Virgin Atlantic’s CEO on Why People and Experience Make the Difference

The appointment of Corneel Koster as CEO marks a strategic pivot for Virgin Atlantic. Koster, who previously served as the airline’s Chief Customer and Operating Officer, brings a unique blend of operational rigor and a deep-seated belief in the power of brand experience. His leadership comes at a time when the airline is seeking to prove it can win where AI cannot—in the realm of emotional resonance and high-touch service. The central challenge of his first year is clear: turning loyal fans into paying customers and ensuring that the "Virgin feeling" translates into a robust bottom line.

The Human Advantage in the Age of AI

In an era where algorithms increasingly dictate traveler choices, Koster is vocal about the limitations of technology. While Virgin Atlantic has embraced digital transformation—implementing an AI Concierge to assist with bookings and accelerating the rollout of Starlink satellite internet across its fleet—Koster maintains that technology should be an enabler, not a replacement for human connection.

"Customers don’t just compare airlines with airlines; they compare their experience with the best experience they’ve had anywhere," Koster notes. This philosophy reflects a broader trend in the luxury and premium service sectors, where "frictionless" journeys are no longer enough. To stand out, a brand must offer "vibrancy and connection." For Virgin Atlantic, this manifests in the small details: the greeting in the Heathrow or JFK Clubhouse, the personality of the cabin crew, and the "dash of mischief" that has been part of the company’s DNA since 1984.

The rise of AI in travel search and recommendation engines presents a new hurdle. As AI starts deciding which airlines are recommended to users based on price, schedule, and data points, Koster believes the "challenger spirit" is his greatest asset. "What we might lack in scale, we make up for in attitude," he asserts. The strategy is to create experiences so memorable that they transcend the logic of a recommendation engine. By focusing on "human-designed experiences" that make a traveler feel something, Virgin Atlantic aims to remain top-of-mind for consumers even before they open a search bar.

Doubling Down on the Premium Market

Data from within Virgin Atlantic confirms a significant shift in consumer behavior: an insatiable demand for premium experiences. Despite global economic fluctuations, the "front of the bus" remains the most competitive and lucrative battleground in aviation. To capitalize on this, Koster is overseeing a massive investment in hardware and infrastructure.

The airline is currently executing a 30% increase in Upper Class and Premium seating capacity. This expansion is spearheaded by the delivery of the new Airbus A330neo aircraft, which features the airline’s most advanced cabin products to date. Furthermore, a full cabin refit of the Boeing 787-9 Dreamliner fleet is underway, ensuring consistency in the premium offering across the entire long-haul network.

Connectivity is another pillar of this premium strategy. In a move to outpace competitors, Virgin Atlantic accelerated the delivery of Starlink Wi-Fi across its Airbus A350 fleet. The feedback from the 2024 summer period was exceptional, providing travelers with "at-home" speeds over the Atlantic—a service that is becoming a non-negotiable requirement for business travelers and high-net-worth leisure flyers alike. Koster expects the remainder of the fleet to be equipped by early 2025, positioning Virgin Atlantic as a leader in in-flight digital connectivity.

Beyond the aircraft, the ground experience remains a primary differentiator. The flagship JFK Clubhouse in New York is undergoing a major refresh to maintain its status as one of the premier airport lounges in the world. By treating the airport journey as an extension of the flight, Koster aims to create a seamless, high-end ecosystem that justifies the premium price point.

Loyalty as a Competitive Weapon

In the hyper-competitive transatlantic market, loyalty is the currency of survival. Virgin Atlantic’s Flying Club has long been a favorite among enthusiasts, but Koster is pushing the program to be more aggressive and rewarding. The airline’s recent "Unlimited Availability" for reward seats in 2024 was a bold move designed to eliminate the frustration often associated with points-based travel.

Building on that momentum, the airline introduced "High Five Rewards," a program specifically designed to honor long-term commitment. By rewarding members who have flown in five different years with 12,000 Virgin Points, the airline is incentivizing consistency over mere transaction volume. To date, over 34,000 members have benefited from this initiative.

Perhaps the most aggressive move in the loyalty space was the status match offer targeted at British Airways Executive Club members. By offering an easy path for BA’s most frequent flyers to jump ship to Virgin Atlantic, Koster managed to capture more than 10,000 high-value customers in a single campaign. This "mischievous" competitive spirit is a hallmark of the Virgin brand, showing that while the airline is focused on margins, it hasn’t lost its appetite for a fight with its "Big Brother" rival at Heathrow.

Navigating Volatility with Agility

The aviation industry is notoriously susceptible to external shocks—from geopolitical instability and fluctuating fuel prices to air traffic control delays and supply chain bottlenecks. Koster’s approach to leadership in this environment is rooted in a "rewrite the playbook" mentality.

"No day is the same in aviation," Koster explains. "One of our strengths is our ability to act fast, be nimble, and make sure we are prepared for all eventualities." This agility was tested throughout 2023 and 2024 as the industry grappled with the uneven recovery of global travel markets. For Virgin Atlantic, being "nimble" means the ability to quickly shift capacity to high-demand routes, such as its expanding presence in India or its core Caribbean and US markets, while mitigating threats in less profitable sectors.

When making high-stakes decisions, Koster’s "test" is simple: does it serve the customer, and does it reflect the brand’s heart? By centering the decision-making process on "heart, humor, and professionalism," he seeks to ensure that the airline does not become a soulless corporate entity in its pursuit of efficiency.

The Road to Skift Global Forum 2026

The strategies outlined by Corneel Koster represent a significant bet on the future of air travel. He is essentially arguing that in a world of increasing automation, the "human touch" is not a luxury, but a core business necessity. The upcoming Skift Global Forum in New York City, scheduled for September 22–24, 2026, will serve as a platform for Koster to further detail how these strategies have performed in practice.

As he joins other industry titans like Uber’s Dara Khosrowshahi and Airbnb’s Brian Chesky on stage, the industry will be watching to see if Virgin Atlantic has successfully balanced its books without losing its identity. The test of Koster’s leadership will be whether he can maintain the airline’s "challenger" status in an age where the incumbents are larger and more technologically advanced than ever.

For Virgin Atlantic, the path forward is clear: it will not win by being the biggest, but by being the most loved. By investing in people, doubling down on premium hardware, and leveraging technology to enhance—rather than replace—human interaction, Corneel Koster is attempting to prove that in the sky, the "feeling" a traveler leaves with is the most valuable asset an airline can own. As the industry looks toward 2027 and beyond, the success of this "people-first" strategy will determine whether Virgin Atlantic remains a vibrant force in aviation or becomes a relic of a bygone era of glamour. For now, Koster remains confident that as long as his team leads with heart and a dash of mischief, the airline will continue to soar.