The skills required to get a startup from zero to $10M ARR are not the same as those required to get a company from $10M to $100M. Highly capable experts can fail spectacularly in senior leadership roles, as can founders and top managers who are too close to the action to always have the right perspective on what the real blockers to growth are. Organisations can also be strained by acquisitions and senior-level departures without succession plans.

In those situations, Volantris can add immediate executive bandwidth and push organisations towards their next milestones. This means temporary ownership with authority and clearly defined exit criteria in times of a leadership hiatus, PE/VC entry, carve-out, and other situations.

Volantris brings hands-on executive experience rather than consultancy wisdom.

Processes can become rigid and serve internal stakeholders instead of providing value to customers. Agile becomes a swear word in technology, operations engage in continuous firefighting, products and services are too customised to scale effectively, commercial teams struggle with too many different client profiles, margin leakage, and failing to follow up on customer commitments. Influential internal stakeholders may not adjust well to new challenges, and some of their skills that were assets before may now turn into liabilities.

These situations must be handled with maturity, understanding, and gratitude given where it is due. All companies that are lucky to make it to this point struggle with the same issues.

At Volantris, we know that scale exposes weaknesses and take decision rights with clients to define key transformation requirements and execute them completely. We also make sure that this does not become a one-off achievement but becomes long-term muscle memory. Sustainable business success is a marathon, not a sprint.

Potential clients who seek cosmetic transformations or have no commitment to sponsor change. We partner with clients to identify what needs to be changed and how, and do our best work when change is adopted for the long term, well beyond our engagement.

As we have seen several PE ownership changes at companies from the inside, we know that it’s challenging to execute value creation playbooks in real-world situations. Whether it’s pre-exit stabilisation or post-acquisition integration, we partner with PE operating partners to identify and resolve issues in live operating environments involving real people with diverging interests. This ensures that PEs generate the expected value from past and future transactions and that their portfolio companies meet growth and executive succession challenges.

As companies get bigger, functional silos emerge, creating execution friction. We don’t see this primarily as an organisational problem, but a loss of focus on what delivers value to customers. First, we identify which tasks and roles are essential to create value to the customer, and ensure that value is delivered independently with minimal supervision. These working groups often have members from different departments and thrive when given the responsibility for a tangible value stream rather than just tasks. This is how even large companies can maintain a boutique feel and avoid bottlenecks.

Having held VP, Managing Director, Product, and Strategy roles at one of the few aviation software firms operating across Offers, Orders, Settlement, and Delivery, Attila brings first-hand execution experience from inside complex airline transformation environments. This background enables Volantris to support airlines and travel companies not just with advice, but with practical leadership and delivery under live operating conditions.

Typical situations where Volantris adds value include:

• Leading the transition to NDC and Offers and Orders as a business transformation rather than a technology project, starting from what creates value for the airline and how a retailing mindset should be applied across the organisation
• Scaling and restructuring global teams, processes, and systems while eliminating silos between commercial, product, technology, and operations
• Resetting operational, commercial, product, and technology processes to restore focus on delivering value to customers at scale
• Building and orchestrating partner, alliance, and industry relationships to support revenue growth, operational resilience, and long-term brand equity

Each airline and travel company faces different constraints, maturity levels, and strategic priorities, and modern airline retailing is not for everyone. Volantris helps leadership teams define what success realistically looks like, sequence transformation initiatives, and decide which industry bodies, partners, and technology providers to engage with (and when) to achieve their objectives without overextending the organisation.

We believe our experience is unique in combining hands-on university chief administrator experience with extensive global private sector business leadership, interacting with some of the biggest names in technology and aviation. The following are typical situations in which Volantris can add value:

• President/CEO interim succession with a clear mandate and exit criteria
• Scaling the brand internationally through acquisitions or license structures, and creating efficient group-level leadership and processes
• Building multi-million dollar new revenue streams from international recruitment
• Need to reverse downward trends in intake, revenue attrition, and other KPIs

We identify the one thing your institution is world-class at, and help you double down on it. We also know what healthy bottom and top lines look like, and will help you achieve them.