Five months into his role, Nick Diesel, Virgin Atlantic Cargo’s recently-appointed Managing Director, is looking to bring his experience from leading the team through post-pandemic recovery to support the carrier throughout turbulent economic conditions and global supply chain disruptions.

“I’ve been with Virgin Atlantic for about ten years, but I’ve only been in this particular role for five months, I’m still learning ,” Diesel told Air Cargo Week. “During my time at the airline, I’ve gained broad experience across a number of departments, which I think has helped me in this new role.

“When the pandemic hit, we had to pivot quickly. We were operating in what seemed like a temporary crisis, but it turned out to be something much longer-lasting and more disruptive,” Diesel shared.

“The biggest lesson I learned during that time was that you can never predict what’s around the corner and so need to focus on what you can control. You can have your best estimates, but it’s crucial to keep plans flexible and simple so we can quickly adapt.”

This adaptable mindset has proven crucial in the current environment. “In the cargo world, we’re fortunate to be a smaller operation compared to some of the larger players,” Diesel noted. “This allows us to be more agile and try out new solutions that can drive improvements. We have a fantastic team, and the pace of technological advancement is exciting for us. We’re actively looking at business automation and exploring tools that will help us move more efficiently and stay ahead of the curve.”

Prepared for unpredictability

Despite the current challenges, Diesel sees the airline’s ability to innovate, adapt, and build strong relationships with its team and customers as key factors for long-term success.

“The landscape is changing rapidly, and we’re exploring everything from automation in back-office functions  to dynamic pricing strategies. There’s a lot of potential here, and I think we’ve only scratched the surface. Over the next few months, I’ll be focusing on understanding how we can use these tools effectively to better serve our customers and further improve our operations,” Diesel expressed.

“The political climate, and global supply chain disruptions are definitely a significant influence on everything we’re doing, but we’re focused on staying flexible and continuously improving,” he said. “I’m excited about where we can go from here, and I have confidence that our team will continue to rise to the occasion.”

Potential through passenger travel

With its position as a belly-hold cargo operator, Virgin Atlantic’s extensive passenger network provides significant advantages but also presents certain operational challenges.

By leveraging this network, the company can bring cargo directly into major city locations and key destinations, maximising available capacity on flights that would otherwise be empty. However, to make this work, there’s a delicate balance to strike—ensuring that both passenger demand and cargo opportunities are optimiSed without compromising profitability on either side.

“There are two main components to this,” Diesel explained. “First, how do we maximise the opportunity with the existing network? And second, how do we shape the strategic direction of Virgin Atlantic to ensure that cargo has a strong voice in decision-making?”

“We’re fortunate to have senior leaders with extensive cargo experience and so we understand the contribution cargo makes to Virgin Atlantic’s financial performance.

“We’ve also made a significant shift by framing our cargo team as the ‘fourth cabin’ at Virgin Atlantic, alongside economy, premium, and upper class,” Diesel revealed. “This shift has helped us highlight the value that cargo adds to our network, positioning it as a key part of Virgin Atlantic’s offering, alongside our holidays and loyalty programmes. This approach has given cargo a stronger, more prominent role.”

Speedier set up

The quick ramp-up time for cargo compared to passengers is another significant advantage for Virgin Atlantic Cargo. While the booking window for passenger flights can extend up to 18 months, cargo bookings tend to have a much shorter lead time—often just two weeks. This shorter booking curve allows Virgin Atlantic Cargo to assess and capitalise on new opportunities in emerging markets more swiftly.

“This makes it easier to quickly assess cargo opportunities in new markets,” Diesel explained. “We’re about to wrap up our plan, which outlines our strategy through 2025, and we’re already preparing for the next strategic plan for 2030.

“What’s been really positive is the opportunity to influence the selection of potential markets early on. We’re able to input directly into the process, suggesting markets based on customer demand, rather than having the passenger network team come to us later with potential routes.”

“We’ve also made a significant shift by framing our cargo team as the ‘fourth cabin’ at Virgin Atlantic, alongside economy, premium, and upper class,” Diesel revealed. “This shift has helped us highlight the value that cargo adds to our network, positioning it as a key part of Virgin Atlantic’s offering, alongside our holidays and loyalty programs. This approach has given cargo a stronger, more prominent role.”

A notable example of this alignment in action is Virgin Atlantic’s expansion into markets like India, where cargo has played a critical role in supporting the profitability of these routes. As geopolitical situations shift, particularly in regions like the Red Sea, the cargo division’s performance has provided a boost to the airline’s growth in new markets.

“ Cargo is able to reach maturity much quicker in new markets, playing a key role in supporting route profitability,” Diesel shared.

Internal collaboration

To capitalise on the full scale of opportunity in the industry, Virgin Atlantic Cargo is focused on optimising its operations through closer teamwork with its different departments, with Diesel having prioritised engagement with staff and customers across the network during his first months in the role.

“It’s been fantastic to meet our teams and customers. Most of the feedback has been very positive, which is always great to hear,” Diesel remarked. “We’re committed to ensuring that our people are empowered, supported, and clear on their roles, especially when facing challenges. This level of communication and support is what makes us stronger as a team.”

Drawing from his time working in finance and data , Diesel presented a unique perspective on how Virgin Atlantic Cargo can adapt to economic challenges: “My experience in financial planning and procurement has been invaluable in this role. I’m constantly learning from my colleagues, including a number of people in our senior leadership team who have vast experience in cargo. Together, we’re focused on staying on track and making the right decisions for the future.”

Serious about sustainability

Sustainability is no longer just a buzzword but a core principle that influences nearly every aspect of operations, from fuel sources to fleet management, and even local facility practices.

“We were really excited about the success of our 100 percent Sustainable Aviation Fuel (SAF) flight, which was a huge milestone for the airline,” Diesel shared. “What’s often not mentioned is that we also carried cargo on that flight—not just people.

“We worked closely with key customers to make it happen, and the key message we wanted to convey is that if enough SAF is produced, we will fly it. That’s the point we’re driving home:the barrier is not operational it is one of price and scale”

The 100 percent SAF flight marks just one part of Virgin Atlantic’s broader strategy for sustainability. Diesel explained that there are two main areas the airline is focusing on to reduce its environmental footprint: the fleet and the fuel.

“82 percent of our aircraft are next-generation, averaging 6.9 years old, and by 2028, once all of our 16 A330neos arrive, we will be 100 percent next generation,”Diesel revealed. “While much of the conversation around sustainability focuses on future innovations, we’ve already made substantial progress in terms of fleet renewal, which has led to significant reductions in emissions.

“SAF production needs to scale, and that’s something we’re advocating for on a government level,” Diesel explained. “We’re supporting efforts to ensure that both the pricing and the supply of SAF are sustainable in the long term, so airlines have the certainty needed to plan for a future that’s both greener and more cost-effective. And the support of our Cargo customers is of vital importance, they are major purchasers of Sustainable Aviation Fuel Certificates (SAFc) and their contribution to the SAF we buy helps to reduce their carbon footprint, support the growth of SAF, and achieve their sustainability goals”.