Alliance Airlines' founding managing director Scott McMillan will step down as joint managing director on 27 November, with chief executive Stewart Tully to assume the role of sole managing director. The carrier states that McMillan will remain "in an executive capacity until July 2026" to focus on key strategic projects. "It has been an incredible privilege to lead Alliance from its inception through to becoming a leading Australian aviation services provider," says McMillan, who co-founded the company in 2002 to purchase several assets from the defunct Flight West Airlines. Tully was appointed as chief executive just over a year ago, and in August was named joint managing director alongside McMillan. Prior to that, he was the chief operating officer of the company. "Stewart Tully is well respected in the aviation industry and well equipped to lead the company through this next important chapter in its development," says chairman James Jackson.

Boeing has for the first time used the digital version of the US Federal Aviation Administration's 8130-2 authentication certificate in shipping a part. The part in question – a battery served at Boeing's product repair services centre in Davie, Florida – was shipped to a Southwest Airlines facility in Dallas. Boeing notes that the electronic form was transmitted via Aeroxchange's eARC platform. "Together with Southwest Airlines and Aeroxchange, we are transforming how the industry ensures part authenticity and supply-chain security," states William Ampofo, senior vice-president of parts and distribution and supply chain at Boeing Global Services. Southwest senior vice-president, technical operations Landon Nitschke foresees that the electronic forms will "be of significant benefit in the aviation industry". Boeing says that it will roll out the digital 8130 certificate across all nine of its product repair services centres as each location receives FAA authorisation to use electronic systems for record-keeping, electronic signatures and electronic manuals.

EasyJet's chief commercial officer Sophie Dekkers has warned that airlines are approaching the ceiling of what they can charge passengers for tickets, and urged the industry to adopt smarter revenue strategies amid persistent cost pressures. Speaking at the World Aviation Festival in Lisbon, Dekkers observed that carriers were grappling with "massive cost headwinds" stemming from inflation, fuel prices and airport charges. "We need to decide how to pass that on to the customer," she adds, while cautioning that simply increasing fares is no longer viable. "We've got almost to the limit of how much you can just keep putting your prices up," she says. "So it's about how do you do things more smartly." Dekkers recounted how a former EasyJet executive once proposed a universal £10 ($13) fare hikes across the board – an idea she dismissed as "disastrous". Instead, EasyJet is turning to data science to refine its pricing and revenue management. "Some of the stuff we are doing is really groundbreaking," she says, citing the integration of data teams into route planning and pricing decisions. At the same time, customer data has become more unreliable post-Covid, as closer booking windows lessen the ability to spot trends, necessitating a higher emphasis on gathering extra information and improving forecasting. EasyJet's response has been to embed data-science teams within its revenue management function to identify the most effective ways to increase earnings. That means data scientists are ingrained in route decisions, and become experts in revenue management. "It works brilliantly," says Dekkers. Previously, the UK airline looked to historical data to project consumer behaviour, but "now it's much more about forecasting and bringing external data in", including products such as Google Trends, to identify the right price point for individual markets. Another approach EasyJet has taken is to place the burden of price increases on ancillary revenues, which are more resilient to hikes than headline ticket prices. She notes that much of EasyJet's pricing is now automated, giving the example of its baggage charging, which is around 80% handled without regular human input. That means data scientists and revenue-management teams can better focus on the 20% of products that require close attention. The data teams at EasyJet often work in a small area to test out different methods on limited areas of the network, down to single routes. They can then compare the performance against other areas of the network and expand it outwards, if it works. Dekkers calls this the "sandbox" approach, allowing the data-science teams to play around with different techniques, scaling them up and down based on their successes or otherwise. "Sometimes, to be honest, it doesn't work, and we contract [the tests] down and find out what route the [new approach] is going to work on." She adds: "It's about giving people permission to go and try stuff. The [data-science team] are constantly sharing with me the tests they are doing." In the area of late market pricing, EasyJet has carried out 40-50 tests on how to maximise revenues, says Dekkers. Jacking up prices close to the flight is "not working most of the time", she argues, challenging what is a standard practice at many carriers. "What you don't know is: are [those airlines] selling any seats at [their higher prices]? So again, multiple tests is the way to go at it."