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Just two months shy of its 20th birthday, Virgin Australia hands over the keys to Bain Capital.
The US-based global investment giant, anointed by airline-appointed administrator Deloitte on the back of a multi-billion dollar bid, is now in the cockpit. Bain intends to accelerate Scurrah’s own pre-pandemic plan, which he’s often described as “turning a great airline into great business.”
Some of that was set in motion as the coronavirus shockwaves hit: like shutting down the budget Tigerair arm,
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closing the New Zealand crew bases, and replacing the Airbus A330 and Boeing 777-300ER jets with a single fleet. Bain has adopted much of Scurrah’s plan and is adapting more of it to suit the times, with the necessary downsizing becoming more a matter of essential rightsizing in the face of the dramatically reshaped travel landscape. The scene continues to prove a highly fluid one. Within the space of the past 24 hours Melbourne cancelled all international flights following a surge in coronavirus infections; Queensland announced it would reopen its borders from July 10 to visitors from all across Australia except for Victoria; and South Australia abandoned a previous decision to open its eastern borders to NSW and Victoria as of July 20. Bain’s blueprint for Virgin Australia 2.0 will recast the airline as a leaner ‘value-based’ player with a dash of that on-brand Virgin flair, and straddling the middle of the market rather than entering a dogfight with Jetstar in the budget space or going head-to-head with Qantas as a full-service airline for corporate travellers.
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The airline will move to an all-Boeing 737 fleet, with far fewer planes.
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