International Women’s Day 2026: Female leaders driving the next era of passenger experience innovation
The following article was published by Future Travel Experience
To mark International Women’s Day 2026, FTE spotlights female leaders from Schiphol Group, Star Alliance, Charlotte Douglas International Airport, Aeroporti di Roma, Vancouver Airport Authority and RAVE Aerospace.
As aviation accelerates its digital transformation, strong innovation leadership is critical to delivering seamless, efficient and truly passenger-centric journeys. To mark International Women’s Day on 8 March, Future Travel Experience presents Part 1 of a special editorial focus in which we spotlight female innovation leaders from Schiphol Group, Star Alliance, Charlotte Douglas International Airport, Aeroporti di Roma, Vancouver Airport Authority and RAVE Aerospace. In a series of in-depth interviews, we explore their career journeys, the progress and challenges of gender equality in aviation, and the technologies shaping the next era of travel.
Zahra Merchant, Chapter Lead of Robotics, Royal Schiphol Group
Zahra Merchant, Chapter Lead of Robotics at Royal Schiphol Group (a Corporate Partner of the FTE Digital, Innovation & Startup Hub) was introduced to aviation and leadership early on. “Growing up, my mother held senior roles in revenue optimisation and forecasting at a major global airline,” she begins. “Aviation felt familiar – but innovation became my language for shaping it.”
Zahra studied at the Glasgow School of Art, where her interest in design evolved into a fascination with creative thinking and speculative futures. “For my graduation thesis project, I developed a subscription-based airline service that reimagined how passengers book and experience travel. That project gave me an early lesson I still carry: imagination becomes leadership when you can turn it into something others can build on.”
After graduating, Zahra knew she wanted to lead innovation in the sector, but also recognised the need for a stronger strategic grounding. She pursued a master’s degree in strategic Product Design at Delft University of Technology, and during those studies secured a summer internship at Schiphol Airport’s Innovation Hub – “quite literally a dream role where aviation and innovation intersect.” Over time, Zahra worked across a range of projects and gained a deep understanding of airport operations and emerging technologies.
“Leadership was always my ambition, and I was open about it from the outset,” she explains. “I’ve been fortunate to work with mentors who gave me the trust – and the responsibility – to step into leadership early. That naturally led to my ownership of robotics within aviation, where innovation meets operational reality. One thing I’ve learned quickly is that credibility in aviation isn’t granted by job titles – it’s earned in the places where operations are unforgiving. The more complex the environment, the more leadership becomes less about visibility and more about clarity, calm judgement, and follow-through. I’m still learning, but I’m deeply grateful to the people who shaped my journey – especially my mother, my leaders and my peers – who have helped me lead with purpose and persistence.”
“Visibility isn’t the end goal – but it is how possibility becomes real for the next generation”
While there has been meaningful progress in the aviation industry towards gender equality – particularly in leadership and innovation – the work is far from complete. “As someone at the start of my leadership journey, I genuinely feel I now have access to the same opportunities as my male counterparts, and that matters,” Zahra shares. “We’re also seeing more women in visible, influential positions across aviation. Closer to home, Schiphol Airport’s executive board includes Patricia Vitalis as COO and Esmé Valk as CPTO and of course within the Netherlands Marjan Rintel, CEO of KLM. Beyond the Netherlands, leaders such as Christina Cassotis, CEO of Pittsburgh International Airport, and Bernadette Berger, Director of Innovation at Alaska Airlines, are shaping the future of the sector. Visibility isn’t the end goal – but it is how possibility becomes real for the next generation.”
Progress is also supported by platforms such as Future Travel Experience (FTE), which focus on ideas, impact and innovation rather than gender or hierarchy. “I still remember the first time I was recommended to speak at an FTE event – I joined a call with Ryan Ghee, COO of FTE, feeling nervous and questioning whether my age, experience or lack of a grand title would count against me,” Zahra says. “Instead, I was met with respect and treated as an equal with something valuable to contribute. Being given that platform – and seeing the audience engage – was the moment I truly believed the industry was moving towards recognising ideas on their merit, regardless of gender, background or identity.”
That said, progress is uneven. In less visible areas of aviation – such as baggage handling and ramp operations – leadership and innovation remain heavily male-dominated, and outdated biases can surface. “As a woman working primarily in baggage innovation, I am often the only woman in the room: you can feel the scepticism before credibility, and you notice you’re being assessed before you’ve even spoken,” Zahra shares. “That’s precisely why the industry needs to accelerate change where it’s least glamorous – because that’s where operational reality lives. And there’s a second barrier that’s quieter but equally important: awareness. Until I stepped into this role, I didn’t even know these opportunities existed – and I believe that is true for many young women. If you can’t see the path, it’s much harder to choose it. With more women taking leadership roles across all parts of aviation, I’m confident meaningful change will follow – not as a campaign, but as a new normal.”
“Diversity isn’t there to serve optics; it improves the quality of decisions being made”
Zahra explains that her generation has grown up with fewer overt gender barriers, and in the Schiphol Group’s Innovation Hub, challenges and opportunities are shared equally. “In many ways, the fact that I struggle to attribute specific moments to gender alone reflects how progressively parts of the industry – and particularly my organisation – are moving.”
The difference becomes clearer when you step into physically and culturally demanding operational environments – baggage halls, ramp operations, heavy-equipment zones – where leadership presence is still often associated with being constantly on the ground, assertive and highly visible. “In those spaces, women may be tested more frequently or required to prove competence repeatedly,” Zahra says. “The opportunity is that these environments need diverse perspectives the most. When innovation is shaped by a single way of thinking, solutions often optimise for efficiency alone, rather than resilience, safety and long-term sustainability. Diversity isn’t there to serve optics; it improves the quality of decisions being made. Personally, the greatest opportunity I’ve encountered is the ability to act as a bridge – between technology and operations, strategy and execution, and often between very different voices in the room. When people feel safe to challenge assumptions, innovation becomes richer and more impactful. In an industry as complex and interconnected as aviation, that’s not just beneficial – it’s essential.”
Schiphol’s collaborative approach to innovation
Technology has long been central to Schiphol Airport’s innovation agenda. In fact, robotics has been deployed in baggage halls for decades – long before robotics became an industry buzzword. So artificial intelligence (AI), robotics, automation and the Internet of Things aren’t new additions to Schiphol’s roadmap; they are long-standing focus areas it continues to refine and scale.
“Today, we are actively testing and implementing these technologies across a range of operational processes, from foreign object debris detection and ground power unit connections to baggage loading and unloading,” Zahra shares. “Our approach to investment is deliberately structured and risk-aware. We use a stage-gated innovation model that aligns technology maturity with operational readiness. Depending on the technology readiness level, we begin with proof of technology to validate whether a solution can technically perform a specific task, then progress through proof of concept, proof of operations, proof of implementation and finally proof of scale. This phased approach allows us to test and embed emerging technologies into live operations while minimising operational disruption and financial risk.”
Before entering even the earliest stage, Schiphol conducts thorough market scans and technology scouting to ensure it is pursuing viable and future-proof solutions. “Collaboration is key: we work closely with internal stakeholders and only invest once there is a clear operational need and collective validation,” Zahra explains. “Crucially, I believe innovation doesn’t happen in isolation. Aviation is an interconnected ecosystem, and progress accelerates when the industry moves together. That’s why we collaborate with airlines, ground handlers, technology partners and fellow airports – prioritising joint programmes and pilots where there is shared value. In our experience, innovation is most successful when it is co-created – and scaled – collectively.”
“Leadership is about showing up with clarity, doing the hard work consistently, and bringing others with you”
Zahra shares some invaluable advice for the next generation of women aspiring to leadership roles in aviation and technology:
- “My first piece of advice is simple: confidence matters. If you have been invited into the room, your perspective is valued – don’t undermine that. Ask questions, stay curious and speak up even when it feels uncomfortable. Most of the time, people respond positively to genuine interest. With practice, fear fades – and confidence follows.”
- “Second: learn to stop apologising for having an opinion. I often sit in high-level discussions where women preface their contributions with ‘Sorry to interrupt…’ or ‘Sorry, I think…’. You rarely hear men do the same. Speak with conviction. You [women] are just as entitled to that space as anyone else at the table.”
- “Third: be vocal about your ambitions and intentional about your development. Seek out leaders, mentors and peers whose careers inspire you and learn from their journeys. I’ve been fortunate to work with mentors who wanted to see me grow – but that support came because I was consistently clear about my aspirations. I said yes to opportunities, asked for feedback, and worked on myself continuously. Leadership paths don’t appear by accident; they are built through clarity, curiosity and commitment.”
- “Finally: cultivate interests beyond aviation and technology. It has made a real difference for me – I marshal at motorsport events, and it’s become an unexpected conversation starter. Aviation and technology are still male-dominated fields, and a lot of relationship-building happens through informal networking. Having a hobby you are passionate about creates natural points of connection, makes conversations more memorable, and pushes you beyond your comfort zone – which is where growth tends to happen.”
In conclusion, Zahra shares that the principle beneath all of it is this: “Leadership is not about fitting a mould. It’s about showing up with clarity, doing the hard work consistently, and bringing others with you.”
Find out more about the FTE Digital, Innovation & Startup Hub >>Ambar Franco, Vice President Customer Experience, Star Alliance
Ambar Franco, Vice President Customer Experience at Star Alliance, has spent two decades in travel and hospitality, working at the intersection of customer experience, partnerships and growth. “What drew me to Star Alliance was the scale of the opportunity,” Ambar begins. “Aviation is one of the most operationally complex industries in the world, and within an alliance environment, that complexity multiplies. We work across 25 member airlines, different systems, and cultures. Here, it is not about innovating for innovation’s sake. It is about making multi-airline journeys feel effortless for travellers. That challenge of aligning strategy, technology and collaboration on a global scale is what excites me.”
“Diversity of thought directly strengthens innovation and long-term performance”
Ambar notes that aviation has made visible progress in leadership representation and in broadening the talent pipeline. “The opportunity to accelerate change lies in continuing to expand access to leadership pathways and ensuring that diverse perspectives are actively shaping decision-making. In an industry that serves a global customer base, that diversity of thought directly strengthens innovation and long-term performance.”
Leading innovation in aviation means navigating complexity, aligning multiple stakeholders, and driving change within a highly regulated environment. “These dynamics require clarity of vision, resilience, and the ability to build alignment across diverse teams,” Ambar shares. “Diversity of perspectives is one of the greatest opportunities – bringing together different viewpoints often uncovers more resilient and practical solutions. In customer experience especially, nuance matters – understanding traveller expectations directly shapes the quality of innovation outcomes.”
Innovation in aviation must be purposeful. Star Alliance breaks the customer journey into four pillars – booking, airport, connections, and loyalty – to pinpoint key areas and focus on improvements that deliver measurable impact. “At Star Alliance, over 50 shared standards across member airlines create rhythm and consistency, supported by bi-annual audits,” Ambar explains. “This governance provides the foundation for scalable innovation. Culture is equally important. Innovation becomes sustainable when teams understand the shared ambition, creating a world that feels effortlessly connected, and when collaboration across member airlines is seen as a strategic advantage.”
Star Alliance’s work focuses on making multi-airline journeys seamless for customers. “We’ve expanded free seat selection across more than 93% of our network and paid seat selection across over 55%,” Ambar says. “For travellers, selecting a seat across multiple carriers feels simple. Behind the scenes, it requires alignment between systems – delivering convenience for customers while also unlocking ancillary revenue for our member airlines. Additionally, our Star Connection Centres operate at key hubs globally, combining real-time data with on-the-ground coordination to support passengers during tight or disrupted connections. In 2025 alone, over 300,000 passengers benefited, turning moments of uncertainty into reassurance. Across booking, airport, connections, and loyalty, each initiative brings the interline experience closer to what customers expect from a single airline journey.”
Technology is the backbone of the Alliance. When Star Alliance evaluates emerging technologies, it does so through the lens of the customer journey. “The question is never ‘How do we use AI?’ but rather ‘Where can technology remove friction or enhance decision-making?’,” Ambar explains.
A strong example is loyalty recognition across the 25 member airlines. “For a traveller, status recognition feels simple,” Ambar says. “But behind the scenes, this requires real-time validation across multiple systems and member airlines. Our proprietary technology processes millions of tier status checks daily, ensuring benefits such as priority services and lounge access are delivered accurately and securely. In just over a year, more than 167 million validation requests have been processed. This level of precision strengthens customer trust while also reinforcing fraud prevention. Technology is an enabler – not an end in itself. Ultimately, its value lies in how effectively it supports a seamless, consistently delivered experience across the Alliance.”
“Leadership in an Alliance environment is about influence, clarity and alignment”
Ambar concludes with some invaluable advice for the next generation of women aspiring to leadership roles in aviation and technology: “Stay curious about adjacent industries, hospitality, technology, retail, because innovation often happens at the intersections. At the same time, invest in developing your adaptability and soft skills. Aviation and technology evolve quickly, and the ability to learn continuously, navigate change and communicate with clarity is just as important as technical capability. Learning should be continuous, regardless of where you are in your career. And focus on collaboration. Leadership in an Alliance environment is about influence, clarity and alignment. The ability to bring different stakeholders together around a shared ambition is one of the most valuable skills you can develop.”
Martha Edge, Innovation and Experience Director, Charlotte Douglas International Airport
Martha Edge, Innovation and Experience Director at Charlotte Douglas International Airport (CLT) – a Corporate Partner of the FTE Digital, Innovation & Startup Hub – had an interest in an aviation career from a young age. “I was inspired by my aunt’s work as a flight attendant for Pan Am – a time I remember as an elegant era of flying. I was fascinated by the concept of flight and loved hearing her stories from trips around the world.”
When old enough to apply for a flight attendant position herself, Martha completed the application process and several recruitment steps. “While I didn’t land a flight attendant role, I was offered an interview for a part-time position with an airline at the airport,” she shares. “That opportunity opened my eyes to the wide variety of roles within the airport environment. I was thrilled to begin my career as a ticket agent and gate agent, occasionally assisting with baggage services when operational needs arose. Over the next decade, I advanced through multiple roles, each with increasing responsibility. Eventually, during a major airline merger, I was fortunate to take an early retirement package – a decision that prompted me to consider a career shift aligned with my academic background in the helping profession. Although I didn’t ultimately pursue that path, I found myself drawn back to the airport – this time working for the owner and operator of the facility. It was a full-circle moment that allowed me to continue contributing to an industry I’ve always loved.”
Fast forward to Martha’s fourth role at CLT Airport, where she has been intentional about moving into positions that allow her to be most helpful to the business and its operations. “Today, I have the privilege of leading CLT’s innovation and experience efforts. My journey has taken me through Airside Operations, Terminal Operations, and now into the Innovation and Experience division. Each role has offered the opportunity to make things better for the industry – and that’s where I thrive. To me, innovation is exactly that: making things better. I’ve always had a passion for solving problems and improving processes, and that passion has led me to the perfect place at this moment in my career.”
“Aviation thrives on innovation, and innovation thrives on diversity”
Martha shares that, in her opinion, the progress toward gender equality in the aviation industry has been truly transformative. “When I entered the industry almost three decades ago, there were many women working in aviation, but very few held leadership titles,” she explains. “At that time, a transition was just beginning to challenge the stigma that if you were a woman in aviation, you must be a flight attendant. Today, the industry looks very different – and I’m proud of the progress that’s been made. Seeing more women in executive leadership and innovation roles is inspiring. My hope for the future is that we continue to build the pipeline by encouraging girls at a young age. Targeting primary and elementary education and showcasing the wide range of careers in aviation can help spark interest early and sustain it through higher education and beyond. Aviation thrives on innovation, and innovation thrives on diversity. Ensuring women have equal opportunities to lead and shape the future of this industry isn’t just the right thing to do – it’s essential for growth and resilience.”
As a woman leading innovation with a background in operations, not technology, Martha highlights that unique challenges for her haven’t come in the traditional sense. “While I use technology extensively, I don’t write code or design data architecture,” she says. “Innovation and technology are often linked, but they’re not synonymous. Innovation can be as simple as a process improvement without a tech component. When I approach innovation, my focus is on fixing or improving things. My philosophy is to explore all possible solutions – those that work today and those that can evolve as circumstances change. For me, innovation is about adaptability and creating outcomes that stand the test of time. Diversity of perspective plays a critical role in this process. I’ve been a strong advocate for looking beyond the obvious and considering solutions that may not come from where we expect – such as assuming technology is always the answer. I value human-centred design, infrastructure innovations, and believe incorporating diverse viewpoints leads to solutions that are more inclusive, practical, and impactful.”
“Creating an environment where diverse perspectives are valued helps drive meaningful innovation”
Collaboration is key to fostering innovation in a highly regulated environment. Martha champions positive change by encouraging input from all stakeholders to ensure compliance while exploring new ideas. “Clear compliance roles are essential, but equally important is listening to those who work daily within these regulations. Their insights often lead to practical, innovative solutions,” Martha explains. “Listening is critical – it builds trust and understanding, which are the foundation for influencing change. No one person knows everything, so creating an environment where diverse perspectives are valued helps drive meaningful innovation through positive change management.”
CLT strives to understand the entire customer journey and the diverse needs of its passengers. “Airports operate like complex ecosystems, where every element must work seamlessly together,” Martha says. “Our initiatives focus on creating smooth, connected experiences – from efficient movement through the airport to meaningful, face-to-face interactions with frontline teams.”
A current key effort is CLT’s new Customer-Centric Culture initiative, which establishes a consistent, airport-wide standard for customer interactions. “While focusing on people may seem basic, it has the greatest impact on passenger satisfaction,” Martha shares. “Empowering employees to leverage their unique service skills not only enhances the traveller experience but also boosts engagement, creating a positive ripple effect throughout the airport.”
CLT is also combining these human interactions with data-driven insights to optimise processes and understand realities. By analysing passenger flow and identifying chokepoints, the airport can marry seamless operations with exceptional service – reshaping the passenger journey into one that feels both efficient and personal.
A strategic approach: Evaluating technologies based on impact, scalability, and alignment with long-term goals
Technologies like artificial intelligence (AI), robotics, automation, and the Internet of Things (IoT) are already embedded in the aviation ecosystem. “Their influence on our innovation roadmap comes from figuring out how we can safely and effectively leverage these tools within our area of responsibility,” Martha explains. “Our focus is on growing their usefulness while solving real operational challenges – such as improving passenger flow, enhancing security processes, and creating more personalised experiences.”
Prioritising investment in emerging technologies is often the single most challenging aspect of innovating at airports. Many airports, including CLT, operate on budgets planned 18 months or more in advance. “Emerging technologies don’t always follow that timeline – they often appear when funds aren’t immediately available,” Martha says. “To address this, we take a strategic approach: evaluating technologies based on impact, scalability, and alignment with long-term goals, while exploring phased implementations and partnerships to maximise resources. Ultimately, our roadmap balances embracing innovation with fiscal responsibility and regulatory compliance, ensuring that every investment delivers measurable value to both passengers and operations.”
“Aviation and technology are a powerful combination for building a career that can take you far”
In conclusion, Martha’s advice to the next generation of women aspiring to leadership roles in aviation and technology is to write your own story and follow what excites you. “Let curiosity guide you toward opportunities that offer continuous growth. Aviation and technology are a powerful combination for building a career that can take you far. For me, the mindset of ‘How can I fix this?’ has been a guiding principle. Focus on solutions rather than getting stuck in problems. Innovation and leadership thrive when you approach challenges with a problem-solving attitude and a commitment to making processes better. Trust your instincts, stay curious, and never underestimate the impact of persistence and creative thinking.”
Find out more about the FTE Digital, Innovation & Startup Hub >>Giorgia Marizza, Open Innovation & Partnership, Aeroporti di Roma
Giorgia Marizza, Open Innovation & Partnership at Aeroporti di Roma (a Corporate Partner of the FTE Digital, Innovation & Startup Hub) began her professional journey in digital innovation consulting at PwC Italy. Here she worked on business analysis projects, the development of digital platforms, and AI- and RPA-based automation solutions for manufacturing companies and financial institutions.
“This experience enabled me to develop a systemic view of innovation: not just technology, but the integration of processes, people, and business models, with a strong focus on delivering measurable value,” Giorgia shares. “Then I joined Aeroporti di Roma within the Innovation team, where I had the opportunity to apply these capabilities in a highly complex operational environment. In this context, driving innovation means orchestrating a multifaceted ecosystem of internal and external stakeholders. In parallel, I strengthened my academic foundation by completing a Master in Innovation & Design at POLIMI Graduate School of Management, further reinforcing a human-centred and experimentation-driven approach. I was drawn to aviation because of its nature as an integrated ecosystem: an airport is both a physical and digital platform where mobility, retail, security, and logistics converge. Leading innovation in this context means generating tangible, measurable impact on both passenger experience and operational efficiency, contributing to the transformation of a critical national infrastructure.”
Diversity is a tangible asset to delivering truly passenger-centric innovation
Giorgia notes that, in recent years, the aviation sector has embarked on a concrete path toward greater inclusion. While historically a predominantly male industry, the landscape is gradually evolving: female representation is increasing, particularly in corporate, digital, and innovation functions, where more women are also taking on leadership roles. “In a complex and continuously transforming environment such as the airport and aviation ecosystem, innovation is increasingly recognised as a strategic lever, capable of valuing multidisciplinary expertise and diverse perspectives,” Giorgia says. “This is helping to broaden participation and make the sector more open to talent with varied backgrounds, where diversity can be one of the ingredients of success. Progress is not yet fully homogeneous across all functions, but new opportunities for growth are also emerging in more technical and operational areas – such as engineering, operations, and infrastructure. Female representation, particularly at senior levels, is gradually increasing and represents an area where the sector can continue to invest with confidence.”
Moving forward in this direction means strengthening inclusive leadership models, promoting merit-based development, and structuring clear career pathways to foster broader and more qualified participation. “In our case, for example, the Innovation team is composed almost entirely of women with diverse professional backgrounds across aviation, including colleagues who have held long-standing operational leadership roles such as Terminal Manager, demonstrating how technical expertise, operational experience, and strategic innovation can successfully converge within a highly specialised environment,” Giorgia explains. “Leading open innovation initiatives in a highly specialised sector means operating in complex environments where credibility is built through expertise, strategic vision, and strong execution capabilities. In this context, diversity is a tangible asset: truly passenger-centric innovation requires empathy, the ability to identify emerging needs, and cross-functional integration. Teams that are diverse in gender, experience, and background contribute to delivering more comprehensive, inclusive, and sustainable solutions, ultimately reinforcing the competitiveness of the aviation industry as a whole.”
“Leading innovation requires balancing rigour with openness to change”
Aviation is a highly regulated and safety-critical industry, characterised by rigorous standards and structured processes. “In this context, innovation cannot be improvised: it must be methodically governed, strategically aligned, and fully compliant with operational and regulatory requirements,” Giorgia shares.
Aeroporti di Roma has developed a model built on four pillars:
- Internal innovation, leveraging ideas and expertise from colleagues
- Startup acceleration programmes
- Industrial and academic partnerships
- Corporate Venture Capital through ADR Ventures
“From a personal perspective, leading innovation requires balancing rigour with openness to change,” Giorgia says. “Diversity of perspective plays a critical role: it enables a systemic understanding of challenges, balancing operational needs, compliance constraints, and passenger-centricity, ultimately generating more robust and sustainable innovation outcomes.”
Through its Open Innovation model and Innovation Hub at Fiumicino Airport, Aeroporti di Roma provides startups with a real-world environment – a true ‘Smart City’ – where they can test solutions under concrete operational conditions. This approach reduces technological risk, enables rapid validation, and assesses scalability within a complex ecosystem.
“At the same time, the very richness and heterogeneity of the airport ecosystem represent a significant challenge for startups,” Giorgia explains. “They must adapt to a regulated environment, engage with multiple stakeholders, and integrate their solutions into existing processes while fully complying with safety and security requirements. The support of our internal teams is essential in this phase: we guide startups in designing and executing pilots, facilitating operational integration and accelerating their path toward adoption.”
ADR’s fourth Call4Startups: A structured open innovation pathway
With the fourth edition of the Call4Startups, within the Runway to the Future Acceleration Program, Aeroporti di Roma is leading a structured open innovation pathway focused on six strategic areas that are concretely reshaping the passenger journey:
- Infrastructure innovation, to make airport spaces smarter, more modular, and more resilient.
- AI-based enterprise solutions, supporting data-driven decision-making, flow forecasting, and operational optimisation.
- Convergence between commercial offering and passenger experience, integrating retail, services, and digital touchpoints into a seamless omnichannel ecosystem.
- Robotics, to automate high-impact operational activities while enhancing safety and efficiency.
- Sustainability, with solutions aimed at decarbonisation and responsible resource management.
- Predictive maintenance and smart asset management, to increase reliability and ensure service continuity.
Selected startups develop an eight-month Proof of Concept at the Innovation Hub in Fiumicino, supported by dedicated funding and direct access to the live airport operating environment. “This model allows us to accelerate the adoption of emerging technologies and rapidly translate them into operational solutions that enhance passenger experience and overall airport performance,” Giorgia says.
Fostering a culture of innovation within a highly regulated and operationally complex organisation such as Aeroporti di Roma requires acting simultaneously on governance, mindset, and execution. Giorgia highlights four key elements:
- “The first element is strategic clarity. Innovation cannot be perceived as a stand-alone or experimental initiative; it must be fully aligned with the company’s industrial, operational, and sustainability objectives. Every initiative is therefore assessed based on its measurable contribution to operational performance, service quality, and infrastructure resilience.”
- “The second pillar is structured cross-functional collaboration. Through open innovation programmes, internal challenges, and early engagement of business units, we involve key stakeholders from the very beginning. In a safety-critical airport environment, the early involvement of operations, security, IT, and infrastructure teams is essential to ensure feasibility, regulatory compliance, and smooth integration.”
- “The third element is a culture of controlled experimentation. We promote a Proof of Concept approach within real operating environments, supported by clear validation metrics and defined timelines. This enables us to reduce technological risk, make data-driven decisions, and rapidly scale successful pilots.”
- “Finally, we strongly invest in people empowerment and capability building. Innovation is not driven by technology alone, but by individuals who are willing to challenge the status quo and propose tangible improvements. Creating structured listening channels and empowering operational teams is key to transforming a complex organisation into an adaptive and continuously evolving ecosystem.”
Technologies such as artificial intelligence (AI), robotics, automation, and the Internet of Things (IoT) are no longer experimental domains; they are strategic pillars of the innovation roadmap at Aeroporti di Roma. AI supports key activities including passenger flow forecasting, operational resource optimisation, and personalisation of the airport experience. “We are adopting a structured research and development approach in robotics, testing solutions that may further enhance airport operations in the future,” Giorgia shares. “These include robotic arms for specialised operational tasks, cleaning robots for high-traffic environments, robotic and intelligent systems for runway surface monitoring, and enabling predictive maintenance models. Automation and robotics increase productivity, operational safety, and service quality, while IoT enables predictive infrastructure management by transforming real-time data into actionable operational insights.”
Aeroporti di Roma’s investment prioritisation is based on three main criteria: measurable impact on passenger experience or cost efficiency, scalability and integration with existing systems, and time-to-value and economic sustainability. “We follow a data-driven approach centred on rapid Proofs of Concept and clearly defined validation metrics to reduce technological risk and accelerate the adoption of high-potential solutions,” Giorgia explains.
“The industry needs a new generation of leaders capable of integrating technical excellence with human-centred vision”
Giorgia concludes with some invaluable advice for the next generation of women aspiring to leadership roles in aviation and technology:
- “Build strong technical expertise: preparation is the foundation of credibility.”
- “Stay humble and keep learning, and do not wait until you feel ‘100% ready’ before stepping into responsibility. Growth happens outside your comfort zone.”
- “Understand the problem deeply before jumping to solutions: impactful innovation starts with listening and systemic analysis.”
“I also encourage young women to seek inspiration from female role models and to find a mentor who can support and enrich their professional journey,” Giorgia adds. “Continuous exchange and dialogue are essential – no leadership path is built in isolation. Aviation and technology are undergoing profound transformation driven by sustainability, digitalisation, and seamless travel and the industry needs a new generation of leaders capable of integrating technical excellence with human-centred vision.”
Find out more about the FTE Digital, Innovation & Startup Hub >>Danielle Palfery, Manager, Innovation, Vancouver Airport Authority
For Danielle Palfery, Manager, Innovation at Vancouver Airport Authority (a Corporate Partner of the FTE Digital, Innovation & Startup Hub) aviation has always been part of her story. “My grandfather was a VP at McDonnell Douglas, and my dad began his career there before becoming a VP at Avcorp. Aerospace manufacturing, and conversations about Canadian innovations like the Avro Arrow, were regular dinner-table topics growing up,” Danielle begins. “Some of my favourite childhood memories are at YVR. Growing up in the 90s, while most kids went to the park, my dad and grandpa would often take my mom, sister, and me to the airport on weekends. We would share a box of Tim Hortons Timbits while watching planes land and take off. I can still hear my New Yorker grandpa pointing at a plane and shouting in his Brooklyn accent, ‘look at that machine, built to last!’ It felt like magic. For us British Columbians, YVR has always felt like more than an airport – it’s a special place of connection and a true integrator of people, ideas and opportunity.”
Danielle’s path to innovation and to YVR wasn’t linear. She started in tech-sector communications, supporting product launches and translating complex technologies into clear narratives. “I later joined YVR’s Communications Team, closely connected to the operation, which gave me a deep appreciation for the complexity behind that childhood wonder. From there, I jumped over to the Innovation and Technology Group at YVR where I now manage an incredible team who leads digital transformation and adoption at the airport.”
“Diverse lived experiences lead to stronger decisions and better outcomes”
Danielle shares that it can feel difficult to talk about progress in aviation and technology in terms of gender equality without acknowledging the broader moment we’re living in. “In many parts of the world, women’s rights and fundamental human rights remain under serious threat, and it feels like our shared humanity is also being tested,” she says. “In that context, even having the space to discuss gender equality within industries like aviation and technology is, in many ways, a privilege. That’s why International Women’s Day is a moment for reflection, but more importantly a reminder to take action. Progress within our industries matters, but it doesn’t happen in isolation – it happens when we choose to see the humanity in one another first, and then choose to support, mentor, and lift each other up.”
Indeed, Danielle has experienced that progress personally. “I wouldn’t be where I am today without female leaders like my director, Keri Phoenix, who mentors me, challenges me, keeps me laughing, and creates space for both who I am as a person and my growth. That kind of sponsorship truly changes lives.”
It’s one of the reasons Danielle is so proud to work at YVR, where many key initiatives involve women at all levels – from executive and director leadership to women in key contributor roles. “This includes our work to become net zero by 2030, deliver resilient operations, enhance the passenger experience, and advance our commitments to Indigenous reconciliation,” Danielle explains. “It’s inspiring to see the same momentum of women stepping into pivotal roles at airports globally. However, acceleration is still needed. Women have long shaped the technological roadmap of our world, yet their stories are not always told. We need to amplify examples of female achievement so women and girls can see that careers in STEM and beyond are not only open to them, but theirs to shape and lead. Progress must also be inclusive. We need to do better at intentionally elevating women of colour, Indigenous women, women of all abilities, and LGBTQ+ women into leadership and innovation roles. Representation matters not only for equity, but because diverse lived experiences lead to stronger decisions and better outcomes.”
“Innovation thrives on diverse perspectives”
Teams with colleagues who have different lived experiences are able to challenge assumptions and uncover blind spots. “Innovation thrives on diverse perspectives,” Danielle says. “In my experience, as women, we’re often conditioned to believe we need to default to a certain tone or way of being to be taken seriously, especially in technical or operational environments. I felt that early in my career. Over time, I’ve realised that being a woman in leadership is also a celebration amid adversity. Standing firmly in my values and leading with joy is where I feel most grounded. Having fun, building energy, and bringing others up with me has genuinely helped me grow. Joy doesn’t diminish credibility, it strengthens connection, trust, and resilience. When people feel safe to show up fully, regardless of background or identity, innovation becomes more collaborative and more impactful.”
Innovation requires shared ownership. It takes time, patience, and a collective willingness to try new things – especially within a complex airport environment where long-standing systems, diverse disciplines and regulatory responsibilities exist. “Our internal teams have been incredible partners in this journey,” Danielle shares. “Innovation is embedded in our organisation, and I’ve seen teams continuously adapt, experiment, and evolve their mindset alongside us. Ultimately, culture is built on trust. When people feel heard, respected, and excited, they’re far more willing to experiment, adapt, and move forward together. It’s always about bringing people in early and making sure they’re coming along for the ride – innovation moves fast and sometimes as a leader in this space you need to strike a careful balance between momentum and inclusion.”
Embedding AI, data, and YVR’s Digital Twin into everyday workflows
YVR is advancing its Digital Twin as the foundation for a more connected, flow-based operating model. It provides a real-time, shared view of passenger, airside, and soon to be cargo operations, enabling flight-centric, event-driven decision-making that strengthens on-time performance and operational resilience. “By integrating operational data into a shared enterprise platform, we enable more proactive decision-making, improved on-time performance, and better flow across the airport ecosystem,” Danielle explains. “We are also exploring AI to shift from reactive operations to predictive, ultimately working towards delivering a more seamless experience for passengers and teams alike. In parallel, YVR works closely with Innovate BC through the Integrated Marketplace. YVR was the first testbed for this initiative, which allows us to support the development and implementation of made-in-B.C. solutions that benefit YVR and our community as well as local businesses.”
Enterprise AI is top of mind for many organisations – and YVR is no different. Airports are complex, fast-moving environments, which makes them well suited for AI-enabled support. “Through our Enterprise AI Initiative, we’re building the governance and in-house AI tools needed to strengthen operational insight and decision-making, always with human judgment at the centre,” Danielle shares. “We’re on our way to piloting these tools with our engineering, operations, and guest experience teams to support real-world use cases and learn quickly. At the same time, we know technology only works if people use it confidently. That’s why we’re putting real focus on digital transformation and adoption, working closely with our Learning & Development team to ensure tools across AI, data, and YVR’s Digital Twin are embedded into everyday workflows.”
The Internet of Things and real-time data remain foundational through YVR’s Digital Twin, improving visibility and flow across the airport. YVR also continues to explore robotics with B.C.-based innovators like A&K Robotics, piloting practical solutions that improve efficiency while supporting local innovation.
“Aviation and technology don’t just need more women; they need our perspectives, our experiences, our resilience, and our energy”
Danielle concludes with some invaluable advice for the next generation of women aspiring to leadership roles in aviation and technology: “Know that there is space for your voice. Being a woman is powerful – look at all we accomplish simply by existing and sharing our light in the world. Aviation and technology don’t just need more women; they need our perspectives, our experiences, our resilience, and our energy. I led a team while almost 9 months pregnant and women do this all around the world every single day – tell me we’re not resilient! Stand firmly in your values, even when the room feels unfamiliar. Leadership is not about fitting into a box, it’s about bringing clarity, conviction, and authenticity. Lead with joy and have fun along the way. It builds upon that resilience and draws others toward your vision. Find mentors and allies who champion you – and be that person for someone else (this part is so important). Careers are rarely linear, and that’s a gift. The unexpected turns often become your greatest strengths. Lift others as you rise. True leadership creates pathways for those who come next. And in this moment when our shared global humanity feels strained, choosing to support one another – with empathy, courage, and solidarity – is one of the most powerful things we can do.”
Find out more about the FTE Digital, Innovation & Startup Hub >>Clare Josey, Senior Director, Passenger Services, RAVE Aerospace
Clare Josey, Senior Director, Passenger Services at RAVE Aerospace, started her career in media and content distribution, which provided a deep appreciation for how audiences engage with content and how to leverage technology to maximise the experience. Inflight entertainment and connectivity (IFEC) brings content, technology and service together in a highly complex, customer‑driven environment. “Across roles at BBC Worldwide, Rockwell Collins, Thales, Spafax, and now RAVE Aerospace, I’ve focused on turning airline needs and emerging capabilities into meaningful passenger solutions,” Clare begins. “What draws me to innovation leadership is the challenge of balancing creativity with practicality – delivering experiences that genuinely improve the journey for passengers while working within the realities of airline operations.”
“Diversity of perspective results in stronger, more innovative outcomes”
Clare shares that, from her perspective, aviation has made progress towards gender equality, particularly in giving women greater visibility in customer experience, commercial, and innovation roles. “I’ve also found it really encouraging to see more women coming through in engineering and software development, helping shape the technology that underpins the passenger experience. That said, representation still drops off at the most senior and technical leadership levels. To truly accelerate progress, the industry needs stronger sponsorship and a more deliberate commitment to inclusive leadership at the top.”
At times, being one of the few women in technical or innovation‑focused discussions has meant navigating different communication styles. “I’ve often found myself providing more context before getting to the punchline – taking time to question assumptions and fully explore what we’re trying to achieve and why,” Clare explains. “While that approach can take longer, it frequently leads to more comprehensive and durable solutions. I’ve consistently seen that diversity of perspective results in stronger, more innovative outcomes. When teams are willing to slow down, listen, and challenge long‑held assumptions, the solutions ultimately become more effective for the passengers we’re designing for.”
“Successful innovation is about applying emerging technologies thoughtfully”
Fostering a culture of innovation in aviation starts with creating space for curiosity, even within a highly regulated and operationally complex environment. “I encourage teams to focus first on the why – what problem we’re really trying to solve for the airline or the passenger – before jumping to solutions,” Clare says. “That helps innovation feel purposeful rather than risky. Equally important is psychological safety; it’s important to create an environment where people feel comfortable challenging assumptions, sharing early ideas, and learning from what doesn’t work. In aviation, innovation rarely means breaking the rules – it means working collaboratively across engineering, operations, and commercial teams to find smarter, more passenger‑centric ways forward. When people understand the constraints and feel empowered within them, innovation becomes both achievable and sustainable.”
In her current role, Clare is focused on initiatives that bring together digital capability, content, and service design to create a more seamless and engaging passenger journey. “This includes evolving inflight digital platforms to better personalise the experience, making content and services more intuitive to discover and easier for airlines to manage operationally,” Clare explains. “A key theme across everything I’m working on is integration – connecting technology, data, and partnerships in a way that simplifies complexity for airlines while giving passengers more choice and relevance. Rather than innovation for its own sake, the goal is to deliver solutions that are scalable, operationally practical, and genuinely improve how passengers experience their time onboard.”
Technologies like artificial intelligence (AI), automation, and the Internet of Things (IoT) are increasingly shaping the RAVE Aerospace innovation roadmap, particularly in how it personalises the passenger experience and simplifies operational complexity for airlines. “AI has strong potential in areas such as content discovery, personalisation, and decision support, while automation and connected systems help improve reliability, scalability, and efficiency across the onboard ecosystem,” Clare shares. “When it comes to prioritising, I believe the focus should be less on the technology itself and more on the problem it’s solving, considering whether a new capability meaningfully improves the passenger journey, integrates realistically into airline operations, and can scale across fleets and markets. In a highly regulated industry like aviation, successful innovation is about applying emerging technologies thoughtfully – where they deliver clear value today, while building a foundation for what’s possible tomorrow.”
“Stay curious and build confidence in your perspective”
Clare concludes with some invaluable advice for the next generation of women aspiring to leadership roles in aviation and technology: “My advice would be to stay curious, build confidence in your perspective, and don’t wait until you feel ‘ready’ to put yourself forward. Aviation and technology need leaders who can connect people, systems, and experiences, so lean into skills like collaboration, communication, and strategic thinking alongside technical knowledge. Seek out sponsors as well as mentors – people who will advocate for you when you’re not in the room. And finally, don’t underestimate the value of your different viewpoint; it’s often that perspective that drives the most meaningful innovation.”
Inclusive leadership as a catalyst for transformation
As the insights from leaders at Schiphol Group, Star Alliance, Charlotte Douglas International Airport, Aeroporti di Roma, Vancouver Airport Authority and RAVE Aerospace make clear, innovation in aviation is no longer defined solely by infrastructure or technology – it is defined by leadership. The ability to deliver seamless, data-driven and passenger-centric journeys depends on inclusive teams that bring diverse perspectives to complex operational and digital challenges. As the industry continues to reimagine the end-to-end travel experience, advancing gender equity must be viewed not as a parallel initiative, but as a strategic enabler of transformation. On International Women’s Day, the message for the air transport community is both timely and practical: cultivating diverse innovation leadership today will shape a more resilient, efficient and passenger-focused industry tomorrow.
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International Women’s Day 2026: Female leaders driving the next era of passenger experience innovation
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