Heike Birlenbach, Chief Customer Officer SWISS International Air Lines: ”The travel industry is ultimately about people. Every journey has a personal story behind it.”

Heike Birlenbach is the Chief Customer Officer of SWISS International Air Lines, where she leads the airline’s Customer and Commercial divisions as part of the Lufthansa Group. Having built her career in one of the world’s most competitive industries, she has held leadership roles across sales, operations, and strategy. Prior to her current position, she was responsible for Customer Experience across the entire Lufthansa Group, helping shape the Group’s customer strategy.

A graduate of McGill University with a Master’s degree in Management, Heike Birlenbach is among the leaders who have helped redefine the passenger experience at a time when customer expectations are evolving faster than ever. She took the stage at Impact CEE 2026, where she spoke about why collaboration is the most powerful principle for driving sustainability.

In this interview, she shares her perspective on how customer experience has become a key competitive advantage in aviation, the balance between technology and hospitality, leadership in an industry defined by constant change, and the role of trust in building meaningful, lasting relationships with passengers.

Looking back at your career journey, what moments most significantly shaped the way you lead today?

Looking back, I would say that leadership itself has changed significantly over the years, formerly I witnessed a more hierarchical leadership style which changed to a more collaborative one. Already in my early management career I led teams virtually across different countries and cultures which taught me a lot about cultural differences and how to deal with that in a sensitive way. Moreover, building trust over distances was a decisive game changer for true leadership – both for me and all the people I led. 

After spending nearly two decades in sales, I had the opportunity to lead a team of more than 5,000 cabin crew members. Moving from a commercial role into operational leadership broadened my perspective and reinforced my belief that effective leadership starts with understanding different viewpoints and talking the language of the receiving party.

Today, I believe successful leadership is about combining clarity, adaptability and empathy on eye level. 

You have spent many years working in one of the world’s most dynamic and demanding industries. What has the travel industry taught you about people, expectations, and human connection?

The travel industry is ultimately about people. Every journey has a personal story behind it, whether someone travels for business, to reunite with family or to discover a new place. While customer expectations continue to evolve, one aspect has remained constant: people want to feel understood, respected and genuinely cared for.

Despite technological developments transforming the way we travel, human connection remains at the heart of our industry. It is often personal interactions, especially in meaningful moments, that customers remember most. Moreover, we are constantly on the move, never at a standstill, adapting to the changing world. For me, this marks the uniqueness of the aviation business. 

As Chief Customer Officer at Swiss International Air Lines, how do you define what an exceptional customer experience truly means today, in an industry where expectations evolve constantly?

For me, an exceptional customer experience is one that feels seamless from beginning to end. Every interaction should be intuitive, reliable and consistent, whether it happens through digital channels or through human touch. We constantly work on further improvements to connect all dots. At SWISS, the sense for hospitality is at the heart of everything we do. Our ambition is to deliver a consistent premium experience throughout the entire journey across all travel classes, combining operational excellence with genuine Swiss hospitality that makes every customer feel valued. 

You previously held group-wide responsibility for Customer Experience across the Lufthansa Group. What are the biggest shifts you have observed in customer behavior and expectations over the past few years?

Customers today are better informed and have higher expectations than ever before. They compare experiences not only between airlines, but across industries and brands. Digital services have developed from a differentiator in the past to a customer expectation for the future, especially to be in control themselves instead of waiting for others to provide solutions. 

As customers interact with more brands in their everyday lives due to increased choices on the market, consistency has become increasingly important. Customer expectations are shaped by every experience they have, and even a single disappointing moment may have a lasting impact and the potential loss of the customer’s repurchase. Delivering a consistent experience human, digital and physical is therefore more important than ever.  

In aviation, customer expectations are evolving faster than ever. What do you believe passengers value most today beyond efficiency and comfort?

Beyond time efficiency and comfort, customers increasingly value trust, a personal touch or personalized offers, real interest and honest eye contact to name a few elements. They want to know that they can rely on their airline throughout the entire journey, supported by clear communication, transparency and personal care.

At the same time, younger generations are placing greater value on experiences and are willing to invest more in travel than previous generations. They also expect intuitive digital services while still appreciating genuine human interaction. At SWISS, we see this as a great opportunity to combine innovation with the personal hospitality that differentiates us at SWISS.

In your role, how closely connected are customer experience decisions to broader business strategy and long-term competitiveness?

For me, it’s key that customer experience is concretely established in our business strategy as an essential part. The better we get to know and understand our customers, the better we can develop our products, services and overall offering, matching the customers’ needs. A consistently positive customer experience strengthens trust, differentiates the brand and supports long-term loyalty. Investing in customer experience is therefore not simply about satisfaction today but about the competitiveness and success of the airline.

What does luxury or premium service mean today in aviation, especially for a new generation of travelers whose expectations are very different from previous generations?

Premium today is much more than elegant cabins or exclusive lounges. It is about delivering a seamless and high-quality experience that combines efficiency and personalization that respects customers’ time and individual needs. Different generations may value different aspects of travel, but authenticity, consistency and the human touch remain timeless; values that are core of SWISS DNA, making every interaction feel thoughtful, personal and distinctly Swiss.

How has the meaning of “customer loyalty” evolved in the travel industry over the past few years, especially in a context where travelers are no longer loyal only to brands, but to the quality, consistency, and emotional value of the experiences they receive? What do airlines need to understand today about building long-term trust and connection with customers?

Customer loyalty cannot be longer taken for granted, it must be earned on every journey.

While loyalty programs remain important, long-term relationships are increasingly built through consistently positive experiences and trust, especially since customers today have more choice than before and ultimately decide based on the quality of the overall experience.

Our ambition is to become our customers’ first-choice airline, regardless of their loyalty status. That means earning their trust with every journey by delivering consistently high standards, reliability and genuine care, regardless of where or when a customer travels. 

In a world increasingly shaped by automation and AI, how do you preserve the human side of hospitality and emotional connection in travel?

Technology offers tremendous opportunities to simplify customer journeys and make services and travel more personalized and convenient. Many customers value digital services such as chatbots that provide support 24/7 and are often easier to take than a call, helping customers quickly to find answers. Therefore, technology should enhance human service, not replace it. The best customer experiences are created when digital innovation and human hospitality experience work together. Aside from all the digital enhancements we specifically focus on human interaction, e.g. via hospitality training for our flight crew as an important pillar. 

How do you balance operational efficiency with empathy and personalization, especially in moments when travel does not go as planned?

Aviation is a highly complex system, and despite careful planning, irregularities can occur. Especially in those moments, it is most important that our customers know that we are there for them. Operational excellence and efficiency enable us to respond quickly, but empathy shapes how customers experience that response. Clear and transparent communication, paired with genuine care help build trust, especially when things do not go as planned. That is often when the quality of a customer relationship is truly defined.

The aviation industry is often associated with pressure, unpredictability, and constant change. What does resilient leadership look like to you in such an environment?

Resilient leadership is about providing stability when circumstances are anything but stable. In aviation, not everything is within our control – weather, geopolitical developments or operational disruptions can change plans within minutes. What matters is how you respond.

For me, resilience means staying calm under pressure, making decisions with the information available, and being transparent with both employees and customers. It also means trusting your teams. No airline is successful because of one leader; it is successful because thousands of people work together every day with professionalism and dedication. Leadership is also about providing guidance, support and acting as a role model for others. 

What role does intuition play in decision-making at your level, alongside data, strategy, and performance metrics?

Data is an essential foundation for every important decision. It helps us understand our customers, analyze market developments, identify trends and measure the impact of our actions. But data rarely tells the whole story.

Experience and intuition become particularly valuable when you are dealing with situations that are complex or evolving quickly. Over many years in the industry, I developed a sense for what customers truly value, how markets react and where opportunities lie beyond the numbers.

The best decisions are made when you combine analytical thinking with human judgement.

I don’t see data and intuition as opposites – I see them as complementary. Data informs decisions, while intuition helps interpret them in a broader context and yes, we also need to take decisions where no data provides insights. 

How do you create a company culture in which customer-centricity is not just a strategy, but a mindset shared across teams?

Customer centricity starts with a simple question: How will this improve the experience for our guests? If that question becomes part of everyday decision-making, customer focus turns into a mindset rather than a project.

At SWISS, we encourage teams across the company to look at the customer journey end to end, also take a 360 view on things, regardless of their individual role. Whether someone works in operations, engineering, finance or marketing, everyone contributes to the overall travel experience.

Listening also plays a crucial role. We continuously learn from customer feedback, operational insights and our employees, who interact with our guests every day. It’s also about the agenda setting – in a high-performance driven company, its decisive to always get back to the customer instead of focusing only on operational, financial and commercial topics.  This helps us keep improving and ensures that customer centricity is embedded not only in our products, but also in the way we collaborate and make decisions.

Ultimately, delivering an outstanding customer experience is a team effort. It requires a shared understanding that every contribution matters and that small improvements, consistently made, create a meaningful difference for our customers.

Looking beyond your professional identity, what are the personal passions, habits, or rituals that keep you connected to yourself and help you maintain a sense of identity outside of work?

Spending time in nature is one of the best ways for me to recharge. Living in Zurich, I enjoy being outdoors, and rowing has been a passion of mine for many years. There is nothing quite like starting the day on Lake Zurich on a calm, sunny morning. Beyond that, staying active, remain interested in the world and spending time with friends helps me maintain a healthy balance to work, and of course, working for an airline means enjoying the opportunity to explore other cultures around the globe ideally travelling on board a SWISS aircraft or with one of our Lufthansa Group airlines. 

What does flying mean to you, beyond the industry you work in?

Flying is about connecting people, cultures and countries. Every flight brings new perspectives, and I never get tired of looking out of the window. Seeing the world from above is something truly unique and always evokes a sense of wonder.

If you could send a short message to every passenger before they board a flight, what would it be?

Take a moment to enjoy the journey. Travel is not only about reaching a destination. It’s about discovering new places, meeting new people and creating lasting memories.

What is your all-time favorite dish and where did you have it?

Swiss cheese fondue. I’m a big cheese lover, especially when it’s melted. The perfect fondue is enjoyed in a cozy mountain hut after a day on the slopes. It’s one of those simple moments that captures everything I love about Switzerland – great food, beautiful scenery and good company. 

What is the most beautiful place you have ever traveled to?

Italy. I love the beauty of its landscapes, the incredible food and, above all, the spirit of la dolce vita. There is something special about the Italian way of enjoying life: slowing down, sharing a meal with loved ones and appreciating the simple moments.

What is the best piece of advice you’ve ever received and actually use?

One piece of advice that has stayed with me since childhood comes from my father: “Where there is a will, there is a way.” It reflects the determination that has guided me throughout my life. I also strongly believe that life has no reverse gear. I prefer to look ahead, learn from the past and embrace what comes next.

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Impact SEE, presented by Mastercard, will take place on September 29–30, 2026, in Bucharest. The event will bring together 3,000 international participants and 200 speakers across nine thematic tracks and two interactive stages, spanning AI, cybersecurity and digital resilience, banking and the global economy, digital commerce, the green economy, leadership, investments and startups, marketing and digital consumers, and culture.
The speaker line-up includes Ryan Reynolds; Anna Lembke of Stanford University; Carlos Mulas-Granados of the International Monetary Fund; Ilian Mihov, former dean of INSEAD and professor of economics; Ömer Tetik of Banca Transilvania; and senior leaders from Mastercard, Uber, NETOPIA, BCR, OMV Petrom and other companies and institutions shaping the region.
Tickets and event information are available on the Impact SEE website: impactbucharest.com

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You can read the interview in Romanian here.