Air Transat’s COO Discusses the Shift to a Network Carrier Model

Air Transat’s evolution stands out as a notable transformation among airlines in recent times. Initially focused on leisure travel, primarily transporting Canadians to sunny getaways, it has successfully reinvented itself following the failed acquisition attempt by Air Canada in 2019.

This extended process, which spanned nearly two years, ended after European Union regulators suggested the acquisition wouldn’t pass. While it’s tough to ascertain the full impact of these events, Air Transat has notably shifted its business model in recent years, allowing it to thrive as an independent airline.

Recently, AeroTime had the chance to interview Air Transat’s Chief Operations Officer (COO), Marc-Philippe Lumpé, at the World Aviation Festival held in Lisbon, Portugal, from October 7 to 9, 2025.

Air Transat was once regarded as merely a transport provider for a tour operator, somewhat akin to Thomas Cook within Europe. However, Lumpé shared that the airline’s focus has changed considerably over the last few years. While they still cherish their tour operator clients, the business now functions more like a traditional network carrier, expanding its customer base and destinations.

Lumpé emphasized the strategic shift that has occurred: “This is a strategic shift we have carried out in the last few years.” Although the tour operator segment has decreased in significance, it still plays a vital role in Air Transat’s overall operations.

He remarked, “Just because you have a strategic shift, that doesn’t mean that you shrink one business. It just means you grow another part of the business more.”

A more diverse traffic profile

With dual hubs in Toronto and Montreal, Air Transat offers a range of destinations in the Caribbean and Mexico, which remain key markets. Additionally, the airline has expanded its routes to include several European and Latin American destinations.

Interestingly, Air Transat maintains a limited presence in the domestic Canadian market, with few domestic flights and even less activity in the United States, aside from Florida.

Lumpé noted that there has been a notable rise in “VFR traffic” – that is, people visiting friends and relatives. He also highlighted the presence of cost-conscious business travelers, noting that their premium economy offering is competitive and likely among the best in the industry.

The airline currently provides two main product classes: economy and premium economy. In terms of its service model, Lumpé indicated that Air Transat leans more towards the full-service end of the airline spectrum, though there are hybrid elements in play.

Fleet strategy

Regarding its fleet strategy, Lumpé pointed out that earlier fleet decisions have aligned well with the airline’s current objectives. The introduction of the A321LR was made before the company’s strategic pivot, yet it has proved advantageous for their mission.

As of November 2025, Air Transat’s fleet consists of 16 Airbus A330 widebody aircraft and 27 A321s, including 19 A321LRs. The airline has also placed orders for four A321XLRs with extended range features.

Lumpé explained, “We have a strong element in the A321LR, which gives us transatlantic capability,” allowing routes to major cities like Paris and Lisbon. The A321’s size also enables Air Transat to cater to niche markets efficiently.

What sort of routes are we talking about?

Lumpé described the seasonal variation in routes, indicating a European focus during summer months and a pivot toward the Caribbean, Central America, Mexico, and South America in winter. Notably, Air Transat’s presence in the domestic Canadian market is limited.

In 2023, Air Transat formed a strategic partnership with Canadian carrier Porter Airlines, which has expanded domestic and regional outreach. Together, they code share on numerous routes, enhancing passenger transfer between their networks.

“This partnership is a natural fit because Porter addresses areas we don’t, and vice versa,” Lumpé explained, noting the different aircraft types both airlines operate. This collaboration allows for a seamless connection for passengers traveling to long-haul destinations.

Lumpé couldn’t provide specific details on the partnership’s scope but expressed satisfaction with its success. He mentioned how the two airlines have harmoniously integrated without any cultural frictions common in such collaborations.

Deepening ties and investing in technology

Looking ahead, Lumpé indicated that Air Transat is eager to strengthen its relationship with Porter. The plan involves executing their existing strategy while continuing to tap into markets demonstrating promising performance, leveraging the partnership on other routes.

Furthermore, the airline recently concluded a collaboration with Turkish Airlines to access Asian markets, broadening its network even further.

When discussing fleet expansion, Lumpé confirmed that Air Transat is set to welcome A321XLRs starting in 2027. These additional aircraft will enhance their narrowbody reach and contribute to ongoing growth plans.

On the technology front, the airline is leading the way in Canada by becoming the first airline to adopt a fully digital maintenance operation. Lumpé emphasized, “We’re driving various developments, particularly in the digital AI sector.”

As Air Transat charts its course for the future, what aspects of their transformation are you most excited about?