Sarosh Bhatti

Director Corporate Planning & Performance, City of Medicine Hat.

1) Data and Analytics – In the world today, data is probably the thing that matters most. It can tell you before the airplane’s brakes fail, or can predict the onset of a natural disaster. Data exposes inefficiencies and disadvantages. It reveals truths about our habits and what we might do next. It opens windows into opportunity, while offering a glimpse into the future.

2) Corporate Planning – Corporate planning is the process by which organization create strategies for meeting business goals and achieving objectives. It involves strategy definition, strategy direction, and resource allocation. Corporate planning ensures that business operations are orderly and that the team works towards the same goals.

3) Business Forecasting – Forecasting helps organization guide strategy and make informed decisions may that be financial, operational, or strategic. Having a long-term forecasting model helps in evaluating how the decisions of today will impact our future generations, and what we need to do today to mitigate future challenges.

4) Enterprise Risk Management – We live in an increasing complex world and one of the results of that complexity is that a number of organizations are surprised when risks emerge with significant impact to the organization. Enterprise risk management is a holistic, disciplined approach to identifying, addressing, and managing an organization’s risks. ERM looks at risk management strategically and from an enterprise-wide perspective.

5) Project Management Office – Each year organizations undertake millions of dollars of project. A project management office (PMO) helps the organization ensure that projects are completed on time, on scope, on budget and the organizations realizes the value from these projects.tor Corporate Planning & Performance, City of 

Director, Analytics & Service Management, Edmonton International Airport

My current role at Edmonton International Airport involves managing many diverse aspects of airport operations. I am responsible and accountable for managing information as a corporate asset to deliver business insights that improves decision making across the company and generates incremental business value and new opportunities through digital innovation. At their core, my responsibilities revolve around leveraging data to accelerate business recovery during and after the COVID-19 pandemic. This includes our own data that I have led the organization through collecting, interfacing, storing, processing, and analyzing; as well as data of external stakeholders, such as airlines, cargo operators, freight forwarders, travel agents, regulatory bodies, and tourism authorities. This enables the organization to make data-based decisions, investing resources in areas and strategies that create the most value. Additionally, I consult on internal business cases to ensure their outcomes align with the KPIs we have set as an organization, and I ensure optimal usage of our critical assets through analysis and forecasting.

Director, Business Intelligence & Corporate Strategy, Edmonton International Airport

After successfully initiating a commercial analytics program, and as the organization saw the value this added to our core business, I was given the additional responsibility to set up a business intelligence division. Core deliverables were implementing deeper operational analysis, human resources analysis, competitive analysis, financial analysis and forecasting, and ensuring organizational decision-making was based on sound data and analysis. In this role, I initiated many new projects, including developing short-, medium-, and long-term roadmaps for the airport’s data and creating new strategic reporting tools alongside the executive management team to measure organizational success. The resulting balanced scorecard is still used to this date, and has been praised by both executive leadership and the Board of Directors. I was also given the additional portfolio of strategic planning, In which I carved out a five-year strategic plan for the organization, beginning with a business environment assessment (PESTEL & SWOT analysis), then facilitating workshops, compiling the plan, and getting it approved. This roadmap set the stage for the airport’s growth and sustainability, including key organizational outcomes, projects, financial plans, risk assessments, and balanced corporate scorecard.

Director, Commercial Analytics & Planning, Edmonton International Airport

When I began my career with Edmonton International Airport, I was responsible for enhancing the airport’s revenue generators (air service, real estate, concessions, parking, and ground transportation) through strategic analytics and business planning. I brought innovative technologies to the organization to help manage data and better inform business decisions including unique dashboards and analytical reports for each department. I also led the development of air service analytics, which formed the foundation of business cases to attract new airlines and increase service with existing partners.

Airline Relations Manager, Abu Dhabi Airports Company

In Abu Dhabi, I managed complex stakeholder relations with airlines, regulatory authorities, and travel and tourism organizations, optimized non-aeronautical revue opportunities, and looked after air services development and planning for 5 airports in the Emirate of Abu Dhabi.

I introduced a scientific approach to air service development, alongside advanced analytics; through this approach I was able to attract 10 new international airlines in 5 years and added 35% capacity to the network. I also led a number of key initiatives for the company, such as: the commercial lead for planning of a new 40 million passenger terminal (the largest single terminal in the world); the lead evaluator of the viability of a new low-cost carrier (LCC), which led to the formation of a new LCC currently based out of Abu Dhabi; and the airport lead for the Department of Transportation, ensuring that all foreign airlines have the adequate rights and approvals in place for smooth operations.

General Manager, Network Strategy & Business Development, Airblue

As a member of the founding management team of the airline, I helped build it from the ground up, beginning with the business plan, securing all regulatory approvals, developing shareholder relationships, acquiring the entire $13 billion aircraft fleet, setting up all domestic and international stations, and ensuring profitability in the Middle East, South Asia, and Europe. I was responsible for developing the airline’s short- and long-haul networks, digital transformation, joint ventures with other airlines, and for creating a competitive edge for the organization by continuously pursuing expansion. I led the airline to be the first in Asia to adopt e-ticketing, the first airline to be 100% paperless, and the first airline to use advance check-in technologies. I also successfully negotiated and implemented sales and purchase agreements (SPAs) with 25 global airlines that were responsible for approximately 30% of Airblue’s total revenues.

Manager, Corporate Strategy, Fleet Planning & Business Development, Aero Asia

In my second position with Aero Asia, I was accountable for more strategic aspects of the airline’s operations. I developed long-term (5-10 year) fleet and network plans to optimize the airline’s operations and return on investment. To further expand our network, I designed and implemented promotional campaigns and coordinated capacity expansion and revenue-generating opportunities with domestic and international stations. In this role, I was fully accountable for monitoring revenue trends and seat bookings and for ensuring the appropriate sales efforts were in place to optimize revenue. I also built numerous relationships with government and other non-aviation organizations, as well as forged alliances with airlines through Special Pro-Rate Agreements (SPAs). I was responsible for driving the ISO-9002 standard and successfully getting various departments certified, including engineering, catering, commercial, and training centre.

Deputy Manager, Planning & Operations, Aero Asia

After American Airlines, I transitioned to my first planning and operations role, which would set the stage for the rest of my career path. As Deputy Manager, I actively managed daily aircraft rotations to meet changing demand and the needs of internal and external partners. I reviewed and advised on fleet plans on both dry and wet leases. I also developed plans to ensure that all airport slots are approved prior to the start of the International Air Transport Association (IATA) scheduling season, streamlining the process. In this role, I also gained an appreciation for customer relation management (CRM), and conducted CRM courses for cockpit and cabin crews, earning an accreditation as a Certified CRM Facilitator.

Flight Safety Analyst, American Airlines

In this role, I was responsible for analyzing safety incidents, reviewing potential risks, and recommending strategies and actions to prevent incidents from occurring. I scrutinized previous incidents using a Corporate Event Reporting System (CERS) and analyzed the resulting data to produce risk-prevention measures. Working for the world’s largest airline by fleet size, passengers carried, and revenue passenger mile was an incredible learning experience and reinforced my love for this industry.