Inside a customer success sprint with Atlantic Airways

October 15, 2026

3 min read

Inside a customer success sprint with Atlantic Airways

Jóhanna á Bergi

CEO - Atlantic Airways

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The wind was doing what it always does when the Amadeus team stepped out of the car at Vágar. Grey skies, a hint of rain in the air, and the hills behind our office already turning the colors they take on in late summer.

Before long, a few of us were standing outside the building for a photograph: Andrias, our Chief Commercial Officer, alongside Julien Egle and Beverley Robson from Amadeus, who had travelled a long way north to spend a few days with us.

It was a small moment. But it stayed with me, because it captured what the whole visit turned out to be. Not just technology software. People, in a room, working out how to do things better together.

A small airline, but a big job

The Faroe Islands sit in the North Atlantic and, for many people here, our aircraft provide vital connections to family, business opportunities and specialist healthcare services abroad. We never lose sight of that responsibility. It is central to our role as the national carrier – it’s why our airline exists.

Like most regional carriers, we run lean. Small teams, tight resources, no spare capacity for waste. This means, when we invest in technology, we keep asking the same question: "what more could this be doing for us next year?"

It is easy to install a system, tick the box marked "done" and move on. The harder discipline is to keep asking whether the way we work today is still the best way, when the platform and our network both keep moving.

Looking again

That question is what our customer success sprint with Amadeus was designed to explore. This structured, time-bound review with Amadeus subject matter experts is a regular part of how we work together.

Over a few focused days, our leadership team sat down with Amadeus Customer Success Management experts and walked through how we use the Altéa platform across the areas that keep us flying: inventory, customer management, disruption handling, commercial operations, and the back-office work passengers never see but always feel.

What I valued most was the chance to step back. When you are close to something every day, you stop noticing it. Having people who know the platform inside out ask "why do you do it that way?" was genuinely useful. Some of our answers held up. Others made us rethink how we do things.

Small changes add up

There was no silver bullet, and I wouldn't have trusted one if there had been. What we found instead were practical things like ways to simplify processes, cut manual effort, and use tools already sitting inside Altéa that we simply weren't taking full advantage of.

For an airline our size, a handful of improvements adds up quickly. This frees up time so our people can spend where it counts. Smoother processes mean we're steadier when disruption hits, and in this part of the world, disruption is never far away.

“Who can sail without wind? Who can row without oars?” These lines from an old Nordic folk song pose a simple question that still resonates today. Technology can give you the wind, but you still have to pick up the oars.

More than a product

Increasingly, airlines aren't looking for a supplier who installs a system and disappears. We want technology providers who stay in the conversation and help us keep getting better. That is what this felt like. We left with a clearer view of our own operation, a few concrete things to act on, and going back to that photo outside the office, a stronger sense that we were doing it together.

Left to right: Andrias Sólsker, Beverley Robson, Jóhanna á Bergi, Julien Egle

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