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Occupying the position of Director of Sales and Marketing at Latam just over two weeks ago, Diogo Elias made his first participation speaking live to the trade, answering questions from executives of some of the main TMCs, in the live interview that debated about the resumption of travel corporate.

“Leisure has been recovering faster, still at shallow levels, but we already see clear signs in the occupation factor. The recovery in the corporate segment is still very timid, mainly due to the travel policies of the companies, which are still quite restricted. Although the mesh is still much smaller, the important thing is that we already see some signs of improvement ”, he says.

In terms of air network, the carrier, which came from a scenario of 750 flights per day, plummeting to 35 at the height of the pandemic, has been gradually resuming operations, registering a 50% growth in September over August and a 25% forecast in October over September. This month, Latam will reach the mark of 274 daily flights in the country.

“We have been looking to increase more and more. We decided by margin, we made several flights at a loss, as we needed to continue flying. Still, we are increasingly looking for profitability to continue operating in five or ten years. Of course, we are concerned with market share in the corporate, but, even more, with the company’s sustainability ”, says Elias.


Asked about Latam’s relationship with TMCs and travel agencies, the director said that he is available to travel agents and stated that these professionals are the best sources for generating hypotheses, ideas, and insights.

“The best way to get information, which influences our network, products, and technology, is by talking to our main customers, whether through you. We will probably not be able to resolve all the desires and desires that the agencies would like, but the key point is to get closer and have an open channel, ”he said, aware that there has been a departure in recent years.


With the aviation industry completely different and companies losing money due to the pandemic situation – and not due to bad management -, the time is now to reinvent itself. The codeshare agreement with Azul was one of the solutions found by Latam to evolve and access other markets.

With a complementary and non-overlapping aerial network, combined, the airlines have 93 routes. For now, there are no plans for the codeshare to cover international services. The focus, at the moment, according to Elias, is 100% on the excellent execution of the agreement.


“We entered Chapter 11 in the American court, and it is a tool that we did not expect to use, we do not consider it an advantage, but the pandemic put us in this situation. However, unlike other companies, we entered capitalized, with a cash flow of US $ 1.4 billion”, explains Elias.

With an approval to capitalize US $ 2.4 billion, the airline is now in a different situation, and this becomes important to reorganize the company, whether structurally, people, or financially.

“Our proximity to the channels, with you, is essential. As well as the product – mesh, protocols, airport security and technology – and remain sustainable. We depend on governments, but what we need is to operate, following the pace of market reaction. Grow in a sustainable way to keep growing,”, he concludes.