Fast Forward GSSA Timothy Pfeil

     Today we’re sitting down with Timothy Pfeil, a longtime air cargo GSSA pro who serves as President and Managing Director U.S.A. / Head of Group Global Compliance at ATC Aviation Services AG.
     Timothy has spent a whole lot of his life on the road, in fact more than 30 years of leadership in multimodal international transportation, of which 20 have been in airline cargo management.
     A total professional, he still shows he can get right down on the ground saying with a smile: "I ain’t ever met a problem that I can’t outrun."
     A cross-cultural specialist who thrives on customer engagement and negotiation; International sales and Operations Management within the 3&4PL, Ocean Carrier and Airline Cargo industry with postings in the U.S., Europe and Middle East in terminals, in airline offices, and in the middle of real-world shipping decisions, Timothy brings a wealth of knowledge coupled with the ability to listen and conquer just about any challenge in this business.
     Getting down to business we ask Timothy, when you think about that crowd in the Miami Convention Center at the TIACA Air Cargo Forum, what are the moments you’re most excited for? What are the high points you want people to feel when they hear what ATC is bringing to the table?
     “Miami is always a crossroads, and that’s what makes it valuable. You’re not just shaking hands, you’re comparing notes. For ATC, the high points are pretty simple: we’re there to listen, to show what’s working, and to be clear about where the market is headed. People want practical answers. They want to know what capacity looks like, what demand is doing, and who can actually help them perform week after week.”
     So if someone bumps into you in a hallway and says, "Give me the one-minute version," what do you want them to know about the ATC 2026 offering in the Americas?
     “That it’s built for reality, not slides.  The Americas are diverse, and the trading patterns shift fast. What I want people to know is we’re focused on consistency, smart coverage, and real partnership. Not just selling space, but supporting decisions with market intelligence and strong local relationships so shipments don’t fall apart when things get tight.”
     Let’s zoom out for a second for listeners who hear the term GSSA and think, "I kind of know what that is." In 2026, how would you explain ATC and the GSSA business, and what are the high points you’d underline?
     “A GSSA as the drill goes, is essentially the airline’s commercial reach in markets where they need sales, service, and strategy executed locally. And in 2026, it’s not just about booking. It’s about performance: yield quality, customer mix, lane development, and service reliability. The high points are when a GSSA can actually bring clarity to chaos, connect airline goals with forwarder realities, and create stable growth instead of quick wins that disappear next quarter.”
     This year’s been . . . let’s say, full of surprises for a lot of cargo folks. What’s surprised you most about the business climate, and how have you handled the tough parts without losing your footing?
     “The speed of change. One month a lane looks strong, the next month it cools off, and then you’ve got disruptions you can’t ignore. I’ve handled it by staying close to the market and even closer to the customer. When things get complicated, you don’t hide behind email. You show up, you talk through options, and you make sure partners know you’re not guessing.”
     That “show up” piece is your reputation. Be honest with us—how many weeks a year are you on the road? And when you walk into a customer’s country, what’s the reaction when they see you there in person, ready to take things in hand?
     “It’s a lot of weeks. Enough that you learn airports better than restaurants. But there’s a reason. When you’re physically there, it signals commitment. People react differently when you’ve crossed time zones to sit at their table. You hear what’s really happening, you catch problems early, and you build trust that doesn’t come from dashboards.”
     Let’s talk about those dashboards, though. You’re dealing with data, market signals, customer pressure, airline expectations. How do you turn knowledge into actual shipping decisions? And what’s the most valuable impact you can have with partners as a GSSA?
     “Data is only useful if it turns into a decision someone can act on. I look for patterns—where demand is real, where capacity is tightening, where rates are unstable, where service risk is rising. Then I translate it into clear recommendations: this routing, this timing, this kind of freight mix, this customer priority. The most valuable impact is being the person who prevents mistakes and protects relationships—helping the airline and the forwarder win together, not trade blame when something goes sideways.”
     There are giant players and smaller ones in the GSSA world, but ATC keeps growing and doing well year after year. Why? What do you think actually explains that, and what’s in store as you look toward 2027?
     “Growth comes from doing the basics exceptionally well: disciplined sales, strong customer care, and market coverage that doesn’t disappear when the cycle turns. If you’re consistent, airlines lean on you more, and customers trust you more. 
     “Looking to 2027, I think the winners will be the teams who can adapt quickly, communicate clearly, and keep service quality high even when the market is choppy.”
     Now I want to go personal for a minute. If a family member or a close friend asked you, "Should I build a career in air cargo?" what would you say? And when you think back, who helped shape your path—who pulled you forward or left a lasting mark?
     “I’d recommend it, but with honesty. It’s not a nine-to-five, and it’s not always glamorous. But it’s a real global business and you can build something meaningful if you like solving problems. As far as mentors and influences, there have been leaders who taught me discipline, colleagues who taught me humility, and customers who taught me what service actually means because they live with the consequences of our decisions.”
     Back to travel—because it’s a huge part of your life. What’s your favorite city to visit, and what’s your favorite city to work in? And when you’re not talking cargo, what do you do to stay sharp out in the field? Also, do you worry about other GSSAs, or do you welcome the competition?
     “Favorite city to visit and favorite city to work can be two different things. Some cities are great for energy, some are great for getting things done.
     “What keeps me sharp is staying curious—asking questions, comparing notes, learning what’s changing in each market. And competition? I welcome it. If you’re doing the job right, competition forces you to improve, stay disciplined, and keep earning the business instead of assuming you deserve it.”
     How long have you been in air cargo now? And for the record, when you think of the people who impacted your career—positively, even sometimes by challenging you—who comes to mind?
     “It’s been 30 years, long enough that I’ve seen cycles repeat, but never in exactly the same way. The people who impacted me most are the ones who expected more than average: managers who held a high standard, partners who demanded transparency, and teams in the field who proved that execution beats theory every day.”
     We have to talk about AI. What do you really think—threat, helper, or the future of some roles? Have you felt the impact yet, and how has ATC approached it?
     “AI is an aid if you use it correctly. It can speed up analysis, improve forecasting, and help teams respond faster. But it doesn’t replace relationships, judgment, and accountability. In our world, one wrong assumption can create a service failure. So I see AI as a tool that makes good people stronger, not as a magic solution that removes the need for experience.”
     Looking ahead, what’s the future role of the GSSA? What do relationships look like between airlines, forwarders, and partners as the next few years unfold?
     “The role becomes more strategic. Airlines will want partners who bring intelligence, stability, and real market access. Forwarders will want reliability and communication. ATC GSSA sits smack dab in the middle! We are the GSSA that wins and will be the one who can align everyone’s expectations early and keep performance measurable, not just promised.”
     If you could change one or two things—something realistic—that would make everybody’s job easier and more successful, from airlines to forwarders to shippers, what would you pick?
     “First, clearer communication standards, especially when conditions change. Bad news is manageable when it’s early and honest. Second, better alignment on service expectations—what’s actually possible, what’s a priority, and what the contingency plan is when disruption hits. Those two things alone reduce stress and protect long-term partnerships.”
     Last one, and it’s the big one. If you could do it all over again, would you choose this life—this road, this business, air cargo and all the pressure that comes with it?
     “Yes. It’s demanding, but it’s real. You get to be part of moving the world’s goods, solving problems that matter, and building relationships across cultures and time zones. I wouldn’t pretend it’s easy, but I would say it’s worth it—especially if you care about doing the work the right way.”
     Timothy Pfeil, thanks for sharing the road stories, the reality behind the role, and what you see ahead. And to everyone either reading all of this or listening, if you see Timothy in Miami, don’t just ask how business is. 
Ask what he’s seeing that you’re not.
GDA/SSA