Aviation CEO Insights Part 2: “Portugal, a net exporter of talent.” Luis Rodrigues, CEO, TAP Air Portugal
Aviation CEO Insights Part 2: “Portugal, a net exporter of talent.” Luis Rodrigues, CEO, TAP Air Portugal
“We can do more to attract international talent while also creating more opportunities for our own people.”
Luis Rodrigues, CEO TAP Air Portugal
In this interview of our Aviation Insights series, we explore the thoughts and perspectives of Luís Rodrigues, CEO of TAP Air Portugal. Luís reflects on TAP's key achievements in 2024, the challenges facing the aviation industry. What is the vision for the future?
What were your main successes and challenges in 2024?
The one achievement I am most proud of is restoring what I call "Peace of Mind" within TAP. When I joined, the company was fragmented, people working in silos and under uncertainty. Over the past year, we’ve brought the temperature down significantly. Today, people come to work knowing there is stability, and that’s been transformative for the organisation.
Another key success was rebuilding our operational reliability. In aviation, trust is everything. If we lose that with our customers, there’s little left to offer. Restoring TAP’s reputation for reliable service in such a constrained operational environment, especially in Europe, was a major win. Lastly, completing a landmark refinancing operation—one of the largest in TAP’s history—was a real highlight. It showed that the market believes in us again, and that is a powerful statement.
What are the major bottlenecks for growth in the aviation industry, and how should the sector reinvent/ disrupt to address them?
One of the biggest bottlenecks for the industry is geopolitical instability, coupled with environmental challenges. We’ve seen an increase in weather-related disruptions—flooded airports, turbulence, and more—and these are now a regular part of our planning. Add geopolitical conflicts to the mix, and it makes people rethink their travel plans. These issues disrupt travel, complicate supply chains, and increase costs across the board.
Another major challenge is the rising cost of doing business. Compliance requirements—whether for sustainability, data protection, or artificial intelligence—are piling up. Some regulations are useful, but many add layers of complexity without real value. This drives costs through the roof and creates inefficiencies.
Infrastructure remains a major limitation. In Europe, air traffic control inefficiencies cause chaos, and here in Portugal, Lisbon’s airport is at full capacity. The government has announced plans for a new airport, but realistically, it’ll take a decade to complete. These issues are not going away anytime soon.
What tough decisions will airline CEOs need to make in the coming year to build a more predictable cost structure with enhanced flexibility?
Looking ahead, I think CEOs like myself need to focus on simplifying the business. We need to stop doing irrelevant work and revisit the old IATA slogan, “Simplify the Business.” Complexity drives up costs and slows us down. Collaboration is also critical; we need to focus on win-win situations.
Consolidation is another tough decision, especially in Europe. We have too many airlines, and that fragmentation weakens our ability to compete globally. Building scale and synergies is needed to drive out cost of the business.
How could the industry innovate?
The aviation industry has incredible potential for innovation as the history has shown. Whether it’s planes with vertical take-off capabilities, new fuel technologies, or something we haven’t even imagined yet, the solutions will come. The key is ensuring that overregulation doesn’t stifle creativity. I have great faith in the scientific and engineering communities to push boundaries—just as they always have.
What’s your view on succession planning in the context of the complexity and attractiveness of the airline industry?
When I joined TAP, one of the first questions I asked every executive was, “Who’s your successor?” Most thought I was already planning to replace them, which couldn’t have been further from the truth. I wanted to ensure we weren’t at risk of losing key talent without a plan in place. While we don’t have a formal succession process yet, I’ve asked all my executives to identify who could step into their role if needed. It’s not perfect, but it’s a step toward minimising disruptions in critical roles.
As someone who didn’t grow up in aviation, I can say that bringing in external perspectives can sometimes be a plus. There is value in looking externally for example to find C-suite competence. This industry can be insular, and that limits innovation. People from other industries can bring fresh ideas and we can learn from each other.
In your view, how well is Portugal's positioning in terms of nurturing talents, and meeting the demand from the market?
Portugal is a net exporter of young talent. We have exceptional universities that produce world-class graduates, particularly in technical and management fields. However, our challenge is retaining that talent. Many end up abroad because we don’t yet have the industrial scale or competitive salaries to keep them here. That said, Portugal does offer an incredible lifestyle, and I believe we can do more to leverage that to attract international talent while also creating more opportunities for our own people.
What are your top three wishes for 2025?
For 2025, my wishes are simple: peace, peace, and peace. If we have peace—internally, operationally, and globally—everything else will follow. Stability creates the conditions for growth, collaboration, and innovation.
Stay tuned for our next Aviation CEO Insights Part 3 in March 2025.
If you would like to discuss this further, or have a dialogue around talent management needs then please do get in touch with us at Alumni Global.
Hans Nilsson
Global Practice Leader Civil Aviation, Alumni Global
Lukas Hudec
Consultant Civil Aviation, Alumni Global
