possible,’ Mário notes – though of course, finding something else wrong and asking for further money for a fix isn’t always possible.

Changing with the times

Oliver has had what he calls, in self-deprecating fashion, ‘probably the most typical aviation career: military, pilot, German. You can’t get more inflexible than this.’ All the more reason, then, why he has made an effort to adjust his leadership style as his career has progressed. For Oliver, creating a vision and giving his team ownership of the plan and actions – not to mention creating a safe space for them to fail and learn – have been crucial, especially when working at such a young company.  

Arriving at Vueling from a background with more established carriers felt, at first, like ‘stepping into a university’ for Oliver, who notes that ‘half the people in front of my desk could be my kids, although despite their youth, they are highly prepared and are an essential part of Vueling's energy and drive.’ It has meant a change in approach, though his team’s desire to grow, create, and succeed ultimately unite them across generations.

That’s an idea that resonates with Mário, too, whose technical background has seen him take in various technological developments over the years. He believes that people are more demanding nowadays, with smartphones having accustomed younger talent to getting answers quickly – though in the spirit of recognising the changing times, Mário notes that TAP has been resolute in ‘fixing problems that we couldn’t fix before’, and hopes that when the next generation of leaders ‘start seeing the results, they will be happy too.’

Words of wisdom

Ultimately, Oliver and Mário both recognise that they work at airlines, not data or IT companies, and that despite technology’s transformative force for the industry, aviation remains a people-powered sector. What advice do they have for the COOs of tomorrow?

‘Run,’ Mário says jokingly, before rowing back on his words. ‘Don’t forget that between the “C” and the “O”, you have another “O”, which means “operations”,’ he states. ‘It’s 24/7, 365 days a year. It’s challenging, it’s fun, but at the same time it’s demanding, so you need to be ready for it.’

Oliver, meanwhile, has taken a different career path. How did he end up in the C-suite after setting out to remain a pilot? ‘I think you have to take things as they come,’ he explains. He never planned to become a COO, but he goes, in his own words, by the mantra: ‘say you’ll do what you do, and do it best’, and opportunities will come. ‘That’s it. I think this is how life goes – I’m very happy where I am.’

Many thanks to Oliver and Mário for their valuable insights!

If you need assistance building operational and/or tech teams for your airline, do get in touch – we’d love to hear from you.