Keynote Presentation - AirHelp
Tomasz Pawliszyn is the highly motivated CEO of AirHelp with 20 years of executive leadership experience in complex and high-growth environments. Tomasz has driven major business transformation projects globally. He has led multichannel retailer Studio Moderna as Global Director of Operations and then as Regional Executive Director for the CEE region. He holds an MSc degree from Silesian University of Technology, an MBA from Vlerick Business School in Belgium, and an Advanced MBA from Said Business School at the University of Oxford.
Transcript
Tomasz Pawliszyn:Thank you, CAPA, for having us, and it's very refreshing and good to see many of our clients in the audience, and for the good words on the breaks. Well, globally this year we have 110 million disrupted passengers, and we're talking about significant disruptions, so cancellations and delays over 3 hours. It's a huge increase versus pre-COVID levels, and it's not really smoothing out. And on average, it costs us around $80 billion globally this year. And more or less half-half, it's passenger cost and industry cost. So passengers bear some cost of it and airlines bear some cost of it. So it's huge money. All of this leads to quite big dissatisfaction and frustration. We run a lot of research with our clients. 68% say they— it's the most stressful situation for them they experienced, so they didn't really dislike it, as you can imagine. 53% say they incur additional costs. When we ask them how the experience was during their travel, over 60% say— It was horrible. could have done— it could have been better. And if you ask them to score the experience the airline provided to them during the disruption, they score 3 out of 10. And it doesn't really matter why disruption happens or who is the guilty one. We know that huge majority of disruptions are not really in airline control. So we all know it, but passenger doesn't care. And I think we all have to recognize that. And while the disruption happens, the satisfaction goes basically to the bottom, NPS drops. But the same research shows that by providing accurate, to-the-point, transparent communication and solution in the time of disruption increases the NPS by 60%. In many occasions, the NPS in the end of good resolution is better than before. The other day I was for dinner with my wife and she ordered a— oh, I live in Barcelona, so it's quite common, I guess. She, you know, as with the starter, she ordered a glass of cava. When we pay, the dinner was great, we pay, we see on the on the bill a bottle of cava. And now the restaurant has 3 options to do, right? They can argue with you, you've drunk the cava. Well, I believe my wife is not alcoholic, so I didn't believe that. They can fix the bill, remove the bottle, put the glass, or they can remove the cava out of the bill totally and maybe as a gift give you the bottle of cava to take home. And this is the choices we also have, right? How to fix the negative experience into something much better. We have a solution. We work with many agencies, and we also bring— want to bring the solutions to our partners with airlines. One, personalized auxiliaries that we already have them today in the portfolio with many of our partners. That are relevant for our passengers during the disruptions, but also deliver revenue to our partners, so airlines or travel agencies. Parametric insurance products that work in time of disruption, not a week later, 2 weeks later, no, same day, right? No claim process, purely automatic. On the airline request or passenger request, We can manage eligibility check service, fully automatic. This is what we do for many, many years. We know how to do that. And customer support, 24/7 globally, 18 languages. Actually, we're adding a few more languages this year or next year. And payout processing in any currencies you or the passenger wants. So what did it give us? 2 things. One is the new revenue stream for the airline and cost synergies at the same time. So when we focus on the new revenue streams, it's the product offering that we can tailor and build together. This delivers revenues that can finance the already existing compensation cost We already have compensation costs today, right? The question is how to finance them. We can finance them through additional products. On top of this, with proactive approach, we turn unsatisfied clients into satisfied clients so they come back and they become loyal, right? While at the same time, the processing of client requests, of client frustration, is included in the commission out of it. So at the same time, when we generate revenues that self-finance the compensation costs, we also reduce the costs on the agent side, on the eligibility checking, claim processing, payout processes, etc., etc. And all of this with having clients with much better NPS after the disruption. And we do it for, you know, 11 years, so Quite a lot of experience in, in this. To date, we processed 15 million passengers, so we are not a company who kind of has an idea. We do it every day. Around 8% of all the claims processed globally goes through us. 24/7 customer service in 19 languages and more coming. We have clients from 193 countries. So it doesn't really matter where you live or where you work. We can serve them. We are for sure the most aware organization that helps passengers in disruptions. And if you can check our Trustpilot scores or any other scores wherever you are, or Reserva in Brazil, we are on top of the game. Thank you very much and happy to talk to you. And thank you, CAPA, for having us today. Thank you.
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