Just over half a year on since AERION’s launch (CFG reported), and the unique concept of a ‘collective profit engine for air cargo’ has gained significant traction. For the first time, the air cargo industry is being offered access to a complete, modular spectrum of air cargo support, service and solutions for every aspect of air cargo commerce; one that supports air cargo stakeholders in realizing their full potential.
In Amsterdam, on 20NOV25, CargoForwarder Global (CFG) sat down with Adrien Thominet, Chairman of AERION, to discuss the organization’s journey, its industry reception, and the future of air cargo.
From Launch to Lift-Off
Reflecting on AERION’s first half-year, Thominet shared: “Everything has unfolded perfectly as planned. The timing of our launch at Munich’s transport logistic/Air Cargo Europe 2025 was ideal, even though we deliberately avoided making a splash straight away, as the concept itself is rather big. We initially focused on AERION’s consultancy and advisory activities, and structuring all the entities under the AERION umbrella.”
The market response has been interesting. “Many airlines approached us for consultancy and audits. Our aim is to show that AERION is a commercial holding that is not only a one-stop shop, but a genuine partner that can help airlines bridge sales and technology. Any investment in CargoTech solutions, for example, is immediately converted into sales, so airlines are not simply buying a tech tool, but also the expertise and around it. By integrating IT and sales, we can show instant gains, and we can bring in specialized expertise in areas like pharma, mail and e-commerce,” Thominet explained.
He added: “We guarantee success for the airlines in our portfolio, swiftly delivering on our promises. We want to develop and show that AERION is a solid solution with tangible business results and proven use cases”.
Industry reception and new partnerships
Asked about AERION’s acceptance in the industry, Thominet observed: “A key part of our work is defining digital transformation for airlines. Even (and particularly) those with limited tech budgets can benefit from our cooperative approach – we integrate technology and drive business in other areas of their company, too. It’s a pragmatic partnership that guarantees commercial benefit”.
He noted a “snowball effect” as the customer base grows. “We already have five or six concrete customers and a promising pipeline with several major airlines. Our GSAs [ECS Group and Global GSA Group] and CargoTech are performing exceedingly well on their own and, at the same time, they are also promoting AERION”.
Strategic partnerships and future focus
“The real advantage of AERION is our mix of technology and commercial solutions. Airlines perceive less risk because they can see the benefits of our tech tools from within our organization. CargoAi, for example, is gaining market share daily compared to standalone platforms like WebCargo and cargo.one. Airlines appreciate the integrated solutions. Today’s GSA model cannot sustain itself independently. AERION offers access to more modern, global GSA solutions as well as a digital transformation strategy – just two products in our extensive portfolio which focuses on and aims to reflect the structure of a major airline: commerce, technology, and network.”
AERION’s plans for 2026 include investing in technology tools and start-ups, further developing its TCM product on the operational side, and continuing to diversify. Pharma expertise was launched in 2025. Other specialization areas are to follow in the coming years.
Opportunities and challenges in air cargo
When asked about the greatest opportunities in air cargo today, Thominet was clear: “The industry must continue its transformation – we’re really only at the beginning. There’s a need for more data, transparency, and to attract new generations by offering modern career paths, not just aircraft models. We’re committed to developing our own staff and giving younger people high-level opportunities. Retaining and attracting talent won’t happen through old stories – modernization is essential.”
However, transformation is often met with hesitation. “People are afraid; it’s like having one foot on the accelerator and one on the brakes. While there are many new airline managers strongly driving transformation, the industry is still cautious. Digitalization is only just taking off, and without Covid, we probably wouldn’t even have reached this point. There are also generational and entrepreneurial gaps, and financial constraints mean airlines aren’t investing enough in cargo.”
What to invest in?
Picking up on those financial constraints, CargoForwarder Global wanted to know what an airline should select if its budget is restricted to focusing on just one of the following areas: Sustainability, Digitalization, Network Expansion, People? Thominet replied: “Strategically, the focus should be digital, but pragmatically, it’s staff. The only real asset I have is my team – we care for them deeply, and without them, the company wouldn’t exist. Staff are more valuable than anything else.”
He was also optimistic about the role of AI: “AI will change things and, I hope, accelerate productivity. If my legal department uses AI to read contracts and it can highlight issues in an hour – that’s cost efficiency. AI isn’t about replacing staff, but about boosting productivity and efficiency.” As AERION pushes forward, its blend of commercial acumen and technological innovation is set to steer the air cargo sector into the future.
