Virgin Atlantic’s CEO on Why People and Experience Make the Difference

Skift Take Corneel Koster is betting Virgin Atlantic wins where AI can't. Namely, the feeling a traveler leaves with. But turning that into paying customers — not just loyal fans — is the real test of his first year as CEO. And we'll press him on these strategies and more at Skift Global Forum this September. Virgin Atlantic built its name on brand and mischief, not margins. Now the company’s new CEO, Corneel Koster — who will speak at Skift Global Forum, September 22–24, 2026 — is betting that’s about to change. Below, Koster shares the perspectives and strategies driving his approach as CEO, ahead of his on-stage interview in New York City. People and Experience Are the Differentiator Skift: The customer journey keeps getting longer and more fragmented. How has your thinking changed about traveler choice and how your company curates products and offerings? Corneel: Customers don’t just compare airlines with airlines, they compare their experience with the best experience they’ve had anywhere. They want personalization and frictionless journeys, on their terms. They’re seeking vibrancy, connection and the latest innovation. At Virgin Atlantic, we personalize every step of the journey – whether that’s supporting customers booking through our app with our AI Concierge, tracking and rewarding their loyalty with Flying Club, or greeting them in our Clubhouses and on board with their favorite drink. A premium, personalized experience delivered by our amazing people is why our customers continue to fly with us. Skift: As AI starts deciding who gets recommended and who doesn’t, what have you had to do differently to earn a spot in that recommendation? Corneel: At Virgin Atlantic, we love innovating for our customers. It is in our DNA. Richard Branson founded Virgin Atlantic 42 years ago, pioneering a new approach to air travel which challenged the status quo, revolutionized the customer experience, delivered exceptional service, and brought much-needed competition to the skies. Offering something unique, different and exciting. Today we stay true to our challenger spirit and heritage, with a dash of mischief. What we might lack in scale, we make up for in attitude. It’s an advantage. We embrace the possibilities of technology and AI to elevate the customer experience. But it is our people who create the difference, and the inspired, memorable experiences they create, combined with premium physical touchpoints, that last long in the memory of our customers. While AI can remember everything, only people and human-designed experiences can make you feel something, which no AI can copy. That’s what keeps us ahead. Skift: What’s a behavior shift you’re seeing in your own data right now that would surprise people outside your company? Corneel: While likely not surprising, but important to reinforce is the growth in demand for a premium experience – from onboard seating and amenities to our Clubhouses and route networks. We are doubling down on delivering for our customers with a 30% increase in Upper Class and Premium seating with upcoming Airbus A330neo deliveries at the end of the year, followed by a full cabin refit of our Boeing 787-9s planned and in progress, to a major refresh of our JFK Clubhouse. We accelerated the delivery of Starlink across our Airbus A350 fleet, receiving exceptional feedback from our customers traveling on these aircraft during the busy summer period. We look forward to delivering across the remainder of our fleet by early next year. The Frameworks Underneath Skift: What’s one strategy or playbook you’ve had to actually rewrite this year, and what forced the change? Corneel: No day is the same in aviation, and at Virgin Atlantic, we know how to navigate uncertainty. It’s important to have a clear strategy, execute well, yet roll with the punches and respond fast to whatever the world throws at us, maximizing opportunities and mitigating threats. The external environment remains dynamic, but one of our strengths is our ability to act fast, be nimble and make sure we are prepared for all eventualities. Skift: The pace of change is only increasing. When you’re trying to make a decision, what’s the actual test or rule you use? Corneel: Our customers are at the heart of everything we do at Virgin Atlantic, and our people lead with heart, humor and professionalism to delight them. Innovating for our customers and being brave, bold and creative is what keeps us true to our challenger spirit. It guides every decision we make. Skift: How are you thinking about how the customer relationship has evolved, and what companies need to do to maintain it? Corneel: Listening to feedback and creating an accessible, rewarding loyalty program provides long-term value for our customers. Following the success of our Unlimited Availability for reward seats in 2024, we’ve introduced additional program benefits including High Five Rewards to reward long-term customer loyalty including members who have flown in five different years with 12K Virgin Points. Over 34K members have been awarded to date. We also offered enhanced status match to British Airways Club members earlier this year. More than 10,000 people status matched with us! The Decisions This Session Resolves Personalization: how much of Virgin Atlantic’s personalization is genuinely AI-driven versus proximity and service-driven, and which one actually keeps a guest coming back. Loyalty: whether tenure-based rewards and competitive status-matching are the right two levers for a challenger brand to grow share against much larger loyalty ecosystems. Consumer Trust: as AI increasingly mediates the earliest stages of a travel decision, what a challenger brand has to do differently to still make the shortlist. Distribution: how his focus on people and brand experience functions as a retention strategy, and where he sees the Virgin Atlantic brand extending next. Future Roadmap: Drawing on an operating background across three SkyTeam carriers, we’ll unpack what Koster believes will help the airline convert the brand’s value and customer loyalty into consistent high-margin results. Hear from Corneel Koster and many other CEOs, including Uber’s Dara Khosrowshahi, Airbnb’s Brian Chesky, and Hilton’s Christopher Nassetta, live at Skift Global Forum, September 22–24 in New York.