Strong Signals of a Possible Leadership Transition
NEW DELHI — Tata Sons has initiated a high-level review of leadership at Air India, raising the prospect of a change at the top of the national carrier well before the current chief executive’s term concludes. The move comes as the airline faces sustained financial losses and growing pressure to translate its large-scale integration into consistent operational performance.
The deliberations are being led directly by Tata Sons Chairman N Chandrasekaran and reflect an increased sense of urgency within the group to accelerate execution and deliver measurable improvements across customer experience, reliability, and profitability. People familiar with the matter say the discussions signal a shift from rebuilding and consolidation toward accountability and performance delivery.
Global Search for Aviation Leadership
As part of the review, Tata Sons is evaluating global aviation leaders, particularly from the UK and the US. The process is unfolding across key hubs, including Mumbai Airport (BOM) and New Delhi (DEL), where senior leadership meetings and assessments are taking place.
Although Air India CEO Campbell Wilson’s term runs until June 2027, sources indicate that a leadership change could occur significantly earlier. Tata Sons has reportedly engaged with the chief executives of at least two major international airlines, underscoring its intent to bring in leadership with deep global experience and strong executional rigor.
Group officials emphasize that no formal board-level succession decision has been taken. However, the process is being driven from the chairman’s office, highlighting the strategic importance Tata Sons attaches to leadership effectiveness as Air India enters its next phase.
Performance Reviews and Leadership Depth
Chandrasekaran, who also chairs Air India, has conducted regular performance reviews with Wilson over recent months. These reviews are understood to focus on operational execution, service quality, and the pace of improvement across the airline’s network following the completion of major integration milestones.
The leadership review is not limited to Air India alone. Air India Express, the group’s low-cost carrier, is also expected to see leadership changes around the same period. The current CEO’s term there ends in 2027, aligning with Tata Sons’ broader reassessment of its aviation leadership bench across both full-service and budget operations.
Execution Challenges in a Complex Turnaround
Wilson took charge of Air India in July 2022 and rolled out a five-year transformation plan aimed at restoring the airline’s global standing and financial health. His tenure delivered some notable achievements, including the smooth merger of Vistara into Air India and a rapid expansion of fleet presence on key metro routes.
However, execution has faced significant constraints. A prolonged global supply chain crisis has delayed aircraft deliveries and cabin refurbishment programs, placing strain on service quality and on-time performance. These issues have been particularly acute on long-haul routes to Europe and North America, where customer expectations are higher and competition is intense.
Operational scrutiny intensified further following a fatal crash last year that claimed 260 lives, even as preliminary findings found no fault with the aircraft or engineering practices. In parallel, the Directorate General of Civil Aviation issued show-cause notices to multiple senior executives, including Wilson, over compliance-related matters, adding regulatory pressure to an already challenging environment.
Financial Pressures Weigh on Strategy
Air India’s path to profitability has also been complicated by external shocks. Pakistan’s airspace closure has forced longer routings on several international sectors, significantly increasing fuel burn and operating costs.
According to the Economic Times, in FY25, Air India and Air India Express together reported a loss of Rs 10,859 crore on revenue of Rs 78,636 crore, making aviation the Tata Group’s largest loss-making vertical. These figures have sharpened the group’s focus on tighter execution, cost discipline, and customer-centric delivery.
With most consolidation, merger, and brand reset initiatives now largely in place, Tata Sons is understood to be seeking leadership with stronger executional capability to drive the next phase of the turnaround.
From Integration to Performance
The next chapter for Air India is expected to prioritize reliability, service consistency, and sustained profitability in an increasingly competitive global aviation market. Tata Sons’ leadership review marks a decisive shift from integration-led transformation to performance-led accountability.
As the group weighs its options, the emphasis remains squarely on execution strength — turning scale, brand revival, and network expansion into durable financial returns and a consistently improved passenger experience.
