ECS Group’s CEO JEAN Ceccaldi: “It’s our people who drive our success”

Jean Ceccaldi, CEO of ECS Group, is a man confident that the air cargo business confidence remains strong. Behind this confidence is the trust he has in ECS Group’s many teams of employees who are key to the group’s success. We asked him 15 questions to allow us to find out what drives the group’s success.

How would you assess the current state of business confidence in the air cargo industry, and what key factors are influencing market stability?

Business confidence remains solid. Despite uncertainties caused by recent political and economic developments, the air cargo sector demonstrates a unique capacity to adapt quickly in both the short and medium term. Market stability is uneven: Asia and the Middle East are performing strongly, while other regions remain more volatile. Digital transformation continues to improve efficiency, transparency, and collaboration across the supply chain. The growing integration between digitalisation and sustainability strategies is another factor reinforcing confidence, particularly among forward-thinking airlines. Lastly, air cargo volumes typically don’t disappear – they relocate or rebound. Our worldwide network helps us stay close to the flows and maintain global connectivity regardless of geopolitical shifts.

Given economic uncertainties and fluctuating global trade patterns, how is ECS Group positioning itself to maintain resilience and growth?

ECS Group is building resilience through a combination of strategic focus, human expertise, and digital innovation. We are expanding our global reach via targeted acquisitions that strengthen our local presence and network. Our commercial strategy is built to be agile and adaptable, allowing us to respond quickly to shifting market conditions.

Digitalisation is a key pillar – our collaboration with CargoTech allows us to boost performance, improve visibility, and steer sales actions more effectively through intelligent tools. Our teams are fully trained in these technologies, ensuring optimised use in day-to-day operations. But above all, it’s our people who drive our success. Their deep local knowledge, responsiveness, and commitment enable us to navigate complexity and maintain strong, trusted relationships with our airline partners. Through Total Cargo Management (TCM) solutions, we provide stable, full-service cargo operations, reinforcing our role as a reliable partner even in uncertain times.

Have you noticed any shifts in airline expectations when it comes to working with GSSAs, and how is ECS Group adapting to meet evolving demands?

Yes, airline expectations have evolved significantly. They now look for GSSAs that can combine advanced digital tools with strong human expertise. Technology is essential, but it must be paired with the right people – local experts who understand the market, adapt quickly, and deliver high-quality service. At ECS Group, we believe people are at the heart of everything we do: our teams make the difference, and our strength lies in combining their knowledge with smart digital solutions.

Airlines also look at new possible cooperation models, and we are responding by building partnerships that go beyond the traditional GSSA framework. Our collaboration with TCE, for example, brings in-depth operational supervision and quality management expertise. This approach allows us to meet evolving airline needs with greater precision, flexibility and added value.

With ECS Group’s strong presence in the GSSA market, where do you see the most promising opportunities for expansion in the next five years?

In the coming years, ECS Group sees the most promising opportunities for expansion in Africa, where we are one of the very few players actively investing and establishing a long-term presence. The continent’s growing need for reliable cargo solutions and the lack of structured GSSA competition make it a key strategic priority.

We also continue to strengthen our presence in both North and Southeast Asia, where market potential remains high and regional growth is steady. In the Middle East, where we are responding to an increasing number of tenders, we see opportunities to support carriers with our comprehensive services and local expertise.

Our expansion is always built on two pillars: a solid local footprint and strong partnerships with airlines that share our long-term vision.

Are there any particular markets or regions where you anticipate increased demand for GSSA services?

Yes – demand is clearly rising in emerging regions such as Asia, Africa, Middle East and Latin America, where airfreight volumes are growing rapidly. Trade growth in these areas requires localised, flexible logistics solutions. We also expect increased demand in regions undergoing geopolitical changes, where airlines are looking for agile partners with deep regional expertise. Furthermore, markets where fragmented infrastructure or lack of handling capabilities exist create an opportunity for us to offer Total Cargo Management services. Finally, regions where airlines are prioritising digitalisation and sustainability seek GSSAs that can match these ambitions – something ECS Group is well positioned to deliver.

How do you balance growth through organic expansion versus strategic partnerships, such as your collaboration with CargoTech?

ECS Group balances growth through a hybrid approach: organic expansion strengthens our direct presence in key markets, while strategic partnerships allow us to extend our value proposition through specialised expertise.

CargoTech is a strategic alliance that connects us with leading digital players in the industry. It gives us access to cutting-edge tools and innovation, without having to develop everything internally. Similarly, our collaboration with TCE, an independent expert in operations and compliance, enables us to reinforce service quality and efficiency on the ground.

This model – combining targeted organic growth and high-value partnerships – ensures that we remain agile, scalable and aligned with the evolving needs of our airline clients.

What challenges do you foresee in expanding your digital solutions to new markets, and how do you plan to overcome them?

One of the main challenges is the varying level of digital maturity between regions, which can delay adoption. Infrastructure compatibility and integration with local systems is another key complexity. ECS Group addresses this through a phased rollout of digital tools, tailored to each market. We provide training and onboarding for both partners and staff. CargoTech’s modular platforms allow flexibility, and our strong local teams ensure that each solution is adapted to the operational realities on the ground.

ECS Group is a leader in digital transformation within the air cargo industry. What has been the biggest challenge in implementing digital innovations at scale?

The biggest challenge has been ensuring consistent adoption across a very diverse global network. Some markets are more digitally ready than others. Integrating new tools while maintaining operational continuity is complex. We’ve invested in training, onboarding programs, and close collaboration between teams to ensure smooth implementation. Measuring ROI and operational impact is also key – we need to show clear value to drive widespread adoption. Despite these challenges, we’re making strong progress.

How do digital solutions like Skypallet, CargoAi and Rotate’s Live Capacity enhance your ability to optimise revenue and efficiency for airline clients?

These tools allow us to be more accurate, responsive, and strategic. Skypallet helps us visualise capacity and optimise load planning. CargoAi improves quote management, pricing accuracy, and market responsiveness. Rotate’s Live Capacity supports real-time capacity tracking and supply chain visibility. Together, they enable revenue steering through AI-powered recommendations and advanced data analysis. They also improve communication with partners and give us a better understanding of expectations and operational realities.

Given the growing importance of real-time data and automation, what future innovations do you foresee shaping the GSSA industry?

We foresee broader use of predictive analytics to forecast demand and adjust pricing dynamically. AI-driven decision-making will become the norm for capacity management and sales steering. End-to-end automation will cover everything from booking to customs reporting. Shared digital ecosystems – like those built with CargoTech—will enable smoother integration with airline systems and improve collaboration across the value chain.

What role does artificial intelligence (AI) play in ECS Group’s digital strategy, and how do you see AI evolving in the air cargo sector?

Artificial intelligence plays a growing and strategic role in ECS Group’s digital approach, particularly through the solutions offered by our CargoTech partners. AI is central to tools such as CargoAi for quote automation and emissions management, Wiremind Cargo’s Skypallet and CargoStack for load optimisation and dynamic pricing, and Rotate’s Live Capacity for real-time capacity visibility and sales steering.

These AI-powered solutions help us manage pricing more intelligently, optimise revenue, forecast demand with greater accuracy, and analyse market data in real time. Looking forward, AI will further support predictive planning, smarter resource allocation, and real-time service customisation for airlines. It will also enable dynamic SLAs and more responsive supply chain integration.

Sustainability is becoming a key priority in airfreight. How does ECS Group balance profitability with reducing its environmental impact?

At ECS Group, sustainability is embedded in the way we operate and support our airline partners. While initiatives like our partnership with TUI on Sustainable Aviation Fuel (SAF) reflect our commitment to greener logistics, our approach goes far beyond that.

We work closely with airlines to align on shared environmental goals, contributing to their sustainability strategies through data transparency, optimised capacity management, and digital tools that help reduce waste and unnecessary emissions.

We also support eco-certification initiatives and promote responsible practices across our network, encouraging each office and team to adopt energy-efficient behaviours and minimize environmental impact in daily operations. Our focus is on practical, scalable actions that make a measurable difference – without compromising service quality or commercial performance.

Your goal to digitalise 75% of bookings and automate administrative processes is ambitious. What milestones have you reached so far, and what challenges remain?

We’ve made significant progress. Our platforms from the Cargo Digital Factory already streamline pricing, tracking, and reporting. In key markets, 40% of our bookings are now digital. Challenges remain, especially in aligning operations across regions with different technological maturity. We’re focusing on system adoption, staff training, and change management to keep advancing toward our 75% target.

The logistics and airfreight industries are facing recruitment challenges. Has ECS Group encountered difficulties in hiring and retaining skilled talent?

Yes, attracting skilled professionals is a challenge across the industry. Still, ECS Group has increased its workforce by 11%, showing

our strong commitment to talent development. Our global and local presence helps us build strong teams and retain people. We support internal mobility, mentorship and career development plans that foster loyalty and long-term engagement.

How do you ensure that your workforce is equipped with the necessary digital skills to support ECS Group’s rapid technological transformation?

We invest in continuous training via our internal Discovery platform. Teams are regularly trained on digital tools such as CargoAi’s Ebooking system, Wiremind Cargo’s Skypallet, and Rotate’s Live Capacity. Our Business Intelligence team supports strategic data use and literacy. A culture of learning and innovation helps every department stay agile. We also promote knowledge sharing across subsidiaries to spread best practices and ensure group-wide alignment.