The Air Show – “Condor CEO Shows His Stripes”
Podcast: The Air Show
Hosts: Jon Ostrower, Brian Sumers
Episode Date: December 11, 2025
Guest: Peter Gerber, CEO of Condor Airlines
Episode Overview
This episode features an in-depth conversation with Peter Gerber, CEO of Condor Airlines, a rare independent long-haul carrier in Europe. Hosts Jon Ostrower and Brian Sumers quiz Gerber on Condor’s recent transformations, its fierce competition with Lufthansa, the economics behind rapid fleet renewal, and the carrier’s distinctive striped branding. The discussion also covers strategic partnerships, potential airline consolidation, alliances, and the challenges of operating in today’s complex aviation landscape.
Key Discussion Points & Insights
1. Condor’s Identity and Evolution
- Condor’s Position Today ([03:10])
- Gerber defines Condor as a “pleasure carrier,” blending traditional leisure routes with increasing business travel.
- Quote ([03:10], Peter Gerber):
“Condor is maybe what we call this nice English word we don’t really know about in Germany, but we call it a pleasure carrier...a mixture between leisure...and business...” - Seasonality: Mediterranean destinations in summer; Caribbean, cruise, and East India routes in winter.
- Recent expansion into intra-Europe nonstops and business-focused routes.
2. Surviving Crisis and Transformation
- Post-Thomas Cook & Pandemic Challenges ([04:33])
- Condor outlived its former parent Thomas Cook’s bankruptcy, then navigated COVID-19’s impacts.
- The airline secured new investment and state support, overhauled its fleet, and rebuilt its network.
- Quote ([04:33], Peter Gerber):
"It was two near-death experiences within three years...exceptional." - Full fleet switch: Old Boeing 767 & 757s replaced by new Airbus A330-900 and A320/321 neos within 18 months.
3. Competition with Lufthansa
- David vs. Goliath ([07:12])
- Condor must compete for market share and customer loyalty as a smaller rival in Lufthansa’s backyard.
- Strengths: Newer, more efficient fleet, nimble decision-making, strong company spirit.
- Quote ([07:35], Peter Gerber):
“We may be the newest long haul fleet in whole Europe with this brand new A330...product-wise...we can compete.” - Condor was forced to develop its own feeder network when Lufthansa cut short-haul feed.
4. Fleet Renewal & Operational Economics
- Switching from Old to New ([10:16])
- New aircraft have delivered lower operating costs and improved product quality.
- Condor avoided some initial technical issues impacting other carriers due to timing.
- “We fully meet...what the assumptions of the business plans were...rarely seen.” ([10:16], Gerber)
5. Ownership and Future Partnerships
- Strategic Outlook ([11:19])
- Main shareholder Attestor likely to reduce involvement after Condor repays state-backed loans.
- Search for strategic partners or minority investors under way, possibly from Gulf carriers or alliances.
- Quote ([13:00], Gerber): “It’s at least the three big airline alliances...as there are not so many carriers around being free.”
6. Brand Transformation: The Striped Planes
- Distinctive Visual Identity ([13:55])
- The vertical stripes on Condor planes are instantly recognizable, especially for children.
- Branding even more powerful in the U.S., where “the planes with the stripes” have higher recall than the Condor name.
- Quote ([14:09], Gerber): “It’s especially children pointing at the sky and saying, mom, dad, see the plane? It’s a Condor plane.”
7. Partnerships and Interlining Strategy
- Open to All, Alliance-Free—for Now ([15:21])
- Collaborations with JetBlue, Alaska, WestJet, and now Southwest Airlines expand reach and transfer opportunities.
- Quote ([15:49], Gerber): “As we are not part of an alliance yet...we can work together with every airline.”
8. Transatlantic Market Challenges
- European Travel Demand to the U.S. ([16:52])
- Noted a dip in German travelers to the U.S. due to media-fueled apprehensions.
- High costs of U.S. travel—especially accommodation—are impacting demand.
- “Some travelers...can’t afford [the US] any longer.” ([18:39], Gerber)
9. Alliances: To Join or Not to Join?
- Pros and Cons ([19:11])
- Digitalization allows for much of the seamless experience alliances once provided, but alliance membership still key for anti-trust immunity, pricing, and bulk deals.
- Quote ([19:38], Gerber): “Now in the age of digitization...a lot...you can also do with interlining...But...when it comes to...important things like engines and airplanes...it’s important to maybe get a bigger size...”
10. Industry Consolidation & Competition
- Is There Room for Condor? ([20:50])
- Larger group CEOs consistently argue there are too many airlines in Europe—Condor included.
- Gerber maintains customer benefit comes from competition and choice.
- Quote ([21:21], Gerber): “Looking at this from a customer’s point of view...everybody likes Condor...we help customers...maybe get the same a product for a lower price.”
11. Operational Realities: Engines, Supply Chain, and Short-Haul Venture
- Engine Reliability & Supply Chain Snags ([22:58], [24:29])
- Rolls Royce Trent 7000 on A330neo has so far met expectations.
- Persistent supply chain issues (e.g., aircraft interiors) plague all airlines, often caused by materials shortages and supplier bottlenecks.
- New Short-Haul Network ([27:07])
- Condor rapidly built a feeder network for long-haul flights; some routes instantly successful, others (like Munich) need time.
- Quote ([27:39], Gerber): “Paramount is that these routes are filling up our long haul planes...the biggest achievement.”
12. What’s Next in Aircraft?
- The Lost “Perfect” Plane ([29:15])
- Gerber reminisces about the 757-300’s ideal size for leisure, but highlights need for a larger production base to avoid high costs and orphaned fleets.
13. People Power at Condor
- Culture and Talent ([31:54])
- Condor’s team as a differentiator—passion, agility, international expertise.
- “The best thing in an airline is...always the people.” ([32:52], Gerber)
Memorable Quotes & Segments
-
On Condor’s Transformation:
- “[We] transformed our long haul business from all Boeing to all Airbus within 18 months. I do not believe any airline has done this so far.” – Peter Gerber [05:53]
-
On Competing with Lufthansa:
- “Condor has a spirit, knowing that we always have to solve problems other companies can’t solve.” – Peter Gerber [08:00]
-
On the Brand:
- “It’s the planes with the stripes.” – Peter Gerber [14:03]
-
On Strategic Partnerships:
- “It’s at least the three big airline alliances...as there are not so many carriers around being free. So maybe the last one beside of Condor is TAP in Portugal.” – Peter Gerber [13:00]
-
On Industry Consolidation:
- “We need some competition here and there...still a decent amount of competition is very, very important.” – Peter Gerber [21:21]
-
On People as Differentiator:
- “The best thing in an airline is in the end, always the people.” – Peter Gerber [32:52]
Selected Timestamps
- Condor’s identity & evolution: [03:10]
- Transformation post-Thomas Cook & COVID: [04:33]
- Fleet renewal economics: [10:16]
- Shareholder exit & strategic future: [11:19]
- Partnership strategy (JetBlue, Alaska, Southwest): [15:21]
- Alliances discussion: [19:11]
- Consolidation debate: [20:50]
- Engine and supply chain realities: [22:58], [24:29]
- Short-haul network challenges: [27:07]
- Team & leadership culture: [31:54]
Noteworthy Moment
The Stripiest Planes in the Sky:
The hosts and Gerber agree that, love it or hate it, Condor’s distinctive striped livery is a unique brand asset and now a major part of its transatlantic identity ([13:55]–[14:09]).
Prediction on Lufthansa CEO:
When asked who might succeed Carsten Spohr as Lufthansa CEO, Gerber gives an artful dodge—and praises both Spohr and the caliber of industry leaders at Condor ([31:54]).
Tone and Style
The conversation is candid, occasionally humorous, and insightfully irreverent, especially around the realities of airline competition, consolidation, and Condor’s role as an industry underdog unafraid of going its own way.
Bottom Line:
Listeners gain a rare inside look at how one of Europe’s last independent long-haul airlines is fighting to survive and thrive, innovating on everything from fleet strategy and branding to global partnerships, all while remaining fiercely—though perhaps not indefinitely—independent.