For 747 Captain David Harris and his son, 747 First Officer Austin Harris, flying together wasn’t just another trip—it was years in the making.
Earlier this year, the two shared a flight deck for the first time at Atlas, a milestone Austin had been anticipating since earning his pilot’s license.
“If it doesn’t have four engines, I’m not getting in,” David had once joked when Austin first suggested flying together, making their eventual journey aboard the Queen of the Skies all the more fitting.
What followed was an 11-day trip spanning six flights around the globe, from Anchorage to Miami, Amsterdam to Almaty, and beyond. For father and son, this series of destinations served as an opportunity to experience the profession they both love from opposite seats in the same cockpit.
David’s decades-long career—from flight engineer to Captain flying the iconic 747—helped shape the path Austin would ultimately follow. Inspired by growing up around Atlas and drawn to the lifestyle and global reach of cargo aviation, Austin knew early on that he wanted to join the company, and someday, fly alongside his father.
That moment proved to be as meaningful as they had imagined. For Austin, it was “utterly surreal,” the culmination of years of hard work and anticipation. For David, it stands as a career highlight—one he doesn’t expect to surpass. While destinations like Amsterdam and Budapest offered memorable experiences on the ground, complete with canal tours, historic architecture, and standout cuisine, the most meaningful moments happened at 30,000 feet.
As David put it simply, his favorite destination wasn’t a city at all—it was “being in the cockpit with my son.”
STAT Trade Times, June 9, 2026
Air cargo may be aviation’s best-kept secret, but Michael Steen, CEO of Atlas Air, and Janet Wallace, Managing Director of Cargo Operations and Transformation at Air Canada, made a compelling case at the 82nd International Air Transport Association (IATA) Annual General Meeting and World Air Transport Summit 2026 in Rio de Janeiro, Brazil. This industry, according to them, quietly powers the global economy, even as it strains under mounting structural challenges.
CNN’s Richard Quest opened the panel by acknowledging the industry’s image problem. “When we think of cargo, it’s the less sexy bit of the aviation industry,” he conceded. “It doesn’t answer back, it doesn’t get air miles. We sort of think of it as the Cinderella part.” Steen’s response was immediate: “You forgot one thing when you talked about the cargo industry not being as sexy. It’s profitable.”
The scale of the operation
The numbers alone make a powerful argument. Atlas Air currently operates 113 wide-body freighters across more than 300 destinations in 90 countries, accounting for approximately 13% of the global wide-body freighter fleet. Air Canada, the only combination carrier in North America with a dedicated freighter fleet, operates eight Boeing 767 freighters alongside its passenger belly-hold network, with routes spanning Latin America, Asia, Europe, and domestic Canadian corridors.
The air cargo customers are as varied as the cargo itself. Steen outlined three distinct economies served by air freight.
First is the industrial economy, the engine of production. From high-tech goods to pharmaceuticals, it covers the essential products the world consumes.
Second is the military economy. “In the context of today’s conflicts, militaries worldwide rely on our freighter fleets. In the United States, for example, the Department of War is a major customer, and we move supplies across the globe.”
And third is an economy few consider: entertainment. “Formula 1, for instance, needed 10 dedicated 747 freighters to stage its race in Monaco this week. When Taylor Swift goes on tour, she requires five. These examples show that air cargo supports industries on both a scheduled and ad hoc basis equally.”
Tariffs and the turbulence of unpredictability
The panel’s central theme was the shock that US trade tariffs, particularly the sweeping measures introduced on what markets came to call Liberation Day, sent through air cargo operations. As the world’s largest supplier for e-commerce platforms, Atlas Air felt the impact almost instantly.
“All the e-commerce that was shipped into the United States; some of those platforms, they shut down their sales overnight,” Steen explained, “not because of the tariffs per se, but by the lack of procedures.”
The chaos was not ideological but operational. Tariff rates changed on Monday, shifted again by Wednesday, and moved once more by Friday, leaving freight forwarders unable to plan and customs officials overwhelmed. Freight, Steen confirmed, was held up at borders. Shipments that had been booked were cancelled within 24 hours. Atlas Air responded by redeploying aircraft to other markets as platforms opened sales activities in countries outside the US.
Wallace echoed the frustration. “We see fragmentation in the market; items moving from single suppliers to secondary suppliers. It’s very dynamic. We have to do a lot of scenario planning and focus on journey management.” Both executives were careful to distinguish between the principle of tariffs and the paralysing effects of inconsistency. “The tariff per se is not necessarily an issue,” Steen said. “It’s the lack of a very well-described process and procedure so that we don’t have cargo stuck at customs.”
Steen, an economist by training, was blunt about the broader trend away from multilateral trade frameworks. “I don’t think you can decouple global trade the way that’s being discussed now,” he said. “It’s going to have unintended consequences.” He pledged to continue engaging directly with lawmakers and advocating through IATA and other industry bodies to ensure policymakers understand the real-world cost of unpredictability.
A capacity crisis in the making
If trade policy represents air cargo’s near-term headache, the supply-demand imbalance in air cargo capacity is a longer-term structural threat. Steen painted a stark picture: of the roughly 620 dedicated freighters currently in service globally, more than 100 are over 30 years old — a wave of retirements approaching rapidly. Against that backdrop, supply is forecast to grow at just 1% annually over the next decade, while demand is projected to expand at between 3.5% and 5%.
The traditional solution, converting retired wide-body passenger jets into freighters, is no longer viable at scale. “We heard yesterday there are 18,000 commercial jets in backlog,” Steen noted, meaning the 777-300ERs that would ordinarily be converted “are going to stay in passenger operations for years to come.” Atlas Air has responded with what Steen described as potentially the largest wide-body freighter order in history, adding nine aircraft to the fleet in the past 24 months alone. He also welcomed the entry of a second original equipment manufacturer into the wide-body freighter market from next year, calling competition on both the airframe and engine side essential.
In March, Atlas Air Worldwide placed an order for 20 Airbus A350 freighters, with options for an additional 20. The deal makes Atlas Air the largest customer to date for Airbus’ new wide-body freighter program. The A350F remains in development and is scheduled to enter service in 2027.
Air Canada faces the same constraints. “There’s no capacity in the marketplace for additional aircraft,” Wallace acknowledged. “We’re really looking closely at what the next thing is that we need to do.” What is clear is that the airline remains committed to its dedicated freighter fleet and would expand it if the aircraft were available.
Paper, processes, push for predictability and the digital gap
Air cargo’s biggest internal failing is not in the skies; it is in the warehouse. That was the pointed assessment from Wallace when asked to identify the industry’s most misunderstood part of the cargo industry. “That we’re modern? We’re not modern,” she said bluntly. “There’s a whole lot of paperwork that moves through all of our warehouses for every shipment. There are about 30 documents that need to travel.” Despite years of industry-wide conversation about artificial intelligence and digital transformation, she was candid about where reality currently stands. “AI is, you know, it’s a dream at this point from a cargo perspective.”
A core part of the problem, Wallace explained, is the absence of global standardisation. Regulatory requirements vary across jurisdictions, change without warning, and demand flawless compliance, leaving little room for automated or streamlined processing. “We lack standardisation in terms of all of the requirements around the globe. Standardisation doesn’t exist.”
Of the 30 documents accompanying each shipment, only one, the airway bill, has been meaningfully digitised. Wallace pointed to IATA’s ONE Record initiative, a blockchain-based platform designed to consolidate all shipment data into a single accessible location, as the critical next step. “The single lever that we have within air cargo that’s going to help us move forward is the digitalisation moving towards blockchain,” she said. “It’s going to speed up revenue recognition as well as customs clearance. It’s really an accelerator.” Asked whether it would actually happen, her answer was measured but positive: “We know it can happen. We know that the mechanics are all there.”
Beyond technology, Steen of Atlas Air identified a broader structural need. “We need harmonisation, we need predictability, stability,” he said, a call moderator Quest noted with some wry realism, given the current climate of geopolitical volatility and shifting trade policy. Steen acknowledged the difficulty but remained resolute: “We’re extremely agile and resilient, and we’re going to do everything we can to make sure we can get further in that regard.”
Wallace closed with a reminder of what is ultimately at stake. “Air cargo is 35% of the value of global trade,” she said. “It is the backbone, and the one thing I would need is further investment in infrastructure, to make sure we have capacity and throughput in our hubs.”
The 82nd IATA Annual General Meeting and World Air Transport Summit took place in Rio de Janeiro, Brazil, from 6 to 8 June 2026. Michael Steen arrived at Galeão–Antonio Carlos Jobim International Airport (GIG) aboard an Atlas Air B747 8F, accompanied by Atlas Air Chief Operating Officer Klaus Goersch, himself a seasoned B747 captain, who served as pilot in command on flight 5Y045 from Miami to Rio.
In a feature on its website, Embry-Riddle Aeronautical University highlights Atlas Air First Officer Wes Atterberry’s aviation journey.
Charting a course from a young enthusiast to a captain at Atlas Air, Wes Atteberry’s story is one of gratitude and giving back. A beneficiary of Atlas Air’s proactive recruitment at Embry‑Riddle, where he shaped his skills, Wes now dedicates himself as a recruiter, paying forward the opportunities that launched his career. His journey from a pivotal rooftop conversation at a career fair to guiding aspiring pilots underscores his commitment to encouraging the next wave of aviators.
From Embry‑Riddle to Atlas Air, First Officer Wes Atteberry inspires as a recruiter, paying forward his aviation journey.
From his first flight at age 12 to a distinguished career shaped by an Embry‑Riddle Aeronautical University education, Wes Atteberry’s journey from a fascinated youngster to first officer at Atlas Air exemplifies a passion transformed into a profession. Since earning his Bachelor of Science in Aeronautical Science in 2020, Wes has taken on a pivotal role in recruitment, guiding future pilots towards their aviation dreams.
Reflecting on his career trajectory, Wes recalls a casual yet crucial conversation atop a maintenance building during a career fair at the university. “That encounter on the rooftop was with key Atlas Air personnel. Without my connection to Embry‑Riddle, I would never have attended that career fair or had that conversation that launched my career at Atlas Air,” he shares.
As a recruiter, Wes now finds himself on the other side of the table, offering guidance and insights to hopeful aviators. His journey into recruitment was a natural progression from his role as a pilot, driven by his desire to give back to the community that fostered his growth.
Tips for Aspiring Aviators
In a recent interview, Wes shared invaluable advice for students aiming to stand out in the competitive aviation industry:
Wes credits Embry‑Riddle for not just the technical skills he acquired but for instilling a profound appreciation for aviation’s history and community. His narrative is punctuated with gratitude for the scholarships that eased his financial path and the alumni network that continues to support his professional journey.
Today, as he navigates global routes for Atlas Air, Wes remains deeply connected to the Warbird community, dedicating time to a museum in Ohio to preserve the history of flight that first captured his imagination. He is enthusiastic about his role as a recruiter, eager to be a point of inspiration just as an American Airlines captain once was for him.
Reflecting on his journey, the value of Embry‑Riddle is clear. The university not only provided him with the technical skills needed to excel but also embedded a deep appreciation for the broader history and community of aviation. This foundation has shaped his career path, as well as his personal identity and ambitions within the industry.
Wes stands ready to inspire and assist at career fairs, ensuring that the legacy of Embry‑Riddle and the spirit of aviation continue to soar.
This article was originally published on the Aston Martin Aramco Formula One™ Team website linked here.
To mark Mental Health Awareness Month, Atlas Air Worldwide CEO Michael Steen discusses the importance of mental wellness in the workplace, drawing parallels with the high-pressure environments of elite sport.
Atlas Air Worldwide has the world’s largest widebody fleet of air freighters. It has been an integral part of Formula One’s logistics operation for many years, helping the championship deliver a packed and increasingly far-flung calendar of races in ways that would have been unthinkable in the past. Atlas joined our team as Official Logistics Partner in 2025, helping us traverse the planet as we race on five different continents.
At the start of Mental Health Awareness Month in May, the team, in collaboration with Atlas, the Miami Dolphins, and the Movember Foundation, hosted a panel discussion at the Miami Grand Prix, focusing on mental health in high-performance environments. Here, Michael gives his thoughts and shares Atlas’ perspective on this most important of modern-day topics.
“We work in a complex industry. Atlas has over 5,000 staff, operates in 90 countries, serving more than 300 destinations – and our aircraft and logistics structure must be working at all times. Airfreight is the fastest form of delivery, which means speed and precision are of the essence.
“An airline is structured of multiple departments, strung out in a chain. If one link is weaker than the others, inevitably things break down. The catalyst can be related to outside forces: it might be weather; it could be the geopolitical situation. We’re seeing quite a bit of this at the moment. But whatever causes it, it builds stress, because when something breaks, you have to rebuild.
“We can have the best developed plan but sometimes it won’t work out and there are going to be setbacks. These can be financial, they can be customer-related, they can be across different aspects of our operations. It’s important that we develop a certain amount of resilience and perseverance. In the business sense, to an extent, you can see similarities with a sports injury or setback. You have to understand why it happened, because it will test your confidence.”
“Ultimately, as CEO, it comes down to me. The buck stops with me. It starts with me too. I need to make sure that we are a team together, aligned around a strategy that allows us to execute a very complex operation. We call this strategy One Atlas. The goal is to have everyone pointing in the same direction.
“Being mentally prepared is an important part of this. We understand our objectives, understand the challenges we might face, and need to understand how we are likely to react when we are presented with those challenges. From the panel discussion, we can see similarities between how we operate in our high-performance environment and how it works for a sports team. There are expectations of performance – be it from customers, from shareholders, from other stakeholders or from us. It puts a lot of pressure on the individual.”
“You have to start with core values, and for us, safety is the first core value. We have a responsibility to run a safe operation. Teamwork is paramount for every department to do the job that’s expected of them. When disruption happens – and it will – you’re prepared, and have a plan and protocols that you follow meticulously.
“You observe this particularly with pilots. They are well-prepared and operate in a similar manner to elite athletes. They anticipate the challenges they may face and, when required, deal with adversity in a calm and deliberate manner. You can only do that if you are well-prepared. It begins with carefully selecting our pilots, and then it comes out of training and practice to ensure they are able to execute their roles with excellence. And this goes beyond our pilots. It also goes for all of our people supporting our pilots.”
“Aviation is an industry with a common perception, and maybe expectations, that emotions should not be shown, and weaknesses not disclosed. Realistically, we should be aiming for the opposite. The more you understand about your weaknesses, the more you can improve, and the easier it is to seek help and receive support from the broader organisation.
“This remains a male-dominated industry – only four per cent of our pilots are female, which is in line with global industry numbers. We are making a huge effort to create diversity throughout our business. It’s a key focus for us and for aviation in general. Clearly there is a long way to go, but finding a better balance will help everyone perform better.”
“The responsibilities of being CEO brings some pressures with it. I was a professional handball athlete which exposed me to a lot of these performance pressures from a very young age. It’s useful to have this background in a leadership role, because you’re predisposed to value teamwork. I have a phenomenal team around me at Atlas. We have very capable individuals throughout the business, who can lead, drive, and adapt to change. The trust I have in them keeps me calm and allows me to do my job better.
“Techniques for dealing with the stresses of management have to be individual – but it’s universally essential to have a great team around you, with whom you can have an open and transparent dialogue. Two-way trust and respect are critical because we’re not always going to have a great day. It’s important to recognise that. There is nothing wrong with showing some vulnerability at times. We are all human.
“You can’t be successful unless you’ve experienced failure. You learn from failure, because only through failure can you push yourself, and push your boundaries. Strength of character will take you a long way… but it helps to have a good network around you and a solid support system.”
“What came out of our panel discussion was that there are incredible commonalities. This, perhaps, is unexpected, when you’re talking about an F1 team, an airline and an NFL franchise – but ultimately, it’s all about expectations and performance and, at the end of the day, delivering. With an F1 car, it’s about searching for lap-time; for us, it’s on-time performance, which is even more critically important when we are delivering life-saving pharmaceuticals or perishables.
“It was interesting to hear the shared perspectives of the pressure that comes with responsibility in leadership roles – whether you are leading a business, or in the driver’s seat of an F1 racecar, or in the left seat of a 747. The level of responsibility hasn’t changed – but the expectations are perhaps being amplified by social media. Many of the pressures faced today simply didn’t exist 20 years ago.”
“From my perspective, I would like to achieve more open, transparent and active dialogue at Atlas. With this, we can adapt and integrate what we learn into our plans. Part of our One Atlas strategy is a people-centric approach we call ‘living a thriving culture’.
“We have a transparent way of communicating and we need to foster this for talking about mental health and improving ourselves as a team. Ultimately, if we can unlock common spaces for open discussion and remove stigmas, then we’ll get better results… and we’ll be healthier people.”
By Gladis Li, SAF Manager, Sustainability
Team members from the Hong Kong office rolled up their sleeves with Food Angel, working side by side to tackle food waste and support those facing food insecurity in the community.
What began as a goal to prepare 600 meal boxes quickly turned into something far greater. Together, the team of 24 packed 3,103 meals in a single day—more than five times the original target—contributing approximately 12% of Food Angel’s total daily meal output.
In Hong Kong, one-third of the elderly and one-in-six children live in poverty, while thousands of tonnes of food waste are generated daily. Food Angel helps bridge this gap by rescuing surplus food and transforming it into more than 25,000 meals each day. Beyond nutrition, each meal also serves as a connection point—supporting outreach efforts and helping identify those who need additional care.
This initiative speaks to the collective impact of our people at their best. Special recognition to Alvin Tay for his leadership, Sophia Fung for her partnership in co-organizing, and to all 24 colleagues whose dedication made this effort possible.
As a member of the Hong Kong team and a recent recipient of the Atlas Globe Award for Making Sustainability a Competitive Advantage, I see this as a strong reflection of who we are at Atlas—extending our commitment to sustainability beyond our operations and into the communities we serve.
Set against the backdrop of National Volunteer Month, this day was a powerful reminder that impact is not only measured in scale, but in shared action. I’m incredibly proud of our Hong Kong team for demonstrating what’s possible when we come together to reduce waste, support those in need, and make a meaningful difference.
This article was authored by Jessica Bachansingh, Senior Manager, Transformation, and Connectivity Pillar Lead for the Atlas Women’s Network.
Throughout the month of March, the Atlas Women’s Network (AWN) brought teams across Atlas together to recognize International Women’s Day (IWD) and celebrate the achievements, leadership, and impact of women across our company and industry. As Connectivity Pillar Lead, it was incredibly energizing to see this level of engagement and participation across the organization.
Guided by this year’s theme, “Give to Gain,” AWN hosted an expanded, monthlong series of conversations that reinforced how investing in others strengthens both individuals and our broader Atlas community.
The first week of the month opened with a meaningful focus on mentorship and community engagement, featuring employee experiences with organizations like Junior Achievement (JA) – a non-profit that Atlas has partnered with for over 15 years in three separate locations – New York, Erlanger, and Miami – where team members volunteered their time to lead students in entrepreneurship lessons and business-minded curriculum through engaging classroom activities. This panel discussion also highlighted how our colleagues commit to paying it forward for the next generation.
In week two, we hosted a dynamic Customer Panel, where female leaders shared firsthand perspectives on thriving in the logistics field and managing global stakeholders through strong, values-driven partnerships.
Week three centered on regional and social impact through a panel with the Hong Kong and APAC teams and Jeff Toymere, Founder of ImpactHK. Jeff shared how advocacy and purpose-led initiatives can drive meaningful community change.
Our IWD celebration concluded with a powerful Cargo Industry Panel, featuring Lauren Beyer, the President of the Cargo Airline Association, Kirsten de Bruijn, former cargo executive at WestJet and Qatar Airways, and Atlas leadership. These women had an empowering discussion that highlighted how resilience and collaboration can drive to the advancement of women in aviation and air cargo.
Throughout the month, these conversations reinforced a message that resonated deeply with me: when we give our time, perspectives, and support, we all gain.
Recently, our CEO Michael Steen sat down with Chris Sununu, Airlines for America CEO and President and former Governor of New Hampshire for a discussion on the future of global air cargo. During this Wings Club Foundation event, Michael highlighted Atlas’ strong market position, recent fleet investments, and the company’s essential role in the U.S. and global economies—including national security. Their conversation also covered airfreight trends, geopolitics, and regulatory developments, followed by an audience Q&A.
Click here for a replay of the conversation. Check out the event replay here.
Atlas Air avionics intern Pilar Florez recently helped lead the University of Cincinnati AeroCats to a standout performance at the SAE Aero Design East competition—an international collegiate event featuring more than 60 teams worldwide.
Competing in the Advanced Class for the first time since 2020, the team designed and built an aircraft capable of both conventional and vertical takeoff and landing (VTOL), and delivered one of the college’s strongest set of results in a decade:
Pilar credits her experience at Atlas with shaping both the team’s technical approach and competition strategy.
“Interning at Atlas exposed me to the realities of continuous, reliable flight operations,” she said. “In school, you focus on design, but competition success depends on execution—maximizing flight time and minimizing downtime.”
The team applied a structure similar to airline operations, organizing into dedicated Ground Ops, Flight Ops, and MRO (Tech Ops) groups—an approach that helped optimize performance and contributed to their top overall finish.
At Atlas, Pilar has been developing a Master Fleet Software Loading Matrix, consolidating software requirements across the fleet as part of the Aircraft Software Modernization Program. She has also supported software migration, documentation, and tooling updates.
Pilar credits Atlas engineers Randy Rogers and Jake Barnett for their mentorship and hands-on guidance.
“They invested in my growth and made sure I gained real aircraft experience,” she said. “That perspective made a significant difference both in my internship and in competition.”
In-flight pictures of the plane flying conventionally and vertically.
Atlas Air Worldwide announced an important advancement of its long-term fleet strategy, placing the company’s largest aircraft order to date—20 Airbus A350F freighters, with options for 20 more. The move positions Atlas as the leading customer for the program and secures early delivery slots for one of the most advanced cargo aircraft in development.
The agreement was signed at Airbus headquarters in Toulouse, France, by Michael Steen, Atlas Chief Executive Officer, and Benoît de Saint-Exupéry, Executive Vice President Sales, Commercial Aircraft at Airbus, enabling Atlas to continue modernizing the fleet while supporting sustained company growth over time.
In reporting the news, Bloomberg highlighted the strategic significance of the order. Steen told Bloomberg, “This investment that we’re making is to continue to grow. This order is going to make Atlas more valuable and certainly also more competitive.”
Positioned for Long-Term Growth
“This strategic investment reinforces our long-term confidence in global airfreight demand, and positions Atlas to meet that demand and support future growth,” Steen shared with Air Cargo News.
Demand for widebody freighter capacity continues to outpace supply across key global trade lanes, while older aircraft retire, and available capacity tightens—a dynamic that favors operators with access to next-generation aircraft. As Air Cargo News reported, the investment comes as retirements of older widebody freighters accelerate and new capacity remains limited—a dynamic that favors operators with access to next-generation aircraft.
“There’s a scarcity of widebody freighters in the world today,” Steen said in an interview with FreightWaves. “We don’t have enough aircraft in our fleet today to support the demand that we have in our pipeline—and I don’t expect that to change over the next several years.”
By securing early delivery positions beginning in 2029, Atlas is proactively positioning itself to meet global demand and serve customers across evolving markets.
Expanding Capability, Strengthening Leadership
With more than 100 Boeing 747, 777, and 767 freighters, Atlas already operates the world’s largest widebody freighter fleet. The addition of the A350F strengthens that leadership—bringing advanced efficiency, performance, and flexibility for both current and future customers.
The A350F represents a new generation of widebody freighters designed for efficiency, performance, and sustainability. Its optimized design improves capacity and fuel efficiency while reducing emissions—and it is the only freighter built to fully meet International Civil Aviation Organization’s (ICAO) enhanced CO₂ emissions standards taking effect in 2027.
Deliveries of the A350F are expected to begin in 2029 and continue into the early 2030s, supporting both fleet expansion and, over time, replacement of older aircraft.
Read here for more Atlas Air Worldwide press release.
The US India Business Council’s Aviation Cooperation Program featured Graham Perkins in a Q&A published in the organization’s newsletter Shared Horizons. Graham discusses how India’s rapidly expanding aviation and logistics sectors present opportunities for collaboration, and highlights how Atlas’ global fleet, specialized services and partnerships can help support the country’s growth as a manufacturing and export hub. He also emphasizes Atlas’ sustainability, infrastructure modernization and industry events, like Wings India, as key drivers shaping the future of India’s role in global commerce.
Charting a Course for Collaboration: A Conversation with Atlas Air Worldwide’s Graham Perkins
As India emerges as a global aviation and logistics powerhouse, opportunities for international collaboration have never been greater. Shared Horizons sat down with Graham Perkins, Senior Vice President, Sales & Marketing, Europe/Middle East/India/Africa (EMEIA), at Atlas Air Worldwide, to discuss how the company-operator of the world’s largest fleet of Boeing 747 freighters-is engaging with India’s fast-evolving aviation ecosystem and what’s next for sustainable growth across the skies.
Q: India’s aviation and logistics sectors are expanding rapidly, supported by economic growth, e-commerce, and infrastructure investment. From your vantage point at Atlas Air, how do you see this evolution contributing to India’s export economy in the years ahead?
Graham Perkins (GP): India is one of the most dynamic trade markets in the world right now. As the country continues to strengthen its manufacturing base and expand its role in global commerce, we are seeing strong and sustained demand for fast, reliable, and scalable air cargo solutions.
Indian companies increasingly need to get their goods to market quickly-whether that’s textiles, electronics, pharmaceuticals, or e-commerce products-and air cargo is the most effective way to do that.
India is becoming a strategic global hub, connecting commercial markets in new ways. The country’s investments in airport infrastructure,
logistics corridors, and its skilled workforce are foundational to long-term growth. But that’s just the beginning. We want to be part of India’s export growth story-supporting manufacturers and logistics providers as they scale their international reach, bringing Indian goods to global markets.
Q: Atlas Air serves a range of high-value sectors through weekly flights from Delhi. Where do you see opportunities to deepen partnerships with Indian companies to support continued growth?
GP: There’s enormous potential for collaboration and partnership. Currently, there is no Indian main-deck long haul cargo airline, and that’s a gap Atlas Air is well positioned to help fill by partnering in the local market. As the world’s leading global provider of outsourced aircraft and aviation operating services, we have the experience, network, fleet capacity, and operational flexibility to engage collaboratively with Indian businesses that are seeking to expand globally and to support those growth plans with added capacity.
We currently operate weekly flights into Indira Gandhi International Airport (DEL), transporting consumer technology products for onward distribution and we see additional potential in the region.
Atlas has a track record of engaging successfully with companies in markets across Asia, the Middle East, and Europe to enhance their connectivity and growth, while supporting trade. We want to bring that same approach to India, helping to develop customized, scalable solutions that align with local ambitions.
Q: Atlas Air’s global experience and flexible operating model support customers across more than 80 countries. How do those strengths position you to contribute to India’s ambitions to become a global logistics hub?
GP: Atlas operates the world’s largest fleet of Boeing 747 freighters-17 747-8Fs, 39 747-400Fs, and four Large Cargo Freighters (LCFs)-along with 777 and 767 aircraft across cargo and passenger operations. That scale allows us to serve customers globally by connecting more than 330 stations worldwide.
Our model is designed around partnership. Our customers include some of the world’s largest e-commerce, express, and logistics companies.
We offer dedicated, tailored, reliable capacity that supports their business goals. That same approach can bring value to India’s expanding logistics network, supporting Indian companies and global brands that rely on the country as a manufacturing and export base.
Ultimately, we see our role as helping Indian companies get their goods to the world-safely, efficiently, and sustainably-while strengthening the country’s position as a cornerstone of global commerce.
Q: India’s government has prioritized sustainability across industries, including aviation. How are Atlas Air’s sustainability goals influencing your strategy and how might they align with India’s own objectives?
GP: Sustainability is central to our One Atlas Strategy, how we operate and invest for the future.
Across our fleet and network, we are advancing initiatives focused on fleet modernization, operational efficiency, and sustainable aviation fuels (SAF). Our widebody cargo fleet includes 17 Boeing 747-8Freighters and 13 Boeing 777 Freighters-among the most capable and environmentally responsible widebody aircraft ever built-and we are investing in technologies and methodologies that further reduce emissions, from optimized flight planning to continuous descent approaches.
India’s emphasis on sustainability and green infrastructure aligns closely with our own priorities.
As opportunities for SAF production and adoption expand in India, we are keen to collaborate with partners to integrate those solutions into our operations. For us, it is about supporting India’s sustainability vision while continuing to deliver reliable, efficient global transport for our customers.
Q: Wings India 2026, taking place in January, is a signature event for India’s aviation sector. From Atlas Air’s perspective, what role do platforms like this play in advancing the country’s aviation and logistics ambitions?
GP: Wings India has become a vital forum for collaboration, innovation, and strategic dialogue in one of the world’s most dynamic aviation markets.
It brings together government leaders, industry stakeholders, and global partners to exchange ideas, explore opportunities, and tackle shared challenges as India accelerates its emergence as a global trade and logistics hub.
India is at a pivotal moment. The manufacturing and export sectors are expanding rapidly, infrastructure investments are unlocking new connectivity, and sustainability is increasingly central to how the industry operates. Wings India provides a powerful platform to showcase that progress, strengthen partnerships, and chart the path forward.
At Atlas, we see India’s aviation development as critical not only for the region but for the global supply chain. We have witnessed firsthand how resilient air cargo infrastructure drives economic expansion and connects markets and we want to be part of that story-working alongside and supporting Indian airlines, logistics providers, and manufacturers to help deliver the capacity and solutions that are a pivotal part of the country’s ambitions.
Congratulations to the organizers of Wings India and the aviation community in India on the continued success of the event. The ideas and collaborations that emerge will help define the next chapter of India’s role in global commerce, and Atlas looks forward to contributing to that journey as a trusted partner.
About Atlas Air Worldwide
Atlas Air Worldwide (Atlas) is a global leader in outsourced aviation logistics, providing what customers value most: advanced aircraft, flexible, reliable, safe operations, and world-class service.
Atlas is at the center of the global economy, delivering on behalf of a diverse, marquee roster of shippers, eCommerce, logistics and transportation, express, airline, sports and entertainment customers.
Atlas is the parent company of Atlas Air, Inc., Titan Aviation Holdings, Inc., and Polar Air Cargo Worldwide, Inc. Together, we operate the world’s largest fleet of 747 freighters and offer the broadest array of Boeing 747, 777, and 767 aircraft for cargo and passenger operations, connecting to more than 330 stations in over 80 countries.
India is becoming an integral part of our global network. Atlas currently operates weekly flights in and out of Indira Gandhi International Airport on behalf of customers, transporting export garments and fashion products for distribution across the globe, as well as consumer electronics being shipped into the country for Indian customers. We fully anticipate our presence in India will continue to expand in the years ahead as we partner locally to support what will surely be a growth story.
See how Atlas supports one of the busiest seasons of the year with a behind-the-scenes look at Valentine’s Day flower exports from Colombia, recently broadcasted out on social media by the U.S. Embassy in Bogotá.
Watch here: https://www.instagram.com/p/DUvjlbQDX0z/
Atlas Air’s Leisa Spears Snyder, Director of Organizational and Operational Training, participated as a panelist on the “Catalysts for Growth” discussion at the BE NKY 2026 Annual Forum on Friday, January 30 at Turfway Park in Florence, KY. BE NKY Growth Partnership is the economic development company for Northern Kentucky.
The Catalysts for Growth panel, moderated by Kimberly Rossetti, President of Economic Development at BE NKY Growth Partnership, brought together leaders from Northern Kentucky’s key industry sectors as they explored trends shaping the future of growth in advanced manufacturing, life sciences, information technology, and supply chain management.
Leisa was joined on the panel by:
• Adrian Hothem, President & CEO of Camco Chemical
• Nicholas Lyktey, Chief of Lab Operations at Gravity Diagnostics
• Ed Walton, CEO of STEP CG
“Today’s conversation reinforced that economic growth and workforce development go hand in hand,” said Leisa. ” Across industries, the demand for top talent continues to outpace supply. Atlas’ focus on developing talent internally and investing in aviation education strengthens not only our company, but the communities where we operate…including Northern Kentucky. This work is a meaningful part of our One Atlas Strategy.”
Weekly service from both Shanghai and Hong Kong to Guadalajara underscores Atlas Air’s dependable capacity, operational excellence, and partnership strength.
In October, Atlas Air and GEODIS marked a major milestone: the 500th dedicated freighter flight on GEODIS’s Asia-to-Guadalajara (GDL) lane, a service operated continuously since 2019.
Over six years, these weekly departures from Shanghai (PVG) and Hong Kong (HKG), have delivered secured capacity and predictable transit through market volatility, the COVID-19 pandemic, and recent geopolitical disruptions. The lane has helped to reduce lead times and support end-to-end reliability precisely when global shippers need it most.
Watch: GEODIS marked the milestone with a short video on the partnership, featuring takeaways on lane design, market value, and a view to what’s next. Watch Video
Atlas’ Richard Broekman, Graham Perkins and Rob Emanuel weigh in on why a balanced, customer-led model keeps this corridor competitive:
“Milestones like this are a product of rigorous planning, consistent execution, and the close partnership we have built with GEODIS,” said Richard Broekman, Chief Commercial Officer and Head of Sustainability, Atlas Air Worldwide. “By maintaining steady service amid changing trade requirements and evolving market conditions, we have helped customers maintain steady, reliable service into Latin America to keep essential goods moving throughout the region.”
Guadalajara as a Growth Gateway
With Guadalajara as the gateway, the lane extends across Mexico and the broader region, supporting flexible supply chains for sectors including e-commerce, healthcare, perishables, and industrial goods. GEODIS’s robust intra-Mexico ground network further provides daily scheduled deliveries to major hubs such as Mexico City, Monterrey and beyond.
“This lane is a clear example of how dedicated capacity connects key production centers in Asia with growth markets in Mexico while creating additional opportunities across the Americas,” said Graham Perkins, Senior Vice President, Sales and Marketing, Europe, Middle East, India and Africa, Atlas Air Worldwide. “Global customers want predictable uplift and count on partners who can meet demand without compromising performance.”
Commemorating our 500th Flight
The milestone flight was commemorated on arrival in Guadalajara with a ribbon-cutting ceremony and the unveiling of a plaque recognizing the teams behind the achievement, spanning GEODIS operations in Mexico and Asia and the broader Atlas network.
“What stands out is the consistency and fast turnarounds week after week,” said Rob Emanuel, Senior Manager, Charter Sales, Customer Support & Service, Europe, Middle East, India and Africa, Atlas Air Worldwide. “Customers also choose Atlas for practical reasons: competitive pricing, the fit of the aircraft type, and the scale of our fleet to cover peaks. Together, those factors are precisely what GEODIS’s customers count on and why we are trusted to with their most time-sensitive freight.”
Looking ahead
As nearshoring continues to reshape trade flows between Asia and the Americas, Atlas and GEODIS are aligned on meeting growing demand. This 500th flight isn’t just a celebration, it’s proof that a true partnership can turn any lane into an enduring, competitive advantage that delivers value.
At the recent transport logistic, project cargo & air cargo Americas 2025, our team, Frank Diaz, Senior Director of Sales & Marketing, South America, and Michael H. Cruz, Director of Sales, Latin America connected with customers and partners to exchange insights, explore new opportunities, and celebrate the collaboration that keeps our industry moving forward.
As the largest cargo operator out of the Miami International Airport (MIA), Atlas is proud to play a leading role in one of the world’s most important air freight hubs. With our new Miami Operations Gateway, featuring North America’s largest on-airport perishable cooler, dedicated aircraft parking, and full warehouse control, we’re strengthening supply chains, expanding market access, and unlocking even more opportunity across the Americas.
We’re grateful for the conversations, connections, and momentum coming out of this year’s event. Thank you to everyone who stopped by — we’re excited for what’s ahead!
Watch a video from the event here.
Earlier this year, Atlas Air was announced as Aston Martin Aramco’s Official Logistics Partner. Our CEO Michael Steen was pivotal in making the partnership a reality. In this article, he explains Atlas’ plans for continued growth and why a partnership with Aston Martin Aramco was the logical next step for two brands with so much in common.
Click here to read more!
In Sai Kung, Hong Kong, our Atlas Hong Kong team partnered with Yun Express and Swire Properties for the 2025 Underwater Cleanup Dive, removing more than 80kg of debris and waste — 58kg from the ocean and 24kg from the beach. It’s a powerful reminder that when we work together, even small actions can help protect the planet we all share.
This annual effort is part of our global AtlasCares initiative, reflecting our shared commitment to protecting the environment and supporting the communities where we live and work. Whether in the sky, on land, or beneath the waves, we’re dedicated to making a lasting, positive impact.
A heartfelt thank-you to everyone who took part, and to Gladis Li for organizing this meaningful event.
Take a look at our team, customers, and partners in action — making a difference, one dive at a time. Watch the video here.
What’s it like to fly like a Jaguar? Step inside our 747 for an exclusive look at team travel done the Atlas way.
We are proud to partner with the Jacksonville Jaguars, ensuring every flight is as seamless as their plays on the field. From managing logistics to world-class service, our team delivers the same precision and teamwork that drives success on game day.
Watch below:
What does it take to move champions? Teamwork, precision, and a shared commitment to excellence.
We recently welcomed Miami Dolphins players Benito Jones and K.J. Britt aboard our luxury VIP 747-400 aircraft to see how they fly like pros. Now, go behind the scenes with TeamAtlas — the people who plan every detail and ensure smooth, safe operations so the players can stay focused on Gameday.
In October, our team attended Proflora 2025 in Bogotá, Colombia — one of the world’s premier floral industry events!
Attending alongside our partner PrimeAir, our trusted GSSA in the region, we highlighted our shared commitment to the global flower supply chain — from grower to market — ensuring reliability, speed, and care in every shipment.
It was a pleasure connecting with so many valued customers and partners. Following a great visit with The Elite Flower, our own Richard Broekman, Chief Commercial Officer & Head of Sustainability, and Frank Diaz, Senior Director of Sales & Marketing, South America, joined the event to engage with this vibrant community.
The innovation and collaboration on display continue to inspire us. We’re proud to help these beautiful products reach the world.
