“It’s about creating an airline that’s as adaptable as the market we serve”

When MSC Air Cargo was formally launched in October 2022 it started with just five people and it was yet to take delivery of the first of the four B777 freighters that would eventually be operated by Atlas Air. Two years later in October 2024, MSC Air Cargo boasts of a team of 70 plus people and a robust network of four B777 freighters operated by Atlas Air and a fifth B777F operated under its own Air Operator's Certificate (AOC), based in Milan, Italy. When MSC Mediterranean Shipping Company planned the launch of a cargo airline in 2022, the Geneva headquartered shipping giant appointed Jannie Davel with the responsibility of building a brand new cargo airline. Davel, who joined MSC as the senior vice president for air cargo, has been promoted to be the CEO of MSC Air Cargo on its second anniversary.

Speaking to Reji John, Davel, who also completes 30 years in the air cargo industry this year, discusses the pride in building a cargo airline that is nimble, flexible, and resilient.

What is your self-assessment of building a cargo airline from scratch to a fully operational one with five wide-body freighters for a global shipping company within just two years?
Building MSC Air Cargo from the ground up has been a once-in-a-lifetime opportunity. It’s similar to how people say there’s no “perfect” time for something big, like having children. The same goes for creating a business of this scale—there’s never an ideal time when all conditions are perfect. Instead, it’s about being prepared, structured, and committed to doing things properly, regardless of the external environment.

We didn’t wait for the market to be perfect or for all conditions to align; we focused on building a solid foundation from day one. Our goal was to create a resilient and adaptable airline, able to face headwinds, rather than just benefiting from tailwinds. In just two years, we’ve grown to five wide-body freighters, operating globally—a significant achievement.

One of the key lessons from the pandemic was the importance of partnerships and collaboration. We leaned on our stakeholders, whether they were suppliers, regulatory bodies, or industry partners, to help us build this airline. The challenges we encountered actually solidified those relationships, allowing us to create something not only operationally sound but also built for the long term. It’s a testament to the strength of our vision and the power of shared ambition that we’ve come this far in such a short time.

What do you consider the biggest hit and the biggest miss for MSC Air Cargo in the two years of its life?
One of the challenges we faced—like many other carriers—was the delay in aircraft deliveries from their manufacturer, which compressed our commercial schedule and forced us to recalibrate. Initially, our flight schedule didn’t go as planned, which led to the need to make some quick adjustments. This could easily be seen as a "miss," given the operational challenges that came with it. However, I also see it as a key turning point.

The delays forced us to take on additional capacity to cover our immediate needs, and this decision actually allowed us to optimize our schedule for 2024. What started as a setback ended up being a valuable opportunity to refine our strategy for the future. We were able to learn from those early challenges, recalibrate our operations, and set ourselves up for a more streamlined and efficient schedule going forward.

So, in many ways, this was both a hit and a miss—while things didn’t go as planned initially, the steps we took to address those issues helped us build a stronger foundation for the years ahead. Our ability to quickly adapt, recalibrate, and plan for future deliveries means that we were in a better position to optimize our routes and capacity moving into 2024.

Is there a plan to structurally reorganise MSC Air Cargo as you enter the next growth phase, focusing on building a reliable network, robust operational framework, and prudent business and commercial strategies?
Our approach has always been driven by market demand and the needs of our clients. Flexibility is key—being able to adapt quickly to what our customers need, following point-to-point solutions or tailored offerings, is a cornerstone of our strategy.

We’re currently in the post-acquisition implementation phase following the rebranding of AlisCargo to MSC Air. This phase involves aligning our operations, culture, and strategy to ensure we can deliver on our long-term vision. As we integrate, we’re focused on refining our network, building a more resilient operational framework, and enhancing our commercial strategy to ensure we remain agile while expanding our service capabilities.

Our goal is to build a network and operational framework that can sustain our growth ambitions while continuing to meet the evolving demands of our clients. So, while there is structural evolution, it’s all about creating an airline that’s as adaptable as the market we serve.

“We’re currently in the post-acquisition implementation phase following the rebranding of AlisCargo to MSC Air. This phase involves aligning our operations, culture, and strategy to ensure we can deliver on our long-term vision.”

How do you plan to create synergies between the network of four aircraft operated by Atlas Air and the one operated under your own Air Operator's Certificate (AOC), spanning the US and European AOCs?
The combination of operating under both US and European AOCs puts us in a highly favorable position to access key markets and trade lanes. With the US AOC, we have the ability to operate transpacific routes, connecting the Americas to Asia, while the Italian AOC allows us to expand into the Europe-Asia market. This dual model gives us the flexibility to serve some of the world’s most critical cargo corridors.

The synergies between the two networks allow us to maximize capacity and optimize route planning. We can strategically use our US AOC for North American and transpacific operations, while leveraging our European AOC for intra-European and Asia–Europe connections. By coordinating these networks, we can offer seamless, point-to-point services across continents, enhancing both reach and reliability for our customers.

It looks like there has been a serious effort to have MSC Air Cargo certified under industry leading programmes, and have MSC Air Cargo a part of global industry association and air cargo communities. Tell us the significance of those decisions going forward?
Being actively involved in industry-leading programs and associations is essential for MSC Air Cargo’s growth and influence in the air cargo sector. I’m personally invested in this as a Board member of The International Air Cargo Association (TIACA) and part of their e-commerce taskforce. These roles give me the opportunity to directly contribute to improving the industry as a whole, working alongside other key players to drive innovation and set new standards.

MSC Air Cargo is committed to being part of the global air cargo community. We're a member of key associations such as the Airfreight Association, the Frankfurt Air Cargo Community, and we’re proud to partner with initiatives like the ones led by United for Wildlife. These certifications and partnerships not only demonstrate our commitment to best practices but also position us as leaders in promoting sustainability, security, and innovation in the air cargo space.

Being part of these programmes is about more than just certification; it's about shaping the future of the industry. It allows us to stay at the forefront of regulatory and technological advancements, ensuring that we offer the highest level of service and contribute to the global air cargo community's continued development.

“We expect steady growth in capacity, but our primary aim for 2025 is to focus on building operational efficiency and enhancing our service offering rather than aggressively expanding fleet size.”

How important are the creation of trade lanes for specific cargo products and their validation as a means to strengthen the promise to your customers?

Creating specialized trade lanes for specific cargo products like fresh produce, pharmaceuticals, and other special loads is critical to delivering on our commitments to customers. At MSC Air Cargo, we’re focused on offering what the market needs, and that means building tailored solutions for high-demand sectors. For example, we committed to achieving IATA CEIV Pharma certification about a year ago, and now, our customers in the pharmaceutical industry can see we’re delivering on that promise.

The validation and certification of these trade lanes—whether it’s for fresh goods, pharmaceuticals, or other sensitive cargo—are essential. It ensures that we’re not only meeting industry standards but also providing the level of reliability and care that our customers expect. By establishing and validating these specific trade lanes, we’re able to give our customers the confidence that their cargo will be handled with the highest level of expertise, in line with global best practices. In a competitive market, these tailored solutions are what set us apart.

From 3 in October 2022 to 77 in September 2024 (people) and from one in Q4 2022 to five in Q3 2024 (freighters), what will these numbers look like in Q4 2025?

While our growth has been impressive—from a small team of 3 people to a dedicated workforce of 77, and from a single aircraft to 5 freighters—our focus moving forward is on fine-tuning rather than rapid expansion. We anticipate only a marginal increase in both our commercial and management teams and more to do with the further roll out MSC Air’s operations globally.

In terms of aircraft, we’re in a solid position today with 5 freighters, and our goal is to continue optimizing our network and services with the fleet we currently have. We expect steady growth in capacity, but our primary aim for 2025 is to focus on building operational efficiency and enhancing our service offering rather than aggressively expanding fleet size.

Structurally, we are already well-positioned to meet the market demands. However, as MSC Air continues to evolve, we will adapt our organization to ensure that we remain agile and responsive to customer needs. The numbers may not increase dramatically by Q4 2025, but the strength and depth of our operations will continue to grow, ensuring that we are well-equipped to meet future challenges and opportunities.

“In terms of aircraft, there are a few options in the market that we are evaluating. We are open to expanding our fleet if it aligns with our long-term strategy and operational needs.”

Is there a plan to rebrand the MSC Air Cargo operations under the Italian AoC and add more aircraft?
We’ve recently completed the rebranding of MSC Air, and we are currently in the post-implementation phase. The focus now is on solidifying the company, ensuring smooth operations, and optimizing our current structure. As always, we continue to monitor the market closely, and if the right opportunities arise that make sense for both MSC Air Cargo and our customers, we’ll be ready to capitalize on them.

In terms of additional capacity, there are a few options in the market that we are evaluating. We are open to expanding our capabilities if it aligns with our long-term strategy and operational needs. Flexibility is key to our approach—we want to ensure that any additions are made with purpose, supporting both our network growth and our commitment to delivering high-quality service to our customers.

What are the key markets/regions that you would like to deploy your capacity and what is it that your customer is demanding?
We’re focusing on key trade lanes, particularly in some of the emerging countries where we see strong demand for air cargo across a diverse range of commodities. These markets are central to global trade, and we’re positioning our capacity to effectively serve them as part of our long-term strategy.

To address the increasing demand for consistency, transparency, and operational efficiency, we embrace the concept of "Delivered as Promised." Our approach focuses on providing customers with a reliable experience, characterized by effective communication and a seamless shipment cycle. By prioritizing these elements, we ensure our services are closely aligned with their expectations and deliver the value they seek.

While e-commerce remains a significant driver of demand, we’re also diversifying to build solutions for specialized sectors like pharmaceuticals, fresh produce, and high-value goods. By offering flexibility and tailored products, we’re ensuring that MSC Air Cargo can meet the unique needs of our customers, delivering not just capacity but trust and reliability across all key markets.

What do you anticipate the utilisation of your assets to be in the last quarter of this year?
In the last quarter of this year, we are seeing optimized utilization of our assets, which are all B777 freighters. These aircraft are designed for high operational efficiency and can achieve strong utilization levels, allowing us to maximize our capacity and meet market demands effectively.

We are strategically leveraging this capability to enhance our service offerings, ensuring that we can respond swiftly to customer needs while maintaining reliability. By optimizing our asset utilization, we are not only increasing operational efficiency but also positioning ourselves for growth in key markets.