French Bee, France’s low-cost long-haul airline, appointed Christine Ourmières-Widener as its new CEO last summer, marking a significant milestone as she became the first woman to hold the position at the airline.
With 35 years of industry experience, including senior roles at TAP Air Portugal and Flybe, Ourmières-Widener brings extensive knowledge and a fresh perspective to French Bee.
Photo: Courtesy of Enrique Perrella
Upon her appointment, she said: “I am honoured to join the French Bee team and take France’s leading low-cost leisure travel airline to new heights, particularly in the US leisure travel market where we are seeing strong demand.”
As the French leisure airline continues to make its mark on the transatlantic market, Ourmières-Widener’s leadership is well positioned to lead the airline through its next phase of growth and innovation.
Business traveler sat down with her to discuss the challenges she has faced, the lessons she has learned, and her vision for the future of French Bee.
BT: Hi Christine, nice to see you again. You have worked at four very different airlines – two regional carriers, two network carriers and now a low-cost/long-haul airline. What would you say are the most striking differences you have faced and how have they prepared you for your role at French Bee?
French Bee’s business model is unique and stands alone in a market where few competitors offer the same combination of low-cost and long-haul flights from Paris to our selected destinations. While the challenges are significantly different – particularly in terms of customer experience and route management – the fundamentals such as safety standards, processes and cost efficiency remain comparable to those of traditional airlines.
My previous experience has been invaluable in identifying synergies and opportunities, implementing new processes and teams, and driving further growth of the company.
BT: What were the biggest challenges and rewards when you joined French Bee?
Competing with major airlines is a big challenge, especially on American routes where the market is well established, but the feedback we receive from our passengers is incredibly rewarding.
Many are excited that long-haul flights are now more accessible, allowing them to visit friends and family more often or conduct business without excessive costs. It’s a demanding role, but knowing that we’re making a difference in people’s lives is what keeps us – and me – going.
BT: When new presidents take office, they often present an initial 100-day plan. What was your plan when you joined French Bee, and have you achieved your goals?
My top priority was to observe and learn from the team, both management and on-site employees. I was fortunate that my predecessor, Marc Rochet, duly took over the reins and provided valuable insights that guided the company’s continued growth.
My goals included finding synergies, optimizing processes to increase efficiency, and fixing any potential problems.
Photo: Courtesy of French Bee
Our efforts seem to be paying off, as we were able to report positive results at the end of 2023, and despite industry-wide challenges such as supply chain issues and declining traffic, 2024 looks promising. I am also focused on balancing growth and performance with the human dimension.
In the aviation industry, it is critical to manage four key pillars: the customer, product positioning, team dynamics and financial health. To achieve long-term success, all four must be carefully addressed.
BT: French Bee is seen as a low-cost, no-frills long-haul airline. Has this perception changed in any way since you took over as CEO?
One should not assume that a low-cost airline’s reputation is negative. People who know French Bee generally have a positive opinion, and those who don’t know us are simply unaware of what we offer.
We are not a typical low-cost airline – perhaps because we are a French company and the expectations of service are different here. Our customers are diverse and range from families who want to travel all the time to price-conscious entrepreneurs and students looking for good deals.
Photo: Courtesy of French Bee
We have worked hard on our brand and positioning and the results are promising. Passengers are beginning to understand that we offer affordable yet comfortable travel.
Our brand continues to evolve and we invest in improving our customer service, onboard offerings and the overall customer experience.
French Bee is now eight years old and we are moving from a “startup” mentality to a more mature phase where we are thinking about what works and what doesn’t. It’s an exciting time.
BT: The transatlantic market is considered one of the most difficult and demanding in the world. Many low-cost carriers that have tried to enter this market have failed. What sets French Bee apart from other low-cost carriers and established traditional airlines and makes it a better candidate for coexistence with other low-cost carriers and established traditional airlines?
You are right – the transatlantic market is extremely demanding. There are already several competitors, but our offer is different from that of the major airlines.
Travel behavior is changing. Travelers today are more interested in flexible, affordable options than sticking with an airline just for the loyalty points. These behavioral changes are one of the reasons why we partnered with ENAC (Ecole Nationale d’Aviation Civile) and launched the Chair Travel initiative. The goal is to understand these trends so we can better adapt our services.
Photo: Courtesy of French Bee
When comparing our model with other airlines such as Norwegian or Air Transat, it becomes clear that success – even for a low-cost airline – depends on routes, fleet management, cost control and customer experience.
There is definitely room in this market for players like French Bee, Air Transat and JetBlue to challenge the dominance of established airlines.
BT: Based on your experience with an airline with a strong network, would you expect French Bee to collaborate with other airlines through codeshare, interline or frequent flyer programs?
French Bee already has a codeshare agreement with Air Caraibes and we have interline agreements with several other airlines, including Alaska Airlines, Air Corsica, Air Algerie, Chalair, Air Austral and French Railways (SNCF).
We are definitely exploring more partnerships, so stay tuned. We are not ruling out a frequent flyer program, but it is not our focus at the moment. Our strategy is to offer a la carte options with the lowest prices and optimal convenience. This approach keeps our customers coming back, without the need for a traditional rewards program.
BT: So far, French Bee flies to New York, Miami, San Francisco and Los Angeles in the US. Are you satisfied with these four cities or do you think there is room for a fifth destination?
There is always room for growth. We recently announced that we will be opening a route to Montreal next year, so that is what we have been focusing on. However, we are always looking at potential opportunities in the North American market.
It’s an area with a lot of potential, but we’re moving cautiously and carefully. We’ll focus on getting Montreal up and running before we plan our next move.
BT: Back in 2019, former CEO and founder Marc Rochet told me that French Bee’s best selling point was its energetic, friendly and young crew. Is that still the case today?
Marc was absolutely right. The energy and friendliness of our crew remain our main selling points. This is the feedback we receive most often from our passengers.
We carefully recruit passionate people who really enjoy the routes we offer. Once passengers experience our service, they love it.
BT: What would be your message to women to promote what you do, your job?
Historically, the aviation industry has had few women in leadership positions, but I want to tell you that this profession – and this industry – is incredibly exciting.
There is always something going on, be it due to geopolitics, security concerns or weather events. Even though the situation for women in the industry is improving, there is still a lot of work to be done.
BT: Where will we see French Bee in 10 years?
I see French Bee growing significantly, with more aircraft, more routes and the same great teams.
We are on track to achieve these goals and we want to become a real habit changer, convincing even more people to adopt our way of flying. On a broader level, I believe our industry will play a critical role globally.
By enabling travel, we help people expand their horizons, embrace differences and promote understanding. Our industry is a vehicle for freedom and peace.
