Insight Continued from overleaf
as a good sign.” From that first meeting, Pieper quickly identified three strategic imperatives that now anchor the alliance’s transformation: customer experience, digital integration and initiatives of scale. “We are focusing on
delivering a consistent, premium experience for travellers across all our member airlines,” says the former airline executive, who has amassed more than two decades of experience in airline management. Pieper wants passengers
– especially the alliance’s most loyal – to feel as if they’re flying with a single, global airline, regardless of which Oneworld carrier they’re on. To get there, he reorganised the alliance’s structure to reflect how a modern airline operates. “We asked ourselves: What truly adds value for our members? What doesn’t? What should be done centrally versus locally?” he says. The outcome was a new vertical structure led by seasoned industry veterans across customer experience, digital, communications and marketing, and corporate services such as finance, HR and legal. “This team is built with
people who have worked at airlines all over the world. It’s not a traditional alliance organisation. It runs like an airline. And our member CEOs have noticed.”
New members Under Pieper’s leadership, Oneworld has quietly grown. In April, Fiji Airways became a full member. And Oman Air’s addition in June has cemented its role in the Middle East. Together, these carriers
will cover 94 per cent of global air travel destinations. That statistic underscores
cross-airline offers, including upgrade requests,” he says. Pieper says the programme is on track to be completed by year’s end.
A CEO’s role in diplomacy Unlike his earlier executive roles – he was once treasurer for Alaska Airlines – Pieper’s job now involves less number crunching and more diplomacy. “There’s no P&L, no aircraft deliveries to manage. Success isn’t measured in spreadsheets – it’s measured by whether our member CEOs bring their best people and resources to the table,” he says. “It’s not about top-down directives. We’re fostering knowledge sharing – so our members learn from each other, not just from us.”
‘It’s not about top-down directives. We’re fostering knowledge sharing’
Pieper’s argument that global alliances are no longer about expanding dots on a map but rather delivering genuine value across Oneworld’s existing network.
Leaning into premium Oneworld’s competitive edge, Pieper argues, lies in its premium DNA. From Qatar Airways and Cathay Pacific to Finnair and JAL, the alliance boasts some of the world’s most luxurious and iconic carriers. “Our premium strategy is about more than cabins,” Pieper explains. “We’re emphasising Emerald benefits, like first class lounge access, which are the most generous in the industry.” In early 2024, Oneworld
opened its first branded lounges – one in Seoul, and another in Amsterdam – specifically in hubs
38 BUSINESS TRAVELLER ASIA-PACIFIC
dominated by rival alliances. “These lounges are on par with what our most premium carriers already offer,” he says.
Building the digital alliance On the digital front, Pieper’s ambition is to erase the complexities that travellers experience when switching between airlines. “A year ago, only two members (Qantas and American Airlines) were connected for cabin upgrades. Today, we have seven airlines participating in bilateral agreements,” he says. The goal is full participation by all 15 members by the end of 2025. The result? “You can now
check in with Alaska and American Airlines across each other’s platforms. Eventually, we’ll have universal check-in, bag tracking and
Being smaller, smarter With 15 members, Oneworld is smaller than Star Alliance (25) or SkyTeam (18), a fact Pieper sees as an advantage. “It’s easier to coordinate across 15 than across 25. And we have a strong concentration of premium carriers. That’s our differentiator.” Ultimately, Pieper sees his role as one of unifier and translator – a neutral actor helping members overcome barriers that no single carrier can solve alone. “My job is to make Oneworld feel like one airline globally,” he says. “There are still challenges – airport space limitations, aligning commercial policies – but we’re making real progress.” Driving this is the alliance’s
renewed clarity of purpose. With a team built from industry veterans, Oneworld is positioning itself not just to survive, but to thrive. “Airlines today don’t need an alliance for reach – they already have that,” Pieper concludes. “They need an alliance that helps them win. That’s what we’re building.”
NOVEMBER/DECEMBER2025
N A T P I EP ER TH E B I G I NTE R V I E W
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