On Wednesday, Virgin America launched service to Ft. Lauderdale from Los Angeles and San Francisco. I was invited to attend some of the festivities (awesome!), but unfortunately that wasn’t possible due to my school schedule. So, Abby Lunardini over at Virgin was able to set up an interview with their CEO, David Cush while he was on the inaugural SFO-FLL flight.
I found David’s answers to be very interesting, especially when he mentioned how many partners Virgin is planning to add next year. Here’s the interview:
So, you’re launching Ft. Lauderdale today, and yesterday JetBlue started SFO-FLL service. What would you tell a traveler trying to decide between JetBlue and Virgin?
I would tell them that they are choosing between the two highest quality airlines in the skies. The people of San Francisco and Fort Lauderdale are very fortunate to have gone from no nonstop service to competition between our two carriers in basically a single day. As an airline executive and as an avid traveler, I recognize what JetBlue and its innovative service has done for all of us. We like to believe we have taken it a step further—in addition to live TV, we have fleet wide wifi, power outlets under each seat, full meals and drinks on demand via seatback ordering and other entertainment options. We also offer premium economy and first class, something that you can’t get on JetBlue or other discount carriers.
In the end, you can’t go wrong with either, but we think we are doing something a bit different.
I know the DOT won’t be releasing third quarter financial results for a couple of more weeks, but any hints as to how the quarter was for Virgin? How are you working to maintain your cash balance?
We had a good quarter and I believe most will be positively surprised by the numbers we release—both in relative terms and in a significant improvement year over year. We are pretty comfortable with our cash balance as it stands but, of course, are conserving it on the operating level and in capital expenditures.
Recently you’ve started a partnership with South African Airways and have had a partnership with V Australia in place for a few months. How are those performing, and what’s the plan for future international partnerships?
They are both performing well. It takes time for traffic to build on these links, but they are performing ahead of plan. We plan on introducing one more this year and then 6-8 next year. (Ed. note – David later confirmed that these partnerships were “all international.”)
How many destinations might you add next year? What markets are you investigating? On a related note, what’s the fleet plan for next year?
We are looking at adding one or two destinations next year, depending on how many aircraft we add. Depending on availability of aircraft and financing, we are realistically looking at 4-8 additional aircraft next year. Chicago remains at the top of the list with Dallas or Austin near the top also.
Before coming to Virgin, you were with American for many years. Could you compare the cultures of the two companies?
The cultures are very different. American is a big, global airline and lots of history and lots of experienced employees. We are a small, scrappy startup with lots of folks new to the business. So while they have lots of experience and lots of analytical discipline, they do not have the entrepreneurial spirit, creativity or energy of Virgin America.
Many thanks to David for answering my questions!
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