French Bee Enters a New Phase with CEO Christine Ourmières-Widener

French Bee, France’s low-cost long-haul airline, appointed Christine Ourmières-Widener as its new chief executive officer last summer, marking a significant milestone as the first woman to hold this position at the airline.

With 35 years of industry experience, including top roles at TAP Air Portugal and Flybe, Ourmières-Widener brings a wealth of knowledge and a fresh perspective to French Bee.

Photo: Courtesy of Enrique Perrella

Upon her appointment, she remarked, “I am honored to join French Bee’s team and lead France’s top low-cost leisure airline to new heights, especially across the US leisure travel market, where we are seeing strong demand.”

As the French leisure carrier continues to make its mark on the transatlantic market, Ourmières-Widener’s leadership is poised to steer the airline through its next phase of growth and innovation.

Business Traveler sat down with her to discuss the challenges she’s faced, the lessons learned, and her vision for the future of French Bee.

BT: Hi Christine, it’s a pleasure to see you again. You have worked in four very different airlines—two regionals, two networks, and now one low-cost/long-haul. From your perspective, what are the most striking differences you have faced, and how have they prepared you for your role at French Bee?

French Bee’s business model is quite distinct, standing alone in a market where few competitors offer the same combination of low costs and long-haul flights from Paris to our chosen destinations. While the challenges are notably different—especially regarding customer experience and route management—the fundamentals, such as safety standards, processes, and cost efficiency, remain comparable to traditional airlines.

My previous experiences have been invaluable in identifying synergies and opportunities, implementing new processes and teams, and driving the company’s continued growth.

BT: What have been the most challenging and rewarding aspects of joining French Bee?

Competing alongside major airlines, particularly on American routes where the market is well-established, presents a significant challenge. However, the feedback from our passengers is incredibly rewarding.

Many are thrilled that long-haul routes are now more accessible, allowing them to visit friends and family more frequently or conduct business without excessive costs. This role is demanding, but knowing that we’re making a difference in people’s lives is what drives us—and me personally.

BT: When new presidents take office, they often present a first 100-day plan. What was your plan when you joined French Bee, and did you accomplish your goals?

My first priority was to observe and learn from the team, both management and on-the-ground staff. I was fortunate to have a proper handover from my predecessor, Marc Rochet, who provided invaluable insights to guide the company’s ongoing growth.

My objectives included finding synergies, streamlining processes for efficiency, and addressing any potential issues.

Photo: Courtesy of French Bee

Our efforts seem to be paying off, as we saw positive results at the end of 2023, and 2024 looks promising despite industry-wide challenges like supply chain issues and declining traffic. I’m also focused on balancing growth and performance with the human dimension.

In the airline industry, it’s crucial to manage four key pillars: the customer, product positioning, team dynamics, and financial health. Achieving long-term success requires careful attention to all four.

BT: French Bee is seen as a budget-friendly, no-frills, long-distance airline. Since taking over as CEO, has this perception changed in any way?

It’s important not to assume that being a low-cost airline carries a negative perception. People who know French Bee generally have a positive view, and those who don’t are simply unaware of our offerings.

We’re not your typical low-cost carrier—perhaps because we’re a French company, and there’s a different set of expectations around service here. Our customers are diverse, ranging from families who want to keep traveling to budget-conscious entrepreneurs to students seeking good deals.

Photo: Courtesy of French Bee

We’ve worked hard on our brand and positioning, and the results are promising. Passengers are beginning to understand that we offer budget-friendly yet comfortable journeys.

Our brand is evolving, and we’re investing in improving customer service, in-flight offerings, and the overall customer experience.

French Bee is now eight years old, and we’re moving from a ‘startup’ mindset to a more mature phase where we reflect on what works and what doesn’t. It’s an exciting time.

BT: The transatlantic market is known to be one of the most difficult and challenging in the world. Many low-cost airlines that have tried to enter this market have failed. What sets French Bee apart and makes it a better contender for coexistence with other low-cost and well-established legacy airlines?

You’re right—the transatlantic market is extremely challenging. There are already several competitors, but what we offer is distinct from what the major airlines provide.

Travel behaviors are changing; travelers are now more interested in flexible, affordable options rather than sticking to one airline just for loyalty points. These shifts in behavior are part of why we joined forces with ENAC (Ecole Nationale d’Aviation Civile) in launching the Chair Travel initiative, which aims to understand these trends so we can better adapt our services.

Photo: Courtesy of French Bee

When comparing our model to other airlines like Norwegian or Air Transat, it’s clear that success depends on routes, fleet management, cost control, and customer experience—even for a low-cost carrier.

There’s definitely room in the market for players like French Bee, Air Transat, and JetBlue, who are challenging the dominance of legacy airlines.

BT: After your experience in a heavily networked airline, would you anticipate French Bee partnering with other airlines through codeshares, interlines, or frequent flyer programs?

French Bee already has a codeshare agreement with Air Caraibes, and we have interline agreements with several other carriers, including Alaska Airlines, Air Corsica, Air Algerie, Chalair, Air Austral, and the French Railways (SNCF).

We’re certainly exploring additional partnerships, so stay tuned. As for a frequent flyer program, we’re not ruling it out, but it’s not our focus at the moment. Our strategy is to offer à la carte options with the lowest prices and optimal comfort. This approach is what keeps our customers coming back, without the need for a traditional reward program.

BT: So far, French Bee flies to New York, Miami, San Francisco, and Los Angeles in the United States. Are you satisfied with these four cities, or do you think there is room for a fifth destination?

There’s always room for growth. We recently announced that we’ll be opening a route to Montreal next year, so we’ve been focused on that. However, we’re always evaluating potential opportunities in the North American market.

It’s an area with a lot of potential, but we’re taking a steady and prudent approach. We’ll focus on getting Montreal up and running smoothly before considering our next move.

BT: Back in 2019, former CEO and founder Marc Rochet told me that French Bee’s best selling point was its energetic, friendly, and young crew. Is that still the case today?

Marc was absolutely right. Our crew’s energy and friendliness remain our top selling points. It’s the number one piece of feedback we receive from passengers.

We carefully recruit passionate individuals who genuinely enjoy the routes we offer. Once passengers experience our service, they’re hooked.

BT: What would be your message to women to promote what you do, your job?

The airline industry has historically had few women in senior management roles, but I want to tell them that this profession—and this industry—is incredibly exciting.

There’s always something happening, whether it’s influenced by geopolitics, safety concerns, or weather events. While the situation for women in the industry is improving, there’s still a lot of work to be done.

BT: Where should we see French Bee 10 years from today?

I see French Bee growing significantly, with more aircraft, more routes, and the same amazing teams.

We’re on the right track to achieve these goals, and we aim to become a real habit-changer, converting even more people to our way of flying. On a broader scale, I believe our industry has a crucial role to play in the world.

By enabling travel, we help people broaden their horizons, embrace differences, and foster understanding. Our industry is a vehicle for freedom and peace.