40 years of experience as airline entrepreneurs

INTRO Aviation is your competent and trustworthy partner in all fields of the aviation industry. 40 years of experience as airline entrepreneurs tell their own tale - and tell you a lot about us. An excerpt of our airline entrepreneurship:


South Korean Low Cost Carrier

In 2016 INTRO Aviation invested in the set-up of a new Low Cost Carrier in South Korea which is expected to lift off in early 2018. The airline will fly internationally with a fleet of 21 jets over the coming five years. Further information will be provided in due course depending on the issuance of ACL and AOC. License is expected to be granted in mid-2017.

Along with its investment INTRO Aviation’s team exclusively actively supports and advises the airline’s management team in structuring and implementing all relevant areas of the airline’s set-up such as:

·         General

o     Budget planning, process efficiency, cost management

·         Operations

o     Fleet strategy, aircraft evaluation, lessor negotiation and aircraft introduction

o     Implementation of safety and quality standards

o     Review of all internal operation organization

·         Commercial

o     Strategy review

o     Product definition

o     Network, schedule and capacity planning

o     Strategy and implementation of yield and revenue management

o     Definition of sales strategy and set-up of sales processes

·         Airline IT architecture design

o     Definition of IT Infrastructure

o     Evaluation and implementation of distribution system and inventory

o     Evaluation and implementation of operational and maintenance systems

o     Implementation and Training

o     Data warehousing and business intelligence

o     Applications development (Interfaces and customization)

·         Business intelligence

o     Implementation of analysis tools to ensure operational and commercial transparency

·         Airport processes

o     Definition and implementation of airport processes (DCS, Security, Passenger flow, et.al.)


CityJet Ltd., Ireland

2014: INTRO takes over the Irish regional airline CityJet Ltd. from Air France. With a fleet 20 Avro RJ85 jets CityJet serves a network mainly out of London City Airport and Dublin connecting destinations in continental Europe, UK and Ireland. Until takeover CityJet was merely an ACMI operator for Air France.

With takeover CityJet was immediately changed to be a commercial airline flying under its own commercial code. The following measures were taken:


-          implementation of a reservation system (Amadeus) and inventory (Altea)

-          set-up of a sales organization

-          immediate cost-cutting process by optimizing network, schedule and fleet utilization

-          re-negotiation of all supplier contracts

-          optimization of organizational structure including adjustment of staff and management

-          implementation of a business intelligence tool allowing transparency of the business

-          re-negotiation of ACMI-agreement with VLM

-          separation of affiliate Belgian regional airline VLM and subsequent management buy-out

-          acquisition of Finish airline Blue 1

-          securing long-term ACMI contract for SAS operated by Blue 1 utilizing 8 Bombardier CRJ900

-          decision to change the CityJet fleet to SuperJet SSJ100 starting with re-fleeting in spring 2016


With the restructuring process well under way INTRO Aviation successfully sold CityJet in a MBO backed by a Pivate Equity Fund in March 2016.


Flynext, Germany

2010: Acquisition of business jet operator „Alpha Exec“ by INTRO. Extension of the AOC to A319 and development of the airline to be an ACMI operator.

Within 5 months the airline is taking up operations with 2 A319 as ACMI operator (with aircraft, crew, maintenance and insurance) on behalf of German charter operator Germania.

September 2011: successful sale of all shares to Germania Fluggesellschaft mbH.


dba Luftfahrtgesellschaft mbH - formerly Deutsche BA (British Airways), Germany

2003: INTRO Aviation acquires 100% of the shares of British Airways German affiliate Deutsche BA in order to position the company in the market with the new brand dba and a fresh concept.

dba – with a fleet of 15 Boeings 737-300/500 – was restructured following a clear strategy operating high frequency business as a single class full-service-airline with a new fare concept. After only 15 months and the first time in its 12 year history dba is profitable – with just minor staff reductions.

2005: German airline gexx, – with 14 Fokker-100 aircraft – is acquired and fully integrated into dba – again with just insignificant staff reductions.

With up to 180 flights per day and 29 aircrafts dba grows to be Germany's third largest airline. With its innovative concept dba also challenges Lufthansa in the regional market. The company is able to consistently maintain a 30% market share on comparable routes and increasingly starts to cooperate with international airlines.

An order for 24 Boeings 737-700 is placed.

On August 17th, 2006 dba is successfully sold to Air Berlin.


LTU International Airlines, Germany

2006: INTRO acquires the highly loss-making German airline LTU International Airlines which is offering medium and long-haul flights from Germany. In 2006 LTU is Germany's number 3 and operates the country’s newest fleet: 15 Airbus 320/321 as well as 12 Airbus A330. Peter Oncken takes the helm as CEO.

Success came soon. The cost structure was dramatically reduced and the network as well as the product optimized. With a new fare concept sales volume increased by 12% and the break-even point was already reached during fiscal year 2007. Growth of the long-haul was enhanced by the purchase of two additional A330-200s. The medium-haul network is continued without growth potential.

In August 2007 Peter Oncken steps down from his position as CEO after the airline was successfully sold to Air Berlin.


Nürnberger Flugdienst (NFD), Germany

Foundation of NFD in Nuremberg in 1974. NFD grows to be the second largest scheduled airline in Germany next to Lufthansa. Its fleet grows from 3 Fairchild Metroliners 3 to 9 Metroliners and 5 ATRs 42/72 and cooperates with Air France on all routes from Germany to France.

Sale of 49% of the shares to Air Europe and 26.1% to Karstadt in 1990. Further extension of the fleet by 2 Boeings 757 as well as 7 additional ATRs 72 – starting of charter flights for tour operators.

Buy-back of all shares by INTRO due to bankruptcy of Air Europe in 1991. Restructuring and successful turnaround within only nine months.

1992: Sale of NFD to RFG (later Eurowings, today an affiliate of Lufthansa)


Olympic Air, Greece

Operational evaluation and Strategic development Plan

A detailed assessment of all organizational key areas has led to recommendations to improve operational, organizational as well as procedural efficiency and productivity. This included flight operations, network improvements, modernization of IT systems and sales and distribution processes.

Furthermore a long term strategic development plan was developed in collaboration with the stakeholders of the airline (shareholders, management, employee representatives). This included a strategic vision and positioning which resulted in network and fleet adjustments. The airline product was reconsidered and the commercial sales and system set-up was adjusted accordingly. A consequent reorganization was suggested and implemented which included outsourcing measures.