GLOBAL GSSAs AIR CARG O WEEK


F


partners that can integrate commercial and operational responsibility locally are highly valued. This approach shaped the design of AERION, which links execution, technology, and governance instead of treating them separately. “AERION was built from nearly three decades of refining the


GSA model, starting with ECS Group and then integrating Global GSA Group. Today, we operate as a hyper-integrated GSA, aligning commercial execution, operations, and specialised support


in one


coherent, profitability-focused framework. Our aim is to go beyond transactional representation, using shared KPIs, predictive analytics, and data-driven decision-making, while giving airlines the flexibility to activate only the services they need,” explained Adrien Thominet, chairman and founder of AERION.


Agility and innovation redefine the GSSA model The shif t from activity reporting to outcome-based management reflects a broader change in airline expectations. GSSAs are now measured on results, not just tasks, with full commercial accountability across multiple markets. ECS Group exemplifies this approach. “We see ourselves as a revenue-focused partner, not a transactional


GSSA. Our clients trust us with multi-country networks, turning unused capacity into tangible revenue across all fleet types—from widebody long-haul aircraf t to regional narrowbody operations,” said Jean Ceccaldi, CEO of ECS Group. Digital


tools have become critical for faster, more informed


decisions on pricing, capacity, and customer mix. The gap is widening between airlines that use live data and those relying on static reports. “Digitalisation has moved Global GSA Group from reactive sales


activity to proactive revenue management. Tools like CargoAi extend market reach and simplify access for freight forwarders, while dashboards


and forecasting tools enable real-time per formance


monitoring,” Saray added. The focus is now on acting on data, not just collecting it. Airlines


10


AERION: FROM GSSA TO HYPER-INTEGRATED PERFORMANCE PARTNER


BY Edward HARDY


expect GSSA partners to translate analytics into immediate commercial actions, especially in volatile trade lanes. “In the CargoTech ecosystem, our teams use tools that highlight


optimisation opportunities by lane, customer, or product in real time. Reporting has evolved into continuous per formance management, linking every commercial decision to revenue, margin, and network outcomes,” Thominet explained. Transparency and shared metrics also support stronger airline


oversight. Executives can track per formance at board level while reducing friction between commercial and operational teams. “We’ve shif ted from intuition to measurable control. Airlines now


have real-time visibility on pricing and per formance. Our digital ecosystem combines ECS-developed tools with CargoTech solutions to automate sales and reporting, giving clear dashboards and KPIs for governance,” Ceccaldi added.


Talent dynamics and operational strategies Growth in cargo is increasingly driven by value, not volume. Sectors like pharmaceuticals, healthcare, express, and specialised cargo demand expertise, regulatory compliance, and consistent execution across markets. “Pharmaceuticals and healthcare continue to grow, supported by GDP-compliant


processes and cold-chain expertise. Perishables T


“We’ve shifted from intuition to measurable control.”


ACW 16 FEBRUARY 2026


are rising, particularly on Southern Europe–South America routes. Express and e-commerce shipments are increasing steadily, driven by speed, reliability, and precise capacity control,” Saray noted. Airlines now prioritise partners who manage compliance and


he air cargo market increasingly rewards precision over sheer volume, prompting airlines to rethink the role of their commercial partners. With rising volatility, stricter compliance requirements, and growing network complexity, the traditional GSSA model is giving way to structures that


balance accountability, operational oversight, and strategic guidance. “Global GSA Group brings more than 30 years of cargo-only


expertise, helping airlines launch, grow, and stabilise operations in highly competitive environments. We turn new routes into profitable corridors through focused commercial strategies and deep market insight. Our GSA+ model goes beyond simple sales representation by combining commercial leadership, capacity management, road feeder service oversight, and specialised cargo expertise,” said Aytekin Saray, CEO of Global GSA Group. Airlines are increasingly outsourcing complexity without up control. As networks fragment and cargo specialisation grows,


giving www.aircargoweek.com


operational risk while staying commercially focused. Governance and specialisation are central to the GSSA value proposition. “Overall, growth depends more on service sophistication than on


tonnage alone. AERION emphasises per formance and expertise over sheer volume. Airlines that adopt predictive, data-driven commercial models can adjust pricing, reallocate capacity, and refine customer portfolios quickly. Competitive advantage will increasingly come from agility and intelligence,” Thominet said. For GSSAs, this means a shift from footprint-driven expansion toward per formance-led partnerships. Accountability,


rather


scale alone, now defines long-term airline relationships. “Our priority is commercial excellence, not the size of our footprint.


Using digital intelligence, we make faster, data-driven decisions and deliver measurable results. We focus on partnerships where accountability concluded.


is shared and success is quantifiable,” Ceccaldi


than


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