Scooting off to bigger plans

Scooting off to bigger plans
"We will not take our eye off the ball with respect to making this continue to work as a business, as an operation, as an employer (and) as a vehicle for promoting traffic to, and facilitating traffic out of, Singapore." - Campbell Wilson, Scoot chief executive

A YEAR and a half ago, Scoot had yet to even launch its inaugural flight.

Since it first took to the skies in June 2012, the Singapore Airlines-owned budget carrier has built its fleet up, from one Boeing 777-200 aircraft to six such planes.

It has also expanded its network to 13 destinations and grown its headcount from a mere 20 employees to about 520 today.

To date, it has carried nearly two million passengers and maintains an average load factor of just over 80 per cent.

Scoot chief executive Campbell Wilson says: "It's been a very dramatic expansion in terms of fleet, in terms of network and in terms of staff strength. As we've developed, we've refined our procedures and processes. The last few months, we operated at a punctuality of over 90 per cent."

A lot of this fine-tuning - whether it is doubling the number of staff at its outsourced call centre in the Philippines or giving passengers a 12-hour window to amend their bookings without charge - has come about through experience.

Mr Wilson, a New Zealander, recalled that he had 12 months and a team of four with which to start up the airline.

"That was probably the biggest challenge - keeping the hundreds of work streams on track and going on despite the lack of bodies, lack of experience, lack of expertise. It was only once we got to six months - started bringing people onboard - that it started to ease off," he says.

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