“ We ' ve really prided ourselves on the fact that - throughout this period - we were able to continue flying ”
ZSOLT NADAS HEAD OF TECHNOLOGY ,
WIZZ AIR
How Wizz Air became a data-driven business COVID-19 resulted in an accelerated investment into the data capacity of the organisation , so where it used to spend six to 18 weeks researching new routes , markets and opportunities , Nadas ’ team department has now turned that time into six to 18 days .
The airline industry as a whole was static pre-pandemic , moving slowly in terms of route planning , capacity planning and pricing . With things changing on a weekly basis , Wizz Air adopted increased agility with opening new routes and new bases .
“ We ' ve really prided ourselves on the fact that - throughout this period - we were able to continue flying . We were able to provide people with mobility and the opportunity for those who needed to fly during the pandemic .
“ We ’ re being incredibly reactive and responsive . We need more granular data so we can make more granular decisions . We were already better than the competition - who were looking at pure demographics from yearly statistics . Now we ’ re at the point that we make daily decisions based on promotions , where we expect to see a certain uptick . If we see more , that means the market ' s hot . If we see less , that means the market ' s cold , and we can actually model not just in real time , but far more actively respond ,” said Nadas .
technologymagazine . com 83