Rubén Fernández, General Manager of Airmet, maintains that operating independently offers the most effective way for travel agencies to deliver value. In an interview with Preferente, he detailed the company’s plans, emphasizing steady growth over aggressive expansion or corporate restructuring. Fernández argues that independence grants greater flexibility in working with agencies and suppliers, enabling Airmet to compete against large distribution networks without sacrificing agility.
The distributor views the current market as a return to stability despite global economic turbulence and price fluctuations. While rising costs and household budget pressures posed challenges, travel sales performed well overall. Specialized destinations experienced difficulties due to niche market demands, but Airmet reported satisfaction with broader performance metrics.
Although tourism products have grown more expensive, agencies have maintained profitability margins. The decline in package sales has been offset by higher average prices per trip, resulting in stronger euro-denominated revenue. Agencies specializing in high-value services, such as group travel, have outperformed those relying on standardized package offerings.
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Fernández highlights that independent agencies possess distinct advantages in competing with major networks. Airmet’s close working relationship with its team and its advocacy for independent agents serve as key differentiators. The company actively engages with agencies through initiatives like the “Cruce de Caminos” tour, collecting direct feedback to refine product offerings. This approach ensures that Airmet remains responsive to local needs—a flexibility often overlooked by larger, bureaucratic competitors.
The travel industry is undergoing consolidation, with major groups absorbing smaller players to expand market share. For a mid-sized distributor like Airmet, survival depends on leveraging the agility that big networks cannot replicate. The ability to adjust quickly based on regional input gives independent agencies a critical edge, particularly in an era dominated by digital transformation.
When discussing artificial intelligence, Fernández draws a parallel to the internet’s rise. Unlike past concerns that digital tools would threaten agencies, AI is now seen as an opportunity. Many agencies have already adopted AI solutions to optimize operations, reduce errors, and enhance efficiency.
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Direct relationships with suppliers and agencies further reinforce Airmet’s independence. The company maintains short feedback loops, ensuring that insights from the field directly inform product development. The “Cruce de Caminos” initiative exemplifies this approach, offering a structured way to gather regional input. This firsthand data helps Airmet tailor offerings to local demands—a level of responsiveness that larger networks often lack due to their size and internal processes.
The creation of new independent travel agencies is evolving slowly, as starting an agency now demands specialized knowledge in legal and technical areas. Airmet focuses on supporting those agencies committed to quality and innovation, positioning itself as a strategic partner rather than a traditional distributor. Fernández notes that 2026 will be a reasonable year for the sector, with steady progress expected.