Flybe-9
I hope the Board of Directors has a plan around this. Share price halving in a week is most definitely not a good thing, but there also needs to be someone who can play the role of CEO full time rather than just doing it in their spare time.
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Whenever a new management team takes over, they usually write off lots of the capital expenditure of the previous team, so that they can make results going forward look better. It's called kitchen sinking. I wonder if there's some of this going on?
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Well, they brought in a new Director of IT and he signed them up to Amadeus and has already been ejected. This will have cost them in implementations fees, training and anyone who's used Amadeus previously should know that they are the masters of "nickel and diming" as the Americans call it. Unfortunately, their nickel and diming tends to start with a 5-figure number and escalate alarmingly quickly from there. No cost savings to be had there, quite the opposite.
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As I understand it from some insiders and former insiders, Saad did some good but was impossible to work with and his departure was only a matter of time.
The "new" CEO is difficult (nearly impossible) to work with and mercurial in temperament.
The Director of IT has walked - only a few weeks before a major transition to Amadeus, probably the biggest IT project in the airline's history - following a row with her.
There is now a complete case of "press-on-itus" - which the CRM instructors spend hours instructing Captains to avoid - from those now running the IT transition. It may work out OK, it may not.
The real question is who goes first - the Chairman or the CEO?
The "new" CEO is difficult (nearly impossible) to work with and mercurial in temperament.
The Director of IT has walked - only a few weeks before a major transition to Amadeus, probably the biggest IT project in the airline's history - following a row with her.
There is now a complete case of "press-on-itus" - which the CRM instructors spend hours instructing Captains to avoid - from those now running the IT transition. It may work out OK, it may not.
The real question is who goes first - the Chairman or the CEO?
A really good article I thought only a couple of months ago. Gave a great insight into some of the changes gone on and I really thought they had sailed the storm that was present. https://www.aerosociety.com/news/fly...egional-roots/
Join Date: Nov 2005
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Well, they brought in a new Director of IT and he signed them up to Amadeus and has already been ejected. This will have cost them in implementations fees, training and anyone who's used Amadeus previously should know that they are the masters of "nickel and diming" as the Americans call it. Unfortunately, their nickel and diming tends to start with a 5-figure number and escalate alarmingly quickly from there. No cost savings to be had there, quite the opposite.
Join Date: Oct 2004
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I suspect trimmed you would be better using the word pruned.
currently they have
currently they have
- Aberdeen
- Belfast
- Birmingham
- Cardiff
- Doncaster
- Dusseldorf
- Edinburgh
- Exeter
- Glasgow
- Manchester
- Southampton
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which ones do you predict?
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A small(ish) trimmed has happened in Manchester to Southampton, for this winter, with flights down from 7 to 5 per day.
Also peak winter 2018 week movements for Flybe at Manchester are down by 88.
Also peak winter 2018 week movements for Flybe at Manchester are down by 88.
Last edited by Scottie Dog; 22nd Oct 2018 at 09:46.
Join Date: Aug 2006
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I know from current insiders that the DUS base is a crewing nightmare. They don't have enough crew to man it without positioning in multiple crew from BHX on a daily basis to operate DUS baaed rotations. It must be costing them thousands.
BHX crew are also regularly being taxied to/from Cardiff for 3 or 4 days tours as they are short there too. In fact it is rare for cabin crew at any base to get a monthly roster that doesn't include positioning (flight, taxi or hire car) somewhere and staying in a hotel for 2 or 3 nights at (great) company expense.
Operationally they need a more robust and realistic schedule in place with more slack to allow catch up when delays happen. Crewing is reactive not proactive (in fact as everyone is at BE) and the company as a whole seems to only look as far forward as the next 24 hours.
They need to cut bases and trim the fat.
As a former insider I can tell you that everyone at BE is passionate about doing a good job and the right thing and truly wants to airline to succeed and grow. Everyone however is let down by poor strategic decisions made by a management that is very distant from the flying operation and a management culture that does not encourage creativity, personal opinion or 'thinking outside the purple box'. Management do not have a clear strategy in place for the future as they don't know (or can't agree on) what airline they want BE to be. As an employee this makes for a very frustrating workplace environment,
These are just my personal opinions based on my (mostly happy) time working at BE.
BHX crew are also regularly being taxied to/from Cardiff for 3 or 4 days tours as they are short there too. In fact it is rare for cabin crew at any base to get a monthly roster that doesn't include positioning (flight, taxi or hire car) somewhere and staying in a hotel for 2 or 3 nights at (great) company expense.
Operationally they need a more robust and realistic schedule in place with more slack to allow catch up when delays happen. Crewing is reactive not proactive (in fact as everyone is at BE) and the company as a whole seems to only look as far forward as the next 24 hours.
They need to cut bases and trim the fat.
As a former insider I can tell you that everyone at BE is passionate about doing a good job and the right thing and truly wants to airline to succeed and grow. Everyone however is let down by poor strategic decisions made by a management that is very distant from the flying operation and a management culture that does not encourage creativity, personal opinion or 'thinking outside the purple box'. Management do not have a clear strategy in place for the future as they don't know (or can't agree on) what airline they want BE to be. As an employee this makes for a very frustrating workplace environment,
These are just my personal opinions based on my (mostly happy) time working at BE.
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That's not trimming until aircraft leave and crew base and maint is dissolved to other locations. That's only reducing the loss of uneconomic sectors. The fixed costs will remain the same just the fuel bill will be lowered.
SOU is unlikely to be closed as its a strong link to SE traffic with very good rail connection.
SOU is unlikely to be closed as its a strong link to SE traffic with very good rail connection.
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I was expecting Cardiff to come up on the replies. Yet i have been told that Flybe are very happy with their Cardiff base.
My prediction would be Glasgow, Aberdeen and Dusseldorf. Will be interesting to see what happens and hopefully whatever happens Flybe will carry on as a company and go onto thrive!
My prediction would be Glasgow, Aberdeen and Dusseldorf. Will be interesting to see what happens and hopefully whatever happens Flybe will carry on as a company and go onto thrive!
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I was expecting Cardiff to come up on the replies. Yet i have been told that Flybe are very happy with their Cardiff base.
My prediction would be Glasgow, Aberdeen and Dusseldorf. Will be interesting to see what happens and hopefully whatever happens Flybe will carry on as a company and go onto thrive!
My prediction would be Glasgow, Aberdeen and Dusseldorf. Will be interesting to see what happens and hopefully whatever happens Flybe will carry on as a company and go onto thrive!