Gulf Air CEO Jeffrey Goh has called for a fundamental rethink of how global airline alliances operate, urging them to adapt to the increasingly diverse and dynamic strategies of modern carriers. Under Goh’s leadership, Gulf Air is undergoing what he describes as a “transformational pivot,” aimed at enhancing both passenger experience and operational performance. (Image: Gulf Air Group)
Gulf Air GroupGulf Air CEO and Chairman of Global Loyalty Organisaiton, Jeffrey Goh has called for a fundamental rethink of how global airline alliances operate, urging them to adapt to the increasingly diverse and dynamic strategies of modern carriers. Speaking recently, Goh—who previously served as CEO of Star Alliance—highlighted the need for greater flexibility in how alliances function and collaborate.
According to Goh, traditional alliance models often impose limitations that no longer align with how many airlines wish to manage their partnerships. “Alliances must allow members to cooperate with partners outside the alliance,” he said, advocating for a more modular, open framework. This would allow airlines like Gulf Air to pursue commercial tie-ups with both alliance and non-alliance carriers to best serve their network and passenger needs.
Jeffrey Goh, CEO of Gulf Air Group. (Image: Gulf Air Group)
Gulf Air has been actively pursuing such flexible partnerships. The airline currently maintains codeshare agreements with a wide range of global carriers, including American Airlines, Etihad, KLM, Emirates, and Cathay Pacific. These relationships enable Gulf Air to expand its reach into markets where a direct presence might not yet be commercially viable, while still offering competitive global connectivity.
One of its more recent moves includes a partnership with Biman Bangladesh Airlines, aimed at improving travel links between the Middle East and South Asia. Gulf Air is also exploring additional collaborations in Africa and Southeast Asia as it works to diversify its network beyond its traditional strongholds.
Strategic Shift and Fleet Modernization
Under Goh’s leadership, Gulf Air is undergoing what he describes as a “transformational pivot,” aimed at enhancing both passenger experience and operational performance. The airline is investing heavily in fleet modernization, including the acquisition of Airbus A321neo aircraft—some in long-range configurations—and an expanded fleet of Boeing 787-9 Dreamliners.
Despite challenges related to engine supply issues and capacity constraints, Gulf Air has been actively wet-leasing widebody aircraft to sustain growth and maintain service levels. The airline is also planning to resume transatlantic services, with U.S. regulatory approval recently secured. Gulf Air is expected to begin flights to New York by mid-2025, marking its re-entry into the American market after a long absence.
Cabin upgrades are another focus area, with the new aircraft featuring full-flat business class seats and enhanced premium offerings. These investments reflect Gulf Air’s ambitions to compete not only as a regional player but also on key long-haul routes.
Rethinking the Alliance Model
Goh’s comments reflect a growing trend among mid-sized and regional carriers that are seeking more tailored, pragmatic approaches to global cooperation. With the rise of hybrid partnership models, many airlines now prefer strategic codeshares or joint ventures over full alliance membership, which can come with complex obligations and limited flexibility.
In the hyper-competitive Middle East aviation landscape, where legacy carriers, low-cost challengers, and emerging players all coexist, Gulf Air’s adaptable approach could offer a strategic edge. The ability to form meaningful, dynamic partnerships while maintaining operational independence allows the airline to respond more nimbly to shifting market conditions.
As the global airline industry continues to evolve post-pandemic, Gulf Air is positioning itself as a forward-thinking carrier—focused on strategic growth, enhanced passenger service, and a modernized network model that goes beyond traditional alliance boundaries.
Source: GLO
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