Air India taps former Ethiopian Airlines chief Tewolde Gebremariam as CEO
Air India has appointed former Ethiopian Airlines chief Tewolde Gebremariam as its new chief executive officer and managing director, replacing Campbell Wilson.
Air India announced today that it has completed a global search and appointed Tewolde Gebremariam, the former chief executive of Ethiopian Airlines, as its new chief executive officer and managing director. The change arrives at a moment when the carrier is wrestling with deep‑seated financial losses, safety investigations and a fleet‑modernisation push, making the leadership swap a litmus test for the airline’s next growth phase.
Gebremariam, who steered Ethiopian Airlines from a regional fourth‑largest carrier to Africa’s largest aviation group, will replace Campbell Wilson, who oversaw Air India’s initial post‑acquisition stabilisation. The board’s decision, announced by Chairman N. Chandrasekaran of Tata Sons, marks the start of what the group describes as a “critical execution and expansion era.”
"On behalf of the Board, I am delighted to welcome Tewolde to Air India. Having completed the initial phase of stabilisation, integration and fleet commitments under Campbell's guidance, Air India is now entering a critical execution and expansion era. Tewolde’s track record in building one of the world’s most efficient and profitable airline groups makes him uniquely suited to lead Air India."
N. Chandrasekaran, chairman, Tata Sons, via Hindustan Times
"It is a profound honour to be entrusted with leading Air India at such a historic moment in its journey. Air India carries an incredible legacy, and the opportunity to build a world‑class global airline that reflects India’s extraordinary economic potential is uniquely exciting."
Tewolde Gebremariam, incoming CEO, via Hindustan Times
Gebremariam’s résumé includes a decade‑long tenure at the helm of Ethiopian Airlines, during which the airline’s annual revenue surged from $1 billion to $5 billion, net profit reached $1 billion in 2022, passenger numbers leapt from 3 million to 12 million, and its fleet and workforce expanded dramatically. He also accumulated a suite of accolades, ranging from the ICAO International Award for Excellence in Aviation (2018) to being named among the “Top 100 Most Influential Africans” by New African Magazine.
For Air India, the appointment coincides with a series of operational challenges highlighted by the Economic Times. A recent turbulence incident on a Phuket‑Delhi flight left twelve occupants with injuries and triggered a Directorate General of Civil Aviation (DGCA) probe. The carrier also reported a net loss exceeding ₹22 000 crore in the fiscal year ending March 2026, with a provisional first‑quarter loss topping ₹1 200 crore. Fuel price spikes, airspace restrictions and lingering legacy systems have compounded the financial strain.
Beyond new aircraft, Air India is extending its reach through codeshare and partnership agreements. A fresh codeshare with Azerbaijan Airlines will allow Air India's flight numbers to appear on daily Baku‑Delhi services, while a memorandum of understanding with Saudia aims to deepen cooperation, including potential terminal co‑location and loyalty‑programme integration. Air India Express, the low‑cost arm, will roll out flights to six new Indian cities on 1 September 2026, expanding its domestic footprint to 48 domestic and 16 international stations.
In the broader corporate context, Tata Sons’ chairman reiterated that the airline’s revival will span five to ten years, citing supply‑chain bottlenecks, legacy technology, and talent development as core hurdles. The group’s willingness to invest in loss‑making businesses, including Air India, reflects a longer‑term vision of positioning the carrier as a “source of national pride” and a pillar of India’s hub‑and‑spoke ambition.
Key milestones under Gebremariam’s watch
| Date | Event |
|---|---|
| 1 September 2026 | Air India Express begins service to six new Indian cities |
What to watch next
- Regulatory developments around safety oversight, given recent technical defect alerts and the FAA door‑assist directive.
Gebremariam inherits an airline at a crossroads: a carrier that has recently endured a wave of safety incidents, market‑share erosion and a sprawling loss ledger, yet also holds a legacy brand that commands deep public affection. By leaning on his record of scaling Ethiopian Airlines into a profitable global contender, he faces the task of converting Air India’s extensive domestic network and nascent international ambitions into a sustainable, profit‑generating operation.
