Drastic plan and a commitment to its Arabian heritage returns beleaguered carrier to profitability and a place among the world's best airlines
THREE YEARS AGO Gulf Air was on the brink of collapse. With projected losses for the year in the region of 52 million Bahraini dinar ($1.08 billion), the company had lost credibility with its passengers, shareholders and business partners. Drastic action was needed.
Enter James Hogan, an Australian who has spent his entire career in the service industry, mostly with airlines such as Qantas, Ansett Australia and British Midland Airways. He has also held senior management and executive positions at Hertz Corporation and the Forte Hotels Group. His mission: to return the once proud airline to profitability.
'Gulf Air is a 55-year-old brand with a legacy of service and style,' the airline's president and chief executive said. 'It has a body of good, committed people, many of whom have been with the airline almost since its establishment. All the basics and elements are in place to ensure our position as a world-class airline.'
Mr Hogan's initial brief from the board was to create a workable restructuring strategy to restore the airline to its former status as one of the world's leading regional carriers.
The result was Project Falcon, a restructuring programme designed to turn Gulf Air around.