#INTERVIEW: Tero Taskila, CEO of beOnd

Tero Taskila

Sidharth Saigal: beOnd is a pioneering concept in the airline industry. What inspired you to create the world’s first premium-class leisure airline, and what challenges did you face in bringing this vision to life?

Tero Taskila: beOnd was born from a vision to redefine luxury air travel. We saw a gap in the market, while business and first-class offerings existed within traditional airlines, there was no carrier exclusively dedicated to premium leisure experiences. Our goal was to create an airline that seamlessly blends elegance, comfort, and personalised service, catering to those who seek extraordinary journeys from the moment they step on board.

Bringing this vision to life came with its challenges. Disrupting an established industry required rethinking everything, from aircraft configuration to service design. We had to ensure that every touchpoint, from our all-lie-flat seating to our curated in-flight experience, upheld the highest standards. Additionally, entering the aviation space as a new brand meant navigating regulatory frameworks, building a trusted team, and establishing strategic partnerships.

Despite these challenges, the overwhelmingly positive response from travellers has affirmed our belief that the future of premium leisure travel is experiential, seamless, and deeply personalised. beOnd is not just an airline; it’s a gateway to unforgettable destinations in unparalleled comfort.

With your extensive experience in aviation, technology, and consultancy, how do you see the future of premium air travel evolving in the next decade?

The next decade of premium air travel will be defined by how well we deliver deeply personal, emotionally resonant experiences, at scale. Technology will continue to transform the travel journey, but what sets truly premium brands apart is how they use that technology to enhance, not replace, the human touch.

Travellers are no longer satisfied with just comfort or exclusivity. They seek meaning, personalisation, and a sense of being truly seen. AI and digital tools will help us anticipate preferences, curate journeys, and remove friction, but it’s the human element that builds trust, evokes emotion, and creates lasting memories.

The future belongs to airlines that blend tech fluency with hospitality artistry. Where a guest isn’t just served a meal, but welcomed into a story. Where every touchpoint - onboard or online feels intuitively designed around their needs. It’s about emotional intelligence paired with digital intelligence.

As premium travellers become more conscious about time, wellbeing, and sustainability, brands must focus on delivering authentic, purposeful experiences. That means fewer gimmicks, more meaning. Fewer transactions, more transformation.

Ultimately, I believe the evolution of premium air travel is less about flying, and more about feeling. And those who understand that will lead the next chapter.

You have successfully led large organizations through financial and operational transitions. What key leadership principles do you follow when driving a company toward growth and profitability?

I try to keep things simple. First, I listen, really listen, to the people inside the business. You have hired them for a reason, and the answers are often already there. Second, I focus on clarity of vision, priorities, and execution. Everyone needs to understand where we’re going and why it matters.

I like to be close to the action and understand how things work. This doesn't mean that I sit next to people and micro-manage. Technology helps a lot in active communication, listening, learning, and guiding people. That’s how you earn trust and spot real opportunities for growth.

Finally, I stay calm, especially during tough times. Teams need stability and confidence to move forward. Growth and profitability come from discipline, focus, and a shared purpose.

Beyond aviation, you advise and invest in innovative start-ups across various industries. What emerging trends or technologies excite you the most right now?

I am drawn to ideas that solve real problems in simple, elegant ways. Right now, I am particularly excited by innovations in wellness tech, sustainable materials, and AI-driven personalisation whether in travel, health, or consumer products. I also see a shift back to meaningful, human experiences. People are seeking depth, whether it’s in how they travel, learn, or connect with others. Start-ups that combine technology with authenticity are the ones I believe in.

At the end of the day, it’s not just about trends, it’s about driving change. I love doing visiting lectures in leading universities, where I usually talk about innovation management, and how to incorporate it into strategy. The ideas that students share during my visits are truly inspiring.

Your passion for coaching athletes, particularly goalies in ice hockey, is impressive. What leadership lessons from sports do you apply to your professional career, and vice versa?

Coaching goalies (and any other professional athlete from bodybuilder to archer) teaches patience, focus, and trust. You are dealing with high-pressure moments, split-second decisions, and the mental side of performance, which is quite similar to leading a company. In both roles, you need to build confidence, not just give or follow instructions. You prepare people for challenges, but you also step back and let them own their game. That balance between support and autonomy is key. There is an old saying, “It is not what happens, but how you react to it” and if you think about it, sports and business are unpredictable. You condition your body or company to be able to perform the best, but the real success comes from how you react when things did not go as you planned.

From business, I have learnt the value of structure, feedback, and long-term thinking, all of which I bring to the rink. Whether it is an athlete or a team in a company, people thrive when they feel seen, heard, and supported.

What's next for beOnd ?

beOnd is just getting started. Our vision is to continue redefining premium leisure travel by expanding our network to more destinations and enhancing the seamless luxury experience we offer our guests. We’re focused on growing our fleet, introducing new routes, and strengthening strategic partnerships to elevate the journey beyond the flight itself.

Since our launch, we have welcomed over 8,000 passengers, with a goal of reaching 400,000 annually by 2028. We currently operate two all-business-class Airbus aircraft—a 44-seat A319 and a 68-seat A321—with plans to expand its fleet to 27 aircraft within the next four years. With five origin cities today, beOnd aims to serve 54 destinations across 39 countries by 2028, underscoring its commitment to global expansion.

Innovation remains at the heart of our evolution. We are exploring new ways to personalise the travel experience, from digital enhancements to bespoke in-flight offerings that reflect the unique cultures of our destinations.

Ultimately, beOnd is not just an airline, it’s a lifestyle. Our future lies in continuing to curate extraordinary journeys that begin the moment our guests step on board, ensuring that every flight is not just a mode of transport, but an experience in itself.

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