In the dynamic world of aviation, effective leadership demands a combination of experience, adaptability, and a forward-thinking mindset. In this edition of The islandchief, we sit down with Sunny Sandhu, General Manager of Singapore Airlines (SIA) in the Maldives, who exemplifies these qualities. Over his impressive 14-year journey, Sunny has embraced various roles and overcome challenges in cities such as Singapore, London, Kolkata, Zurich, Perth, and Delhi. His early immersion into the ‘Singapore Airlines culture’ provided the foundation for his career, emphasizing the importance of customer interaction and service excellence. Sunny’s leadership is characterized by his versatility and cultural adaptability, honed through his diverse regional experiences. Whether it’s managing operations, enhancing customer service, or spearheading localized initiatives, his focus remains on innovation and ensuring the service experience continues to be vibrant and engaging. As the youngest General Manager in SIA’ history to date, Sunny offers a fresh perspective to the Maldives—a market he sees as rich with untapped potential. We explore Sunny’s dedication to using his extensive experience to strengthen the airline’s presence, implementing strategic initiatives that align with the evolving market, and ensuring that SIA continues to reach new heights.

Could you share the key highlights in your 14-year journey with Singapore Airlines that have led you to the role of General Manager in the Maldives?

I was fortunate to secure a role in SIA even before completing my university degree, having been offered a position through the direct management intake for overseas station management. These past 14 years have flown by; it hardly feels like it’s been that long. My early years were spent primarily in Singapore and London, which were crucial not only for my knowledge build-up but for truly understanding and embracing the deep-rooted service culture mindset within the organization. There was this phrase I used to recall many of my mentors using – “Our blood doesn’t bleed crimson red, but bleeds hues of blue and gold” (with blue and gold being the corporate colors of the airlines).

Initially, my focus was on grasping the essence of our service culture, observing what sets our customer experience apart from that of other airlines. This foundational experience was critical; it allowed me to understand the intricacies of customer interaction and the factors that differentiate us in a competitive market. Subsequently, I took on roles in Kolkata, Zurich, and Perth, where I got the chance to not only hone these skill sets but improve them in stations with varying complexities and demographics. I can’t quite put a price-tag to this exposure. To be able to work in a matrix environment, dealing with customers from all corners of the world, working with my colleagues across the organization, navigating through different local cultures – has played a major part in sculpting my outlook and approach to not only work, but my everyday life.

Personally, I have always been project-driven. While operations and customer service are critical, I believe not everything needs to be centralized in a large international organization. Localized initiatives can bring that extra sparkle that resonates and relates on the home ground. I constantly seek ways to innovate and keep our customers excited, as loyalty should not lead to monotony or complacency. My approach involves asking, “What can we do to keep our service fresh and engaging. And more importantly, what more can we do?” I still recall some of my interactions with my colleagues. The moment I start a sentence with “Actually, I was thinking last night, and why don’t we…”, my team would immediately reach for a notepad knowing that I had an ideation moment, which would soon turn into a new project. 

And of course, the Covid-19 pandemic soon after I moved to Delhi at the start of 2020. From my viewpoint, witnessing how SIA navigated those challenging times was impressive and demonstrated both the foresight of our management and the amassed resilience of our colleagues. It is such moments of trial that reaffirm your commitment to the company and makes you proud to wear that badge. I recently came across an article, and it was gratifying to see our strategies and approaches being cited in management case studies and business reviews at prestigious institutions.

My journey thus far has been about evolving from understanding the basics to contributing to broader strategic initiatives. The well-planned career trajectory, equipped with all the necessary know-hows and experiences, did not leave any stone unturned.

Now, in Malé, I’m committed to leveraging the last decade or so of experience to continue enhancing our business operations and customer experience. SIA should be on the lips and mind of every Maldivian, whenever the thought of international travel comes about.

What were some of the most significant challenges you faced while leading Business Operations and Customer Services across different locations like Singapore, Kolkata, Zurich, Perth, and Delhi? How did these experiences prepare you for your current role?

The beauty of airline operations is that no two days, customers, or flights are the same. This constant unpredictability keeps you on your toes. A typical day might bring unexpected praise from a customer or a challenging situation over a minor issue, something as simple as excess baggage. You just never know what to expect, which trains us to always be prepared and ever ready.

Working across different cultures, from the precision-driven Swiss to the vibrant and diverse Indian demographic, has been enlightening. These experiences have underscored the importance of cultural adaptability. You quickly learn that an office culture will not change for you; you must integrate into it. My time in these varied locations has taught me to be flexible and understanding, recognising those different perspectives shape people’s expectations and behavior.

Moving to Delhi just at the start of the Covid-19 pandemic was particularly memorable. It altered the whole definition of work culture and brought about a new reality. I had to encourage the use of digital platforms to constantly engage and motivate the team, while the aviation outlook remains bleak. For a people-person like me, it was particularly challenging to circumnavigate my teams’ emotions, mental health, and stance, via a computer monitor. But that’s life – you look for the silver lining in every dark cloud. We found interesting ways to remain connected, to upgrade our skills, and to be prepared for the resumption of air travel.  Handling repatriation flights in full personal protective equipment (PPE) suits with limited resources, while receiving the most heartfelt appreciation from customers who have been away from family for months, was probably one of the most satisfying moments in my career.

As the youngest General Manager in the company’s history, how do you approach leadership differently, and what unique perspectives do you bring to the role?

Contrary to many leadership books that categorize leaders into specific types—authoritative, transactional, laissez-faire, and so on—I chose not to compartmentalize my style. And if I must describe my leadership style in one word – it would be versatility. To me, leadership is about adaptability; it’s about modifying your approach to suit both the audience and the situation. You can’t rigidly pre-decide to lead as a friend or an authority figure, just because that’s your ‘style’. Different scenarios call for different styles and attitudes. My leadership is rooted in versatility. Some days require the empathy of a friend, while others demand the decisiveness of a leader. Naturally, there are days whereby my subordinates lead, while I provide them with necessary support from the background. There are also other days where I provide more direction and guidance, and trek through a given situation together with the team. This flexibility is key to effective leadership in my view. 

Since you highlighted, I am the youngest General Manager in the company, strangely enough, I find that I work better with those who are older and more experienced. Maybe it’s because I enjoy the exchange where they share their wealth of experience and I counter propose with a different perspective of the situation. My new challenge is now to speak ‘Gen Z’. I must learn how to ‘slay’.  

What are the unique challenges and opportunities of managing Singapore Airlines’ operations in the Maldives, and how do they differ from your previous postings?

Unlike my previous roles, here in Malé, I am directly responsible for the financial health of our operations, adding a new dimension of business acumen to my responsibilities. The Maldives is often perceived as a small market that’s predominantly dependent on inbound travel, which is a stereotype I aim to challenge.

I applaud the efforts of organizations like Maldives Marketing & Public Relations Corporation (MMPRC) in diversifying the Maldives’ image from being just a high-end luxury honeymoon destination to one that also caters to budget travelers, guesthouse visitors, eco-tourism, and diving enthusiasts. Similarly, I aim to shatter the notion that Malé is too small a market for impact. While the population of the island may not have grown significantly over the years, the will to travel, the thrill of an international experience, and the spending power of the average Maldivian has flourished. There is a growing segment of travelers, particularly the Millennials and Gen Zs, who are exploring more and traveling frequently. Weekend trips to Singapore or neighboring countries to shop, dine, and rejuvenate is becoming a big trend with Maldivians today. 

An interesting observation is that 49% of local customers flying with SIA are women, and the largest age group is 31 to 40. And this demographic is growing. That tells us that the Maldivian traveler is evolving, and we need to evolve together with them. It’s about positioning Malé not just as a destination but as a launchpad for global exploration and a hub for vibrant, outgoing travelers.

Given your extensive experience in Customer Services, how do you ensure that Singapore Airlines continues to deliver a world-class customer experience in the Maldives?

Innovation is at the core of our approach, focusing on both service excellence and product enhancement. It’s a balance between leveraging technological advancements and maintaining the human touch. While automation has streamlined processes at many airports, including Singapore, where customer interaction can be minimal, we must remember that we are ultimately dealing with people.

A personal greeting or the use of a customers’ name can lead to a positive emotional response. We emphasize maintaining this balance between technology and human interaction to ensure our service remains warm and human-centric, which I believe is a hallmark of SIA.

While we bring about more development in different service offerings or product enhancements, the safety of our customers and crew will always remain our top priority.

How have you adapted your management style to fit the diverse cultural and operational environments across the different cities you’ve worked in?

I consider myself fortunate to have worked with incredible teams across all my postings. My management philosophy revolves around mutual support—leveraging my team’s strengths while connecting and coaching them. It’s about collaborative effort rather than a top-down approach. I believe in learning from my team just as much as they learn from me. This is something that has worked for me across the many environments and cultures I have been exposed to. Fundamentally, as humans, social connection is often a need, be it at home or at the workplace. 

Building a strong team dynamic is essential. I’ve always encouraged a very transparent and open environment where both my team and I can rely on each other for knowledge and support. My success is largely due to the dedication and support of my team members over the years.

In your opinion, what are the key strategic initiatives that have driven Singapore Airlines’ success in the Maldives, and how do you plan to build on them during your tenure?

From a scale perspective I can’t quite label the Maldives as a “sleeping giant”, so to me the Maldives is like a “sleeping dwarf”—small but brimming with untapped potential. Acknowledging this potential is the first step. We’re not trying to compete with other massive and developing markets; instead, we’re focusing on proportionate growth year on year and carving our own niche.

I aim to encourage a higher percentage of the Maldivian population to travel, like larger markets. The Maldivian market is evolving, with increasing spending power and a growing appetite for travel beyond South Asia. Our goal is to capitalize on this potential and drive growth by fostering a deeper connection with local travelers and understanding their aspirations. We may be a foreign carrier, but we will continue to tailor our efforts to better suit our local customers. We continue to promote brand awareness and offer irresistible fares to enable local customers to enjoy a world-class experience. Every Maldivian should experience firsthand what it’s like to fly SIA and indulge in the experience while doing so. Together, we can continue to build on our success and strengthen our presence and commitment in this unique and promising market.

Who has been a significant mentor in your career, and how do you intend to mentor and develop the next generation of leaders within Singapore Airlines?

I’ve had many influential mentors throughout my career, largely because I’ve never stayed in one place for too long. So, when I think about my mentors, my mind immediately recalls different individuals from various locations—someone in Singapore, another in Zurich, and so forth. At every stage of my journey, I’ve had someone who not only guided me but also provided unwavering support. The support I’ve received from the management at SIA has been exceptional across the board.

My last mentor played a particularly pivotal role. He saw potential in me that I hadn’t recognised and consistently encouraged me to transition into a commercial role, even though I was excelling in operations. Now that I’ve made the switch, I often wonder why I didn’t make the move sooner. Sometimes, it takes an external perspective to see the potential within us before we can see it ourselves. His belief in me was empowering, and I want to extend that same level of support to those around me.

I live by a guiding principle that I regularly share with my team: “Your success is my success; your triumphs are my wins”. My role is to come here, contribute my part, and uplift the Malé team. In a few years, I might be forgotten, but the team’s success will be what defines the future of SIA in Malé. I see myself as a catalyst for their growth; they are the true face of this station. My goal is to support them at every turn, helping them build confidence. If they ever need anything, I hope they know that I’m always just a phone call away.

Managing such a demanding role at a young age can be challenging. How do you maintain a work-life balance, especially in a unique environment like the Maldives?

Guilty as charged. I am probably not the best person to comment on work-life balance. Since I have moved here alone and am still relatively new to the country, I do find myself spending more time on work. Just to highlight, I don’t have any qualms about doing so. Sometimes we get so fixated on balancing the intricacies of work and life, so rigid on ensuring the right amount of time is allocated to one over the other, that we forget the basis of this balance. To me, this concept stands on the platform of being well-rounded in terms of mental, physical, and emotional health. If that means crunching numbers and analyzing data on a Saturday afternoon while soaking up the Maldivian sun, so be it. If you’re mentally, physically, and emotionally fulfilled, who’s to say what the perfect balance looks like. Your life should not be all about your work. But you can find life in your work. 

Looking ahead, how do you envision the future of aviation and the airline’s presence in the region?

Firstly, we are all eagerly awaiting the opening of the new terminal at Velana International Airport. We have seen newer airlines flying to Maldives and the more established ones increasing their capacities to this region. I also note international operations have commenced in secondary airports like Gan International Airport, and there are plans for similar expansions across the many atolls. It is not just about infrastructure, it’s about sustainable growth.

I don’t think any of us would undermine the value and importance of tourism to this country – and the direct transposition to the aviation sector. There is a lot of untapped potential in this arena. It is imperative that a collaborative effort between the government and all other major stakeholders (tourism boards, airlines, hoteliers) is harvested to propel the future of tourism in the Maldives. Building a world-class terminal is a first step, and we also must entice world class travelers to this world-class destination, beyond overwater villas and honeymoon packages. Imagine a state-of-the-art marine research center, educational eco-tourism initiatives, and experiences that cater to the conscious traveler. The possibilities are endless, and I, for one, am incredibly excited to be a part of this journey and to see it unfold.

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