Gareth Owen: New Head of Business Development

Introducing Gareth Owen, Airways International’s new Head of Business Development who’s responsible for driving the strategic growth of AIL’s products and services. 

Gareth previously worked with Airways from 2012 to 2016, and returns with a wealth of global experience across aviation, energy and international development. 

In this Q&A, Gareth shares insights into his journey, what drew him to Airways International, and his vision for the future of business development.   

Welcome back, Gareth! What inspired your return to Airways, and what excites you most about rejoining the team?  

After nearly nine years with World Vision, I was seeking a New Zealand-based role with global reach in a sector that interests me. This role felt like a great fit, and after meeting the interview panel, I was excited to join and help grow Airways International Ltd (AIL), the commercial arm of Airways.

You’ve had a diverse career across aviation, energy and international development. How have these experiences shaped your approach to business development?  

I’ve been fortunate in my career to work across diverse sectors which has shaped how I approach strategy, planning and growth. These experiences gave me a broad perspective, from high-growth to low-risk environments, and from structured systems to adaptive models. 

I’ve also lived and worked in Australia, China, and the UK. In my most recent role as Global Director at World Vision, I led teams across Asia, the UK, and the U.S. With $3.2b USD income from 30 countries, success relied on understanding and respecting regional and cultural differences to effectively drive change.

What does your role involve, and what are your key priorities in the months ahead?

In this role I’m responsible for driving the strategic growth of AIL’s products and services across domestic and international markets, maximising their impact and growing market share.   

With a niche brand in a competitive market, it’s crucial to leverage our strengths. I’m also eager to meet existing and prospective customers, to further understand the challenges they face and the dynamics shaping our industry right now. It’s these insights from customers that will help us to evolve our offerings and continue to deliver solutions that truly address our customers’ needs.

How do you see Airways International evolving in the global aviation landscape, and where do you see the biggest opportunities for growth?

We’re at an exciting point of change, where we need to sharpen our strategy and focus on high-value, sustainable opportunities that align with our strengths. We’re currently reviewing the global market with input from both external and internal experts to better understand where to focus our efforts. 

It’s important that we assess how to best serve our customers and where our product mix delivers the strongest return. I want to be guided by data and expert insights, then shape a collective vision for the future.

You’ve led teams across the globe — from New Zealand to the UK and beyond. What leadership lessons have stayed with you throughout your journey?

I’ve had some great managers and have seen how leadership can drive impact globally. For me, it comes down to trust and clarity. A model I’ve often used – most recently in Japan – is Patrick Lencioni’s 5 Dysfunctions of a Team. It’s a simple but powerful framework that builds trust, encourages healthy challenge, and drives collective ownership for high performance. 

I’ve seen dysfunctional teams turn around to achieve record growth and engagement using this approach. It’s great to see AIL already embracing many of these principles—it’s encouraging to join a team with that mindset.

What do you think sets Airways International apart when it comes to building strong relationships with customers and stakeholders?

It comes down to our people – skilled, experienced and committed. As a New Zealand company, we have a global reputation for a positive, ‘can-do’ attitude built on decades of innovation and loyalty. But as a former Airways CEO once said, “we’re only one incident away from change.” We must stay authentic and keep our promises.

You’ve worked in both commercial and operational roles at Airways before. How does that experience influence your perspective today?

Airways is a complex operation led by highly skilled people. My ATC operations experience gave me an understanding of the expertise and challenges, which I hope to bring to my new role – especially involved with projects within resource limits and meeting customer needs. 

I have a deep appreciation for the expertise and excellence that Airways New Zealand brings as AIL’s largest customer, and I hope my existing relationships will support our continued delivery of outstanding service to Airways.

Finally, what message would you like to share with aviation industry colleagues reading this, as you step into this new chapter?

I’m excited to be back at Airways and I look forward to meeting all of our customers over time.