In this edition of the Future Picks podcast, we sit down with JP Olmos, Senior Expert for Modern Airline Retailing at Branchspace, to explore the key drivers reshaping the future of airline retail. With over 14 years of experience across airlines, tech providers and consulting, JP shares what it takes to lead digital transformation in a fast-evolving industry.
From practical steps for smaller airlines to thoughtful insights about AI and industry alignment, this conversation offers a grounded, forward-thinking take on what’s happening and what’s coming next.
You can watch the whole podcast from the links below:
Spotify
Youtube
We’ve also included the full transcript of the interview at the end.
From LATAM to Branchspace: A Global Perspective on Airline Retailing
JP’s airline journey started in Santiago, Chile with LATAM, followed by a move to Sabre’s Dallas office where he helped shape the now well-known Sabre Mosaic platform. In 2024, JP joined Branchspace, intrigued by its end-to-end, hands-on consulting model. One that goes beyond strategy to include execution, co-design and testing.
Now fully based in the Americas, he’s working with airlines across the globe to support their transition to Modern Airline Retailing through a mix of digital tools and strategic consulting.
Alignment is Fueling Momentum Across the Industry
According to JP, one of the most energising developments in the industry is how aligned airlines are today around modern retailing. While their approaches and priorities differ, the shared language and direction make collaboration more productive and efficient.
Still, he points out that legacy habits, especially in terminology, can creep back in. It's important, he says, that industry players hold each other accountable and continue moving forward together.
The Expanding Role of AI in Airline Servicing
AI is more than hype. It’s already solving real airline problems. JP highlights the role of AI agents, particularly for repetitive servicing tasks like re-accommodation. Looking ahead, he envisions these agents becoming core tools for operations and customer experience.
He also breaks down the difference between AI, AGI, and ASI, and why we need to set responsible governance frameworks now, rather than later. His key takeaway? “If AI isn’t safe for our kids today, it’s not safe for our future.”
NDC is Just the Beginning
JP explains that NDC has shifted from a niche tech standard to a foundational building block. Many airlines are now scaling their NDC implementations and beginning to extend Offer and Order Management (OOM) across all business functions.
NDC, he argues, is no longer just about indirect distribution. It’s a stepping stone toward full digital control of the airline retail ecosystem.
Start With Strategy, No Matter Your Size
Whether you’re a large carrier or a resource-constrained regional airline, JP recommends starting with a clear long-term strategy.
Smaller airlines may choose to wait for more out-of-the-box vendor solutions, while larger ones co-develop architecture with vendors. Either way, establishing a point of view, even at a high level, sets the foundation for future success.
At Branchspace, our Transform Consulting work often starts with digital reviews or workshops. Quick, high-value engagements that allow airlines to clarify goals, map out modern retailing capabilities, and make informed technology decisions.
Curiosity is key. Don’t wait to know everything. Start asking the right questions.
Final Thoughts
Digital transformation isn’t solely about deploying tech. It’s about culture, vision and momentum. From AI adoption to retail evolution, the most important step airlines can take is the first one: start with clarity and be willing to learn as you go.
At Branchspace, this means pairing our Transform Consulting expertise with Triplake, our flexible, ready-to-scale digital retailing platform that airlines can create value with today.
Whether you’re shaping an Offer and Order Management strategy or preparing for an NDC rollout, our team supports the journey at every stage. From early architecture and procurement planning to integration and delivery. And if you're looking for fast implementation with long-term impact, Triplake is designed to get you there.
The work we’re doing with carriers across Europe, the Middle East , and the Americas reflects what JP shares here: strategy is essential, but execution matters just as much. We don’t just talk about Modern Airline Retailing, we shape and build it together with our customers.
Interview Transcript
Clarissa:
And without further ado, I'd like to welcome JP Olmos to the Future Picks podcast. Thank you so much, JP, for joining us today.
JP Olmos:
Thank you for having me.
Clarissa:
How are you feeling? Excited to be here?
JP Olmos:
Yeah, absolutely.
Clarissa:
Great. Well, if it's okay with you, we're just going to jump straight into it and start with your very first question.
All right. So JP, you've been in the airline industry for over 14 years and you've worked for several types of companies in different locations, including airlines, technology providers, and now on the consultancy side for Branchspace. Can you tell us some of the highlights from your career and what eventually led you to Branchspace?
JP Olmos:
Absolutely. I started my career at Latam Airlines in 2010 in Santiago, Chile. At that time, they were called LAN. I took several positions there supporting revenue management, loyalty, call centre, alliances, and distribution until 2015. Then I moved to Dallas to work for Sabre's airline IT product team. In 2017, I started working on Sabre's take on offers and orders to support both the airline IT and the GDS businesses of the company. On the airline IT side, that whole scope grew significantly into what is now called the Sabre Mosaic platform for airlines, for modern airline retailing.
As I was working on that, I heard about Branchspace in 2024 and I was pretty intrigued by its unique take on helping airlines move along with their offer and order, settle, deliver transformation. Branchspace could do everything from helping define initial strategy, documenting detailed requirements, designing solutions, and even co-championing execution. By that, I mean helping with implementation and even testing.
I had never seen such a comprehensive, expanded take on consulting, let alone applied to a topic I've been working on and was passionate about. So I was very happy to join Branchspace last October.
Clarissa:
That's great to hear. We're excited to have you as part of the Branchspace consulting team. Your prior work at Sabre with Sabre Mosaic must be very cool to see come to fruition and even be working with it a bit here at Branchspace.
You're also the first Branchspace team member fully based in the Americas. You have roots in Chile and a presence across both North and South America. How do you see our global culture and approach to digital transformation resonating in these regions?
JP Olmos:
This region, as in others, sees airlines moving at different paces. Some are jumping right into a complete modern airline retailing transformation, while others are watching and waiting for quick wins. But really, everyone we've spoken to so far is attempting some form of digital transformation.
Several North and South American airlines are now considering Branchspace as a potential partner in that transformation — either through our consulting services, our digital products, or both. We honestly couldn’t be more excited to help them achieve their goals.
Clarissa:
I completely agree. We’re all very excited to see the expansion of Branchspace and support digital transformation and modern airline retailing worldwide.
Given your experience in offer and order management, what’s a trend or development in this space that continues to energise or maybe even surprise you?
JP Olmos:
The fact that there’s sustained, generalised industry alignment around something as big as modern airline retailing really energises me. It’s the right thing to do. Although different airlines will always have slightly different takes, having this kind of alignment is already a huge win. It allows industry stakeholders to speak the same language and work together more closely.
Clarissa:
As a quick follow-up — have you noticed any cases where that alignment isn’t quite there yet?
JP Olmos:
Yes, occasionally there’s a hiccup. Nothing’s perfect. But we’re at a maturity level as an industry where we can reel each other back in if someone strays from what’s been agreed as the path forward. It’s easy to fall back on legacy terminology, but it’s important to hold each other accountable.
Clarissa:
That makes sense. There’s so much jargon and so many acronyms in this industry, it’s easy to lose track. Switching topics a bit — AI is a major conversation in aviation right now. You’ve attended some events where it was front and centre. How do you envision AI impacting modern airline retailing and servicing strategies?
JP Olmos:
Right now, AI agents are starting to gain traction. They’re built to execute tedious, labour-intensive, repetitive tasks — making processes easier for humans. They’re goal-oriented, autonomous, and have access to tools.
I’ve seen a few examples so far, mainly in sales funnels or shopping. But I can easily imagine AI agents helping with servicing in future, like reaccommodations. That would be a really exciting application.
Clarissa:
Definitely. AI, AGI, ASI — there are so many terms flying around. Can you explain the difference between them and their potential roles in airline retail tech?
JP Olmos:
Sure. Think of AGI and ASI as two levels of AI.
AGI is one level above where we are today. It’s about general-purpose intelligence — not just a chatbot or sales assistant, but something that can learn and reason abstractly, transferring knowledge across domains. It’s the kind of human-level intelligence we talk about hypothetically.
ASI is another step above that — superhuman intelligence. It’s still very theoretical. We don’t know what we’ll use it for, but the concept is captivating. We’re already seeing huge value from AI agents, and AGI would take it further.
But with that power, we need guardrails. I love what Dr. Michael Wu from PROS said: “If AI isn’t safe for our kids today, it’s not safe for our future.” That stuck with me. We can’t just say we’ll figure it out later. Airlines and other companies need to be proactive.
Clarissa:
That’s a powerful way to think about it. Are there ways airlines can already start building governance around AI?
JP Olmos:
Yes, and it starts with being inquisitive. Ask questions. Ask your vendors how their AI works, what safeguards are in place. Don’t stay in the “I don’t know what I don’t know” mindset. Curiosity is essential.
Clarissa:
Exactly. And now to NDC — how has the conversation around NDC evolved, particularly in relation to OTAs and modern airline retail?
JP Olmos:
Today, the industry expects most airlines to expose their content through APIs they control. That’s the spirit of NDC — giving airlines more control over indirect distribution. OTAs will use whatever method works best for them, be it NDC APIs, GDSs or aggregators.
Many airlines are past their initial NDC implementation now. They’ve scaled up and are looking to apply offer and order management across all systems — accounting, settlement, delivery. That broader scope is what we now call modern airline retailing.
Clarissa:
So NDC is one step on the road to full OOM?
JP Olmos:
Exactly. For many, it was the first step. NDC introduced the concepts of offers and orders. Now that it’s in place, the question becomes: what else can we do?
Clarissa:
And NDC helps reduce fragmentation in legacy systems, right?
JP Olmos:
Yes. The dream is a centralised order management system that touches every corner of the business — giving airlines better information, more control, and the ability to make smarter decisions.
Clarissa:
Of everything we’ve discussed, what’s one big idea or barrier that stood out to you recently?
JP Olmos:
The quote I mentioned earlier from Dr. Michael Wu about AI safety. It reminded me how tempting it is to focus only on what’s possible and forget to ask what’s responsible. That quote reframed how I think about AI’s long-term impact.
Clarissa:
That’s such a critical reminder. Is there one practical way you’d advise airlines to get started with AI governance?
JP Olmos:
Be curious. Ask questions. Don’t just assume vendors have everything sorted. Push for transparency.
Clarissa:
Let’s shift to OOM transition strategy. What’s one initial step you’d recommend for smaller vs larger airlines?
JP Olmos:
Regardless of size, the first step is to establish a high-level strategy. Airlines need to define where they want to be and how OOM fits into that. Larger carriers tend to co-develop with vendors. Smaller ones may wait for more out-of-the-box products to appear.
Either way, it’s fine. But you need to decide your direction and know what role you want to play — pioneer or fast follower.
Clarissa:
Do you think an out-of-box product exists for OOM yet?
JP Olmos:
There are some baseline solutions out there, especially in NDC and e-commerce. They can help airlines get started and envision what’s possible. Our Triplake platform is one of those — helping airlines kickstart digital transformation in a practical way.
Clarissa:
Speaking of Triplake, Shop & Fly is designed exactly for that — integrating flexibly with OOM and enabling growth across channels.
How do broader trends align with the transformation work you’re leading in the Americas?
JP Olmos:
Almost all of our consulting services tie directly into the broader trends because they’re all about digital transformation. Airlines in the Americas are either actively modernising or preparing for it. They want more control, better experiences, and scalable systems — which is exactly where we support them, both with consulting and Triplake.
Clarissa:
For anyone curious about working with Branchspace, what’s a good first step?
JP Olmos:
Reach out. Book a demo. Run a workshop. Even a digital review can help uncover opportunities and align your goals. Whether you’re early in the journey or already transforming, we can support you.
Clarissa:
Last question — what are two destinations on your bucket list?
JP Olmos:
Greece for the history and beauty. And I want to revisit Italy with my family — we have relatives there, and we all love the food and culture.
Clarissa:
Excellent choices. JP, thank you so much for joining us. We’re excited to see the work you’ll continue doing with Branchspace and the industry.
JP Olmos:
Thanks for having me.
The average airline web portals is not broken. It loads, it sells tickets. It technically does what it's supposed to do.
And yet, the experience feels tiring.
You notice it when you try to do something simple. Change a seat. Find your gate. Understand what happens if a flight is delayed. Suddenly you are scanning long pages, decoding airline terminology, clicking back and forth just to stay oriented.
The problem is not with the features, It is effort effort required in getting from A to B.
Airline portals still expect travellers to think like systems. To understand menus, categories, fare families, ancillaries, rules. But travellers arrive with something much simpler. Intent.
They want to get something done and get on with their journey.
This article posits that airline web portals should stop behaving like navigation systems and start acting as intent-aware decision environments. When UX is designed to reduce effort, adapt to context, and quietly support travellers at each stage of the journey, portals become calmer to use, easier to trust, and far more effective for airlines.
The basics still matter more than airlines think
Before talking about AI or personalisation, it is worth being honest about the fundamentals.
You can see that accessibility standards aren’t yet being applied and portals aren’t optimised for mobile, which results in performance drops. Navigation feels heavier than it needs to be. Search often works, but only if you already know what to ask and how the airline expects you to ask it.
These are not exciting topics, but they shape everything that comes after. If a portal is slow, confusing, or inaccessible, no amount of intelligence layered on top will fix the experience.
At Branchspace, we see this repeatedly. Airlines want to move faster, personalise more, experiment. But the UX foundation is not always ready to support that ambition.
Where portals lose traveller trust
The biggest UX issues are rarely dramatic, they are subtle and cumulative:
- A vague error message that offers no next step
- A long paragraph that hides the one thing the traveller needs to know
- Three different words for the same concept depending on where you are in the journey
- A mobile page that technically works but feels endless
In isolation these are small instances, but they compound to create friction for a user. And friction erodes confidence.
Travellers begin to hesitate, scan more carefully, and spend extra effort just trying to stay oriented. They stop trusting that the portal will help them when things go wrong. Good UX goes beyond delight, it is about reassurance.
Decision-making is the real job of UX
Every airline portal is a decision-making environment:
- Choose a flight
- Choose a fare
- Choose a seat
- Decide whether to rebook or wait
The role of UX is not to present all options equally. It is to reduce the mental work required to choose well.
That is where simple principles matter more than flashy ideas: clear visual hierarchy, familiar patterns, plain language, and progressive disclosure.
When these are done properly, travellers stop analysing the interface and start moving confidently through it.
This is also where intent-led thinking becomes powerful. When portals are designed around tasks rather than pages, complexity begins to fall away naturally.
What changes when you design for intent
When you stop designing for navigation and start designing for intent, the portal behaves differently:
- Shift the focus to intent and the portal begins to respond in new ways
- Search leads the experience rather than sitting in the background
- Logged-in travellers with an upcoming trip see what they can do next, instead of being asked to explore
This is the direction we have been taking with platforms like Triplake by allowing the portal to respond to context, trip stage, loyalty status and behaviour.
Where AI actually helps and where it should stay quiet
AI has a role in airline UX, but it works best when it stays in the background rather than taking centre stage. The strongest AI-driven experiences are often the ones you barely notice, because the interface feels simpler and the path forward feels clearer.
That might mean routing a traveller straight to the right outcome based on a natural language query, or surfacing the most relevant rebooking option when a disruption occurs. In other moments, it is about removing repetition altogether, using known preferences to spare travellers from making the same choices again and again.
At its best, AI offers clarity, supports decisions without trying to make them on the traveller’s behalf. People still want to feel in control of their journey, they just do not want to work so hard to get there.
The portal is becoming a living interface
The most interesting shift we are seeing has very little to do with technology and everything to do with behaviour. Airline portals are gradually moving away from being static websites and towards adaptive interfaces that respond to where a traveller is in their journey.
Before the trip, the portal helps you prepare. On the day of travel, it shifts into a supportive role, surfacing the information that matters most in the moment. Afterwards, it follows up, closing the loop rather than simply ending the experience.
Making this work demands modular design systems, flexible platforms, and teams that think beyond individual pages and flows. It is not an easy change, but it is both achievable and increasingly necessary.
