Why did I feel it was interesting to interview Pierre? He is an entrepreneur and qualified commercial pilot who co-founded BlueLight Humanitarian Airlines and has long been a senior figure at Geneva International Airport — serving as its president/chair and a member of its board. He combines hands-on aviation experience with a background in family business (including ties to the Raymond Weil watchmaking legacy), consulting and advisory roles in finance, and leadership across aviation, hospitality and construction ventures. Pierre has been publicly visible as a driving force behind BlueLight’s launch and brings both operational aviation knowledge and regional institutional relationships to the project.

This interview matters because it illuminates a novel, mission-driven approach to humanitarian airlift: BlueLight proposes the world’s first non-profit airline dedicated to rapid, neutral, and cost-effective emergency response — a model that promises 72-hour deployments, a mixed fleet (A340 combi long-haul plus A321P2F regional lift), and integration with UN clusters and NGOs to reduce duplication and speed deliveries. If realised, that combination of operational design, pre-negotiated agreements and explicit neutrality could close a persistent gap in crisis logistics — getting medical teams, patients and supplies into hard-to-reach or politically sensitive zones faster while prioritising accountability and safety. The interview therefore provides useful detail on how the organisation intends to manage technical, regulatory and ethical trade-offs as it scales.

Here’s our exchange:

Where are you originally from, and what was your childhood like there?

I was born in Geneva, and my childhood was a happy one, aside from a serious medical episode that affected several years of my life. During that period, I found an escape from the harsh reality of illness by flying with my grandfather, who owned a Piper PA-28 Dakota, which I still own today. Aviation became the cornerstone of my recovery and a powerful form of therapy.

My youth was shaped by two defining forces: aviation and illness — a kind of yin and yang that instilled in me a deep desire to help others, to persevere in everything I undertake, and to face adversity with strong, almost unshakable resilience. When I returned to what could be called a normal life, I decided to devote my studies and career to creating value.

What was your family dynamic, and who were the key figures in your upbringing?

I was born into a family of entrepreneurs whose core values are simple: family, hard work, and honesty. These are the same values I strive to pass on to my three children. For us, success has never been measured solely by results, but by the diligence, integrity, and care with which we conduct our ventures.

I was fortunate to be raised by parents who combined long, demanding working hours with unwavering commitment to their family responsibilities. I also spent many formative years close to my grandparents, especially my grandfather, Raymond Weil, founder of the eponymous watch brand and an exceptional entrepreneur. The company was later led by my father and then my eldest brother. Observing their decision-making and values firsthand provided lessons of immeasurable value.

Who were the most influential people in your childhood, and what lessons did you learn from them?

Beyond my family and the medical staff at the Geneva University Hospitals — to whom I feel immense gratitude — the individual who most influenced my youth was my grandfather’s close friend, Mr. Jacques Honegger.

A former President of the Lausanne Aeroclub, he was among the very first Swiss pilots and is believed to have held one of the first 100 pilot licenses ever issued in Switzerland. He was also a successful entrepreneur who, after falling ill during his military training, demonstrated remarkable resilience — something in which I deeply recognized myself.

A German-speaking Swiss born in French-speaking Switzerland, he taught me the values that define our country, including a precious code of honor that might best be summarized as “precision and professionalism.” He also taught me VFR flying — the type of aviation practiced in Switzerland, often between mountains and short landing strips.

What is one of your earliest memories, and how do you think it shaped who you are today?

One of my most enduring memories is from my childhood while receiving medical treatment. Every Friday, my grandfather would collect me by car from the hospital, and from the airport, we would fly home in his small plane. The sound of the propeller, the feeling of lifting off the ground, and the sight of the world shrinking beneath us are moments I will never forget.

Those flights became a symbol of freedom and hope during a time when my world otherwise revolved around hospital rooms and rigid routines. They taught me resilience — the idea that even in the most difficult moments, there is always something beautiful to look forward to. More than that, they ignited a lifelong love of aviation. To this day, the sight of an aircraft or the sound of an engine starting up brings me a profound sense of calm and excitement that traces directly back to those Friday flights home.

Were there any cultural or family traditions from your childhood that helped define your values?

I was raised in a family deeply loyal to its cultural and religious heritage, though not strictly observant. We respected traditions with the understanding that family gatherings always came before everything else. Our family moves forward as one — united, occasionally irritated with one another, but without resentment.

We are very close, and we stay together. The interests of the family prevail over individual interests. I hope to teach my children that family — above all — will always be there for them, and must therefore be protected.

What motivated you to study what you studied?

I always knew I wanted to be a businessman and chose my academic path accordingly. I was not an exceptional student, and my university years coincided with the end of my medical struggles. I felt an intense desire to seize life with both hands — to live, to travel, and to begin the career I had long been waiting for.

I found it difficult to sit still at university, driven by a strong urge to move forward. I wanted to create value in return for the life I had been given — the life that had, in many ways, been saved. I never doubted that business and administration were the right fields of study for me.

At what age did you start working, and what did your first job involve?

I began working at the age of 20 through a one-year corporate internship. I was hired by one of Geneva’s most prestigious private banks, MIRABAUD & CIE. I was fortunate to be closely supervised and introduced to institutional asset management. It was an incredibly enriching year, particularly in Switzerland, where social insurance plays a central role.

I then continued my studies and, in parallel — because I found it difficult to focus solely on academics and wanted to remain active — I joined the family business, taking responsibility for several smaller markets. It was an ideal solution, as it allowed me to combine university life with hands-on professional experience through a role that remained compatible with my academic commitments.

How would you describe your current job and its responsibilities?

I currently hold several responsibilities. I manage a construction company in France employing around forty people, as well as two Swiss companies active in the jewelry and watchmaking sector and in consulting.

At the end of January, I will step down from my role as Executive Director at Banque Vontobel AG to focus more fully on these activities — and especially to concentrate on BlueLight and several other rapidly growing side projects. I will, however, remain active in the financial world and continue to support Banque Vontobel and others in a different capacity.

Previously, I launched and operated a watch brand, which I later sold successfully, as well as two restaurants that became notable successes. I was also honoured to serve as Chairman of Geneva International Airport, an experience that significantly strengthened my leadership skills and industry knowledge.

Across all these ventures, there has been one constant objective: the creation of value.

You’ve pitched BlueLight as the world’s first non-profit humanitarian airline — how does removing the profit motive materially change operational decisions during a crisis?

Removing the profit motive allows BlueLight to make decisions based purely on humanitarian need rather than commercial viability. In a crisis, traditional airlines must weigh costs, risk, and shareholder obligations before deploying aircraft or crews. We don’t. Our focus is singular: getting aid, personnel, and evacuees where they are needed, as quickly and safely as possible.

Because we are structured as a non-profit, our operational model prioritises speed, access, and collaboration over revenue. We can divert aircraft to disaster zones without needing to recoup costs through ticket sales, and we work seamlessly with governments, NGOs, and private partners who know that every pound or dollar raised is reinvested into capacity and readiness — not dividends.

In essence, it changes everything: our decisions in a crisis are guided by impact, not income.

Your fleet plan highlights modified A340 “combi” aircraft and A321P2F conversions. Why these types specifically, and how do they solve access problems that current cargo or charter operators do not?

Our fleet choices are driven entirely by mission requirements. The Airbus A340-300 and A321P2F together provide a unique blend of global reach and local access — something that no commercial or charter operator currently offers in a dedicated humanitarian context.

The A340-300 delivers long-range capability, a 50-tonne payload, and four-engine redundancy, which is critical when operating into or near disaster zones where diversion options and infrastructure may be limited. Its wide-body fuselage allows it to be configured as a true “combi” aircraft, carrying both relief personnel and large volumes of cargo or medical equipment at the same time.

The A321P2F serves as our regional workhorse. With a 27-tonne payload and the ability to operate from shorter, less-equipped runways, it bridges the final, most challenging legs — often the last 200 miles into affected communities, where humanitarian logistics most frequently fail.

Together, these aircraft allow BlueLight to deliver a fully integrated air bridge, from intercontinental lift to local distribution. As a non-profit operator, we deploy assets based solely on humanitarian priority rather than commercial demand, ensuring aid and responders reach those in need faster and more predictably than existing ad-hoc charter solutions.

Cost-efficiency is central to your model — you advertise rates roughly 30% below market. How do you sustain those margins without undercutting safety, maintenance, or crew welfare?

BlueLight operates on a non-profit, fixed cost-recovery model that remains stable and is not influenced by commercial market fluctuations. Our below-market rates are not achieved by cutting corners, but by removing profit margins entirely and focusing purely on operational efficiency.

Every saving is reinvested into what matters most: safety, maintenance, and crew welfare. We operate with a lean organisational structure, leverage shared resources, and prioritise preventive maintenance and continuous training, which reduces downtime and long-term costs without compromising standards.

By focusing on long-term sustainability rather than short-term profit, we are able to deliver exceptional value and reliability while maintaining the highest levels of safety, integrity, and care on every mission.

Neutrality is critical for humanitarian work. What practical steps will BlueLight take to ensure political neutrality when operating in contested or geopolitically sensitive zones?

Based in Geneva — the humanitarian capital of the world — BlueLight is founded on the same principles that underpin international humanitarian law: neutrality, impartiality, and independence.

In practical terms, this means we operate without political, military, or religious alignment. Our sole focus is human dignity. We work closely with recognised international agencies, NGOs, and neutral partners to ensure every mission is guided strictly by humanitarian need, not by politics or ideology.

Our crews and operational teams adhere to strict neutrality protocols. We maintain transparent coordination with local civil authorities while remaining independent of political and military structures. Our objective is simple: to be able to operate wherever lives are at risk, without discrimination, and without being perceived as aligned to any side.

Many humanitarian delays stem from on-the-ground bureaucracy and access restrictions. How does an airline influence or bypass those bottlenecks without endangering field staff or violating sovereignty?

BlueLight recognises that access challenges are rarely purely logistical — they are often political, regulatory, and deeply human. Rather than attempting to bypass these frameworks, we work within them, guided by respect for national sovereignty and humanitarian principles.

As a Geneva-based non-profit organisation, we engage proactively with governments, civil aviation authorities, and international organisations well before crises occur, building trust, transparency, and relationships in advance. By maintaining a strictly humanitarian mandate — free from commercial and political agendas — we aim to be recognised as a neutral and trusted operator, enabling faster clearances and safer access.

Our teams are trained to coordinate closely with local authorities and humanitarian partners to ensure full regulatory compliance while protecting the safety of our crews and field staff. In many cases, our neutrality and non-profit structure help reduce bureaucratic friction, allowing us to deliver aid faster without compromising legality, diplomacy, or human dignity.

You mention a 72-hour deployment promise. What organizational systems — staffing, logistics, overflight and landing agreements — are required to make that realistic, and what are the main risks?

Achieving a 72-hour global deployment capability requires expert staffing, robust logistical systems, and pre-established international operating agreements.

To make this realistic, BlueLight is building on a foundation of twelve senior professionals with deep experience across operations, engineering, finance, medicine, philanthropy, and communications. This leadership structure ensures that every function — from technical readiness to humanitarian coordination — operates with strong strategic oversight.

By early to mid-2026, we plan to assemble a dedicated team of approximately forty personnel, including flight crews, engineering specialists, logistics coordinators, and humanitarian operations staff. Each aircraft will be assigned its own dedicated crew, supported by administrative and technical staff to maintain constant readiness. The workforce model emphasises flexibility, supported by a vetted pool of freelance professionals who can be activated as needed. This lean, multidisciplinary structure allows deployments to be planned, authorised, and executed within the 72-hour window.

Behind this structure sit pre-cleared supply chains, standing partnerships with airports and aid agencies, and access to global maintenance networks. Pre-negotiated overflight and landing agreements with key regional authorities are critical to ensuring that air corridors and ground permissions can be secured without delay. Centralised coordination between operations, logistics, and diplomatic channels enables rapid, seamless mobilisation once a deployment trigger is received.

The primary risks are regulatory and logistical delays, particularly in securing flight clearances in high-risk or remote regions. Adverse weather, geopolitical instability, and sudden airspace restrictions can also impede rapid response. Operationally, maintaining continuous crew availability and equipment readiness requires disciplined planning and strong contingency frameworks.

In summary, the 72-hour commitment is made credible through a deliberately lean but highly experienced organisational structure, supported by forward planning in logistics and international agreements — all designed to balance speed, safety, and operational precision.

BlueLight plans a “flying hospital” configuration. How do you reconcile specialised medical requirements with the multi-role combi design?

Our flying hospital configuration is being developed with direct input from highly experienced aviation engineers, cabin reconfiguration specialists, and humanitarian medical professionals. BlueLight’s leadership team includes experts who have designed and operated MEDEVAC, CASEVAC, and specialised humanitarian airlift missions globally, and that experience is central to our approach.

Our aviation engineering team includes former CEOs of engineering organisations, cabin design specialists, senior wide-body captains, and operational control leaders with experience in complex missions. On the medical side, our leadership includes professionals with frontline experience in Médecins Sans Frontières, trauma care, radiology, emergency medicine, and international medical governance.

We are designing the flying hospital as a modular, role-specific capability within the A340 combi platform. This allows us to meet stringent clinical requirements — including sterilisation flows, medical-grade power supply, patient-handling systems, and evacuation protocols — while preserving the flexibility needed for humanitarian logistics. The aircraft’s multi-role layout and cargo-handling systems provide the structural foundation, while all medical elements are engineered to align with EURAMI standards for MEDEVAC and CASEVAC missions.

The precise configuration is still being finalised, as it must be validated by the specialists who will ultimately operate the system. Our strength lies in the calibre of expertise involved: aviation designers, humanitarian logisticians, senior physicians, and former MSF surgeons. Their combined experience ensures the final design will be safe, compliant, and focused on delivering the best outcomes for both patients and the communities we serve.

You’re developing uncrewed delivery systems for hard-to-reach areas. How will you manage legal, safety, and ethical concerns around flying drones into conflict zones or damaged infrastructure?

Operating uncrewed delivery systems in complex, high-risk environments demands a rigorous legal, safety, and ethical framework.

All UAV operations will fully comply with international and national aviation regulations, including airspace permissions and applicable humanitarian exemptions. We will work closely with civil aviation authorities and relevant international bodies to secure authorisations, overflight permissions, and insurance coverage. Each deployment will undergo legal review to ensure full respect for national sovereignty and international humanitarian law.

Safety is engineered into every stage of design and operation. Our UAVs use regular unleaded fuel to enhance logistical flexibility in regions without specialised infrastructure. Every mission will be preceded by comprehensive operational risk assessments, supported by real-time monitoring, remote piloting safeguards, and strict no-fly parameters over civilian populations. The system’s extended range and minimal infrastructure requirements enable humanitarian access without placing aircrews in harm’s way.

As an uncrewed system, the platform significantly reduces human exposure to danger, supporting our objective of zero casualties in disaster and conflict response. All deployments will adhere to humanitarian principles of neutrality, impartiality, and “do no harm.” Missions will be coordinated with recognised aid organisations and appropriate local authorities to ensure operations meet verified humanitarian needs and maintain transparency and accountability.

In summary, BlueLight’s UAV programme combines advanced technology with strong legal, ethical, and safety governance to ensure that critical assistance reaches those most in need — safely, responsibly, and lawfully.

How will BlueLight coordinate with major humanitarian actors such as the UN clusters, ICRC, and NGOs to avoid duplication, ensure cargo prioritization, and maintain accountability for delivered aid?

BlueLight is committed to operating as a fully integrated partner within the humanitarian system. We engage early and proactively with the UN cluster mechanism, national logistics working groups, and lead humanitarian agencies in each response to ensure our airlift capacity complements—rather than duplicates—existing efforts.

We operate under transparent, standardised request and reporting protocols. Cargo movements are logged in “who-does-what-where” (3W) systems, and our flight manifests and delivery reports are shared with relevant humanitarian coordination bodies. This ensures our aircraft and unmanned systems support the collective humanitarian agenda rather than creating parallel or ad hoc supply chains.

Our partnerships are formalised through memoranda of understanding with UN agencies and major NGOs, clearly defining roles, responsibilities, principles of neutrality, impartiality and independence, and key performance indicators such as tonnage delivered, destinations reached, time-to-delivery, and cost efficiency.

We also integrate into established monitoring and accountability frameworks. All flights are tracked, beneficiary delivery and distribution processes are audited where feasible, and feedback and complaints mechanisms are aligned with affected-population-centred humanitarian standards. By combining an asset-light, crewed-and-uncrewed delivery model with rigorous coordination, prioritisation and accountability processes, BlueLight ensures it amplifies the efforts of the wider humanitarian community—delivering aid faster, more effectively, and in alignment with shared values.

Funding a non-profit airline at scale is unprecedented. What is BlueLight’s long-term funding model — donations, grants, fee-for-service, public contracts — and what risks do each carry?

Establishing and sustaining a non-profit airline at scale requires a funding structure that balances social purpose with long-term financial resilience. BlueLight’s model has been designed to provide both operational stability and high levels of governance and transparency while maintaining its not-for-profit status.

We will operate under a holding-company structure that provides a secure framework for governance and financial oversight. The holding entity will oversee a series of special purpose vehicles (SPVs) for individual aircraft or operational assets. This structure ring-fences risk and allows investors and partners to support specific elements of the fleet or infrastructure.

While BlueLight itself will remain strictly not-for-profit, the holding company will invoice only what is required to sustain operations, ensuring funds are directed solely toward mission delivery rather than shareholder return. The model is designed to lower participation thresholds by 5–10%, creating accessible entry points for philanthropic investors, institutional donors, and strategic partners aligned with BlueLight’s humanitarian purpose.

The holding and SPV structure provides protection for investors by clearly separating operational liabilities from philanthropic capital. Maintaining not-for-profit status safeguards mission integrity and regulatory compliance, while diversified income streams—balancing donations, grants, service-based revenue, and public contracts—reduce dependence on any single funding source.

In combination, this model delivers financial prudence and humanitarian impact: a structured, transparent system that builds donor confidence, ensures accountability, and enables sustainable scaling without compromising BlueLight’s core mission.

Aviation is carbon-intensive. How do you reconcile urgent humanitarian needs with environmental responsibility, and what technologies or offsets will you deploy to limit your footprint?

Humanitarian response often requires rapid global deployment, yet aviation remains one of the most carbon-intensive sectors. BlueLight recognises this dual responsibility: to act swiftly when lives are at stake, while embedding sustainability at every level of our operations.

Our core principle is that humanitarian urgency and environmental responsibility are not mutually exclusive. BlueLight deploys aircraft only where airlift is the most effective or the only viable option—for example, in the immediate aftermath of disasters or where ground access is impossible. By maximising payload efficiency and coordinating closely with humanitarian partners to avoid duplication, we ensure that every tonne of fuel burned delivers direct, life-saving impact.

Our initial fleet—the Airbus A340 and A321—has been selected to balance range, payload, and fuel efficiency:

• Airbus A340: With a cargo capacity of over 50 tonnes or seating for up to 200 personnel, the A340 is well suited for long-range humanitarian missions. Its four-engine configuration offers operational reliability on intercontinental routes and can be retrofitted to improve aerodynamic and fuel performance. When operating at full load, its per-kilogram efficiency improves significantly, reducing relative emissions compared with partial-load operations or the use of multiple smaller aircraft.

• Airbus A321: Our medium-haul workhorse provides strong fuel efficiency for regional missions, with lower per-tonne fuel burn and a smaller carbon footprint on shorter sectors. Deploying the A321 on sub-continental and intra-regional routes ensures the most efficient aircraft is used for each mission profile.

We are committed to integrating Sustainable Aviation Fuel (SAF) across our fleet as supply chains and infrastructure mature. SAF can reduce lifecycle CO₂ emissions by up to 80% compared with conventional jet fuel, providing a direct pathway to lower-carbon operations. Our fuel procurement strategy includes partnerships with certified SAF suppliers to ensure traceability and environmental integrity.

Beyond fuel, our carbon-mitigation plan includes optimised flight planning to reduce unnecessary fuel burn through direct routing, efficient load management, and advanced flight-management systems; electrification of ground operations, including electric ground-support equipment at base airports; and certified carbon offsetting for unavoidable emissions, prioritising verified reforestation and environmental restoration projects.

Our approach is one of pragmatic sustainability: using the most efficient aircraft available, deploying SAF as a primary mitigation tool where feasible, and ensuring that every flight delivers measurable humanitarian value. By combining technological advances with disciplined operations, BlueLight demonstrates that rapid response and environmental stewardship can—and must—coexist.

In conflict zones, aircraft and crews can become targets. What layered security strategy do you have for crew safety, asset protection, and preserving humanitarian neutrality under fire?

Operating in conflict zones requires a security posture that protects crews and assets without compromising the humanitarian neutrality on which access depends. Our model has been built specifically for this environment. As a Switzerland-registered NGO airline, free from commercial pressures and geopolitical alignment, we are able to respond rapidly to crises while maintaining the impartiality required to operate in politically sensitive regions.

Each deployment is preceded by rigorous, multi-source risk assessments, transparent coordination with humanitarian partners, and strict go/no-go criteria. Aircraft are deliberately configured for resilience rather than comfort—stripped of non-essential systems, adapted for medical capability, and engineered for reliability in harsh operating conditions.

Crew safety sits at the core of our layered security approach. Specialist training, real-time mission monitoring, and pre-planned diversion routes are used to protect flight teams even in volatile airspace. The choice of the A340-300 platform—offering strong payload capacity, four-engine redundancy, and the ability to operate beyond ETOPS limitations—further reduces operational risk. Where last-mile access is unsafe, BlueLight will integrate heavy-lift drone partners to avoid exposing crews and aircraft unnecessarily. Supported by experienced regulatory specialists and deep humanitarian networks, the airline is designed to deliver aid swiftly, safely, and neutrally—bringing life-saving assistance to communities that too often wait far too long.

Many governments restrict NGO aircraft operations or require state-level approvals. How will BlueLight negotiate airspace access and landing rights in states that distrust external aid actors?

From its inception, BlueLight was designed to operate in politically sensitive environments where traditional humanitarian aviation faces restrictions. A core advantage lies in its governance and registration: as a Swiss-registered NGO airline, we are not tied to geopolitical agendas, commercial interests, or bilateral air service agreements that can limit state-registered carriers. This operational and political neutrality allows us to approach governments without the baggage that often fuels distrust of external aid organisations.

For mission approvals and airspace access, BlueLight relies on a combination of deep humanitarian networks and experienced regulatory specialists. We have engaged former SITA personnel with expertise in navigating complex overflight permissions and state-level clearances. Governments and NGOs have responded positively to the model because our sole mandate is humanitarian relief, not profit. The airline flies only at the request of recognised agencies, ensuring transparency and legitimacy.

Where direct landings are unsafe or politically sensitive, our layered approach includes the use of regional partners, alternative airfields, and heavy-lift drone delivery for last-mile operations—ensuring aid reaches affected populations without unnecessary exposure of crews or violation of national sensitivities.

What metrics will you use to measure impact and efficiency — time to delivery, lives saved, cost per ton per kilometre — and how will you publish and verify those results transparently?

We will work with VERDEO, a French company dedicated to improving the efficiency and impact of humanitarian action through advanced monitoring and supervision technologies. Recognising the critical role of humanitarian aviation—whether for emergency cargo, medical evacuation, or specialised medical transport—VERDEO provides a platform that enhances transparency, traceability, and operational efficiency for operators such as BlueLight.

VERDEO specialises in the design, financing, and technical and financial oversight of high-impact ecological, social, and humanitarian projects. Its services are well suited to the evolving demands of modern humanitarian operations.

Through integrated data management, multi-level validation, and continuous supervision, the platform ensures that each mission remains aligned with strategic objectives and compliance requirements while optimising operational performance. In the initial phase, we will track and analyse core indicators including: number of flights, tonnage delivered, CO₂ emissions, estimated number of beneficiaries reached, and time from request to delivery. These results will be audited and published in regular impact and transparency reports.

Disruptive ideas often face incumbent resistance from commercial charters, military airlifts, or logistics providers. How do you expect to work with, rather than be sidelined by, existing actors in the humanitarian air mobility ecosystem?

We do not see existing actors as competitors, but as complementary partners. Our value proposition is simple and designed to fill critical gaps rather than replace established capabilities. Our key performance factors include:

• Availability within 72 hours

• Predictable, fixed pricing

• Cost levels below comparable market rates

• Global reach, with human dignity taking precedence over political considerations

Rather than displacing existing providers, we aim to integrate with commercial, military, and humanitarian aviation operators by offering surge capacity, operating in under-served or high-risk environments, and responding where traditional assets are constrained by cost, politics, or availability. In this way, we strengthen the overall humanitarian air mobility ecosystem instead of competing with it.

Which book, film, or piece of art has influenced how you see the world, and in what way?

My grandfather’s closest friend, whom I mentioned earlier, had no children and left me a large part of his aeronautical library. Through this, I was able to read nearly a hundred aviation books, some of them rare and highly valuable.

In particular, I was deeply influenced by:

• Le tour du monde en 24’000 heures by Jean-Claude Rudaz, with whom I had the privilege of exchanging letters

• L’accident du F-BGOD by Charles Billet

• Cinq de Chut by Derek Leyland Stevenson

These books left a lasting impression on me. They are full of humility and rich with lessons about risk, responsibility, and human limits.

When you look at younger generations, what gives you hope and what worries you?

I am not someone who feels nostalgic about the past or overly anxious about the future. Had I been born in an earlier era, I might well already be dead, so I have little reason for regret.

As for future generations, I have confidence in them. I often feel that many of the biggest mistakes have already been made by previous generations. The present—and the near future—already provides enough challenges to focus on. I believe younger generations are capable of finding better paths forward, even in a world that has inherited deep and complex problems.

If you could spend a full day with any historical figure—not for their fame but for their mind—who would it be, and what would you ask them?

Winston Churchill, without hesitation. He was a man who did not get everything right in his early years, yet learned from his mistakes. He followed his convictions even when they were harder than the paths recommended to him. He also embodied a remarkable resilience — the kind I often associate with the British, and which gives them their strength. It is a leader’s resilience, and one I try to absorb myself.

My grandfather reminds me of him in many ways: a man who stayed the course, regardless of the weather.

If you had to teach a class on something completely unrelated to your career, what would you teach and why?

Perhaps education — although this question doesn’t really suit me. I struggle with teaching. What seems simple to me often feels as though it should be simple for everyone else, and that’s not always fair. I may also be too restless to sit beside someone or stand still long enough to deliver structured demonstrations.

Unlike sales, I don’t feel a natural sense of challenge or reward in teaching. I’m sorry!
But I am working on it.

If you could ensure that one value or principle is never lost in society, which would it be?

Honesty, closely followed by hard work.

I teach my children to be hardworking and honest. It doesn’t matter who they become, as long as they keep those two values.

Humanity is facing radical changes. If you had the power to solve one of these problems, which would you choose and why?

That’s a very difficult question.

In France, there is a saying: “When your health is good, everything is good.” If I could help find a remedy for that — for health itself — I would already be very happy.

What do you think humans owe each other, if anything at all?

Honesty 😊

Could you share something from 2024 that didn’t go as expected and what you learned from it?

If we’re talking about myself — that part is easy.

I have an inability to feel satisfied or to find happiness in what I do. I always feel the need to reach the next step. The list of things I’m unhappy with is long — I’m satisfied with nothing.

Entrepreneurship is a profession that, unlike many others, isn’t taught anywhere. No one really prepares you for how hard it is. You have to jump in, make mistakes, learn, try again… until it eventually works the way you want it to. For now, I’m not there yet.

What personal goals—if you feel comfortable sharing them—do you have for 2026?

To make BlueLight Humanitarian Airlines a success.

Imagine you are in the final moments of your life. What work-related news would you like to hear, and why?

That everyone to whom I have offered a job throughout my career — often at the cost of many sleepless entrepreneurial nights — has succeeded in achieving their own goals and personal fulfilment.