Chief Officer Cargo
Qatar Airways Cargo is among the fastest growing air cargo
companies in the world and is getting closer to becoming the larget
carrier in the world.
Guillaume talks about what it takes in 2019:
1. What are the most important attributes
of a leader?
You lead when you put the interest, the benefits
and the support of your team before yours. Leaders work on others, for
others to over achieve. I often tell my teams that I don’t price
shipments, I don’t take bookings, I don’t handle cargo or
palletize it myself. My job is to create the conditions and the environment
so that all these duties are conducted the best way possible. Therefore
my role is to guide, explain, engage, reward and sometimes also to discipline.
2. Why is mentorship important?
It is a crucial part of managing talents. At the end
of the day we all work together, we actually live together in the same
company or office for at least 1/3 of our time every day. It is all
about human interactions and mentorship is one way to cement our social
environment. In large organizations like QR Cargo we have staff from
over 70+ nationalities and an equal number of cultures. We have young
talents as well as senior and seasoned experts. It would be silly not
to try and mix all those attributes to add value to each individual,
and to the company, which eventually leads to additional value to our
We have launched a mentoring program, trained a significant
number of mentors and mentees in Doha. The initiative will progressively
be extended to our outstation staff. What is key here is the right match
of personalities and the guarantee of confidentiality. By securing both,
I am confident our program will result in stronger people development.
As part of that initiative, I am, myself, the mentor
of a young Cranfield University graduate in our head office. We meet
every month, have very open discussions and identify areas where the
mentee wants to improve and focus on. I personally get a lot of satisfaction
from the program as well. This is not a one-way street for sure!
3. How do you handle customer experience?
We strive for a personalized experience at every moment.
This is the DNA of Qatar Airways from day one. Do we always succeed?
No . . .
We do have our issues but the ambition is to be able
to interact at every level in a customized way. We see our customers
as people, not just a company name. So along that view, we invest in
our people (training) and in systems to use the most relevant historical
data for each customer interaction. A lot of work in the pipeline .
4. How do you extend influence to touchpoints
that you do not even have responsibility for?
There are two dimensions to your questions. We are one
of many players in the lifecycle of a shipment (truckers, customs, airports,
GHAs, forwarders etc.). But cargo is also one of many elements in the
life cycle of a passenger flight (maintenance, load masters, flight
control, ramp operators, luggage, regulators, etc.).
The first element you need to do to influence the
other parties is education. I spend a significant part of my time educating
and raising awareness with other stake holders. Then you obviously need
to demonstrate what is in there for them. Lastly, and probably the most
important you need to give back. This takes a lot of time but in the
long run, if the benefit is mutual, we manage to get things done.
5. How do you promote great collaborations?
One word: Passion. Because it is contagious.