Riyadh Cargo Charts Vision: Pravin Singh on vision, digital growth & strategy

In his first public on‑stage interview since unveiling Riyadh Cargo’s brand identity, Pravin Singh, Global Head of Cargo at Riyadh Air, presented a clear and ambitious roadmap for the airline’s cargo division. Speaking exclusively to Reji John, Editor of The STAT Trade Times, Singh candidly discussed strategy, digital transformation, fleet plans, and the Kingdom’s Vision 2030. He described building a business from the ground up with the rare advantage of a “blank canvas” and the responsibility that comes with it.

A cargo strategy aligned with Vision 2030
Saudi Arabia aims to handle 4.5 million tonnes of air freight annually by 2030, and Singh made it clear that Riyadh Cargo is designed to be a central enabler of that national ambition. “We are inevitably going to be a key enabler to delivering the ambition,” he said, noting that Riyadh Air’s order of 182 aircraft, including 122 widebodies, provides the scale needed to build a modern cargo network from the ground up.

This fleet pipeline, he emphasised, is Riyadh Cargo’s greatest structural advantage: the ability to design processes, systems, and customer experiences without legacy constraints.

Why the brand is ‘Riyadh Cargo’
One of the most distinctive decisions in the airline’s early journey was the naming of the cargo brand. Singh explained that the team intentionally avoided the expected “Riyadh Air Cargo” label. “Riyadh Cargo… is who we are,” he said, describing the name as a long‑term commitment to the capital city and to the cargo business as a core pillar of Riyadh Air.

But building a brand from scratch has been demanding. “There is no handbook… we are having to create our story from scratch,” he noted, adding that the team has spent enormous time ensuring safety, security, and regulatory compliance form the foundation of the business.

Freighters: A future decision, not a current priority
With 122 widebodies entering the fleet, questions about dedicated freighters were inevitable. Singh acknowledged the interest but stressed that the timing must align with demand and ecosystem maturity.

“We will keep reviewing our operating model… freighters will be built around demand,” he said. For now, the focus is on inducting the passenger widebodies, expanding the network beyond Heathrow to new destinations like Dubai and Cairo, and building scale through belly‑cargo operations.

Digital‑first cargo built for the AI era
Riyadh Cargo is being built as a digitally native business, fully aligned with Riyadh Air’s technology‑first philosophy. Singh described a deliberate effort to avoid legacy processes and embrace AI‑driven systems from day one.

“We constantly fight our past and our experience every single day to not fall into that trap of doing it just because that’s the only way we have known,” he said.

Key digital choices include: AI‑enabled tools through Tata Consultancy Services (TCS); CHAMP’s next‑generation cargo management system, neo and a self‑service customer experience with greater transparency and control.

Partnerships as a strategic priority
Partnerships rank among Singh’s top three priorities. He believes the era of airlines operating in isolation is over. Early results support this: with just one daily flight to Heathrow, Riyadh Cargo has already carried 2.5 million kilos (2500 tonnes) in three months, driven by collaboration and interline agreements.

Building confidence through belly‑cargo operations
Since October 2025, Riyadh Cargo has been operating commercial cargo on the belly of its leased Boeing 787 Dreamliner. Singh described the first night of loading as an emotional milestone for the team. The trial phase has validated processes across temperature‑controlled cargo, perishables, and sensitive commodities, with customers noting a “different standard” in service.

A supportive ecosystem and the road to 2030
Saudi Arabia’s expanding logistics zones and airport infrastructure will play a decisive role in Riyadh Cargo’s growth. Singh praised the ecosystem’s readiness and the support from partners such as SATS, which operates the airline’s dedicated handling facility.

Leadership priorities for 2026
Singh outlined three milestones he aims to achieve by the end of 2026: a sound, compliance‑driven go‑to‑market strategy; deep, value‑driven partnerships; and a strong alignment with the Kingdom’s Vision 2030 logistics goals.

“We need to be that ambassador that stands up and delivers,” he said.