Insights from Grounded 2024 on what truly drives smarter, more responsive disruption management . For airlines, disruption isn’t just operational—it’s emotional, financial, and reputational. Yet too often, disruption response is reactive, fragmented, and compliance-driven. At Grounded 2024 , airline leaders went deeper: What if we redefined disruption through the passenger's lens? What if data, not just duty-of-care rules, guided the response? What if CFOs, customer teams, and operations were aligned from day one? Below, we unpack seven moments that show how airlines are reframing disruption—from tactical choices to strategic investment. 1. Letting Data Drive Tradeoffs Between Cost and Continuity Guðný Halla Hauksdóttir , Director Customer Experience , Icelandair : “We had an aircraft AOG... This would impact six flights. So we gathered revenue data, average claim uptake, ACMI quotes... We ended up delaying by 10 hours instead of canceling. The data drove the decision.” Disruption decisions often hinge on urgency. But at some airlines, they hinge on real-time financial modeling . Gudny's quote reflects a shift toward quantified, scenario-based decision-making , where the cost of delay is weighed against passenger claims, charter costs, and reputational damage. Delay became a strategic decision, not just a scheduling one. 2. Planning the Day with Personas—Not Just Pax Counts Diederik-Jan Bos , Director of Crew , SAS : “We have more than people traveling. We have animals with layovers who can't enter the country. So in the morning, we look 12 hours ahead—six animals, five unaccompanied minors, 200 connections…” Effective planning means more than knowing the number of passengers —it means understanding who they are and what they need. From live animals to UMNRs, the diversity of passengers introduces operational complexity that demands personalized resourcing and foresight. 3. Winning CFO Buy-In with Commercial Impact, Not Just OTP Guðný Halla Hauksdóttir, Director Customer Experience , Icelandair : “Include the CFO in how you build the new journey—with both cost reduction and future revenue building. Don’t just talk OTP—it maintains loyalty, it doesn’t build it.” On-time performance (OTP) is a comfort metric. But it’s not a commercial growth lever. As Jerry points out, true disruption ROI lies in connecting operational fixes to long-term revenue impact —whether through reduced churn, higher ancillary uptake, or better NPS. And that’s what gets the CFO to fund change. 4. The Communication Black Hole: Third-Party Data Gaps Diederik-Jan Bos, Director of Crew , SAS : “We try texts, emails, airport boards… But we often don’t know how to reach passengers who booked via third parties. Sometimes we don’t even know who they are.” Even the best-laid disruption response plans fail if you can’t reach the passenger . Diederik’s quote hits on a persistent problem: third-party bookings that strip airlines of direct communication. It’s a reminder that data completeness is a prerequisite for passenger care . 5. Reframing Disruption from the Passenger’s Perspective Diederik-Jan Bos, Director of Crew , SAS : “Would you rather arrive 17 minutes late with your luggage, or on time without it? Passengers define disruption differently—but the industry defines it by compensation rules. That’s a mismatch.” This single quote reframes the entire conversation. It highlights the gap between regulatory definitions of disruption and how passengers actually experience it . A delay without impact may be preferable to on-time arrival without essentials. The real opportunity? Designing disruption response around passenger priorities, not compensation thresholds. 6. Using Personas to Shape Service in Crisis Jerry Angrave , Director CCXP , Empathyce : “Shouldn’t we be using personas during disruption? Those in wheelchairs, on medication, or with critical connections—their objective for the flight is different. So the service should adapt.” Not all passengers are equal during a disruption. Some can flex. Others simply can't. The operational response must reflect that. This quote argues for context-aware service models , where personas aren’t just a marketing tool—they’re the foundation of tailored recovery. 7. Budgeting for Disruption, Per Passenger Andri Geir Eyjolfsson , COO , PLAY Airlines : “Our target is under $2 per passenger for disruption. Summer is smooth, winter is heavy with de-icing. I take the year-long budget—1.5 million passengers gives me $3 million. Then I justify tools to reduce that.” Andre’s approach puts hard numbers behind disruption tolerance. It’s a reminder that disruption isn’t a surprise—it’s seasonal, predictable, and plannable . Budgeting per passenger makes it easier to justify investments in mitigation tools, rather than treating them as reactive costs. The Future of Disruption Management Is Cross-Functional, Not Just Technical What ties these stories together isn’t just better data—it’s better decision-making across roles. From CFOs to customer care to crew ops, smarter disruption management means aligning around granular data, diverse personas, and shared outcomes . Airlines that embrace this approach won’t just reduce costs—they’ll turn disruption into an opportunity to build trust. Want to Be Part of the Future of Disruption Management? Join us at Grounded 2025 📍 Reykjavik | Sept. 9–10 💡 150+ airline leaders. Real-world case studies. Zero vendor fluff.

Reykjavik, Iceland – This September, more than 150 senior leaders from over 50 global airlines will convene in Reykjavik for Grounded 2025, the only airline summit dedicated entirely to solving passenger disruption. Hosted by disruption management specialists Plan3 , the second annual Grounded summit will take place September 9–10 at the iconic Harpa Convention Centre. Designed exclusively for airline decision-makers—including Heads of IOCC, Operations, Customer Experience, and IT & Innovation—Grounded offers a unique space to explore forward-thinking strategies, technologies, and cross-functional collaboration to improve disruption response across the passenger journey. To ensure a focused environment for those shaping the future of airline operations and customer experience, attendance is free but strictly for airline leaders tasked with solving passenger disruptions. Diederik-Jan Bos , Director of Operations at SAS expressed: “I firmly believe in the value of collaboration and learning from others which is why I highly recommend that other airlines participate in Grounded 2025. Bringing together those who manage teams dealing with daily disruptions and the impact on the passenger journey fosters meaningful, in-depth discussions focused on real-world challenges.” Jenia Rasekhi , Director of Customer Strategy & Innovation at United said: “Grounded brought together top airline leaders for invaluable peer-to-peer learning and it was fantastic to see the different approaches – a must for airlines looking to do passenger disruption management better." Ryan Daniels , Head of OCC & Customer Care at TUI Airways stated: “An energising conference, an informative, and interactive session, hosted in beautiful Iceland; building relations and partnerships across the industry to enhance the customer experience. Honestly, one of the best conferences I have ever been to.” Sveinn Akerlie , CEO at Plan3 [and former CIO at WOW air] added: “Those responsible for managing passenger disruptions are among the hardest-working people in travel. Since airlines don’t compete on safety or service recovery, Grounded creates a rare space for honest, practical collaboration. It brings together the right stakeholders for real-world insights, frank discussion, and actionable takeaways. Attendees will not only leave with fresh ideas to improve disruption strategies—but also a taste of Icelandic hospitality and a sense of renewal.” Want to Be Part of the Future of Disruption Management? Join us at Grounded 2025 📍 Reykjavik | Sept. 9–10 💡 150+ airline leaders. Real-world case studies. Zero vendor fluff. 👉 [ Reserve your seat now → ]