FLY91 (Just Udo Aviation Private Limited) is a regional airline based in Goa that aims to enhance air connectivity in India’s tier 2 and tier 3 cities. FLY91, founded by industry veterans and supported by professional investors, is dedicated to advancing last-mile air connectivity and intends to connect over 50 cities in India for the next five years. FLY91 will add 30 aircraft to its fleet as part of this strategy, and they will be deployed at various hubs across the country.
Voyager’s World speaks to Manoj Chacko, Founder, MD and CEO of FLY91, in an exclusive interview.
What was the inspiration behind the launch of FLY91, and how do you envision its growth in the highly competitive aviation market?
FLY91 was inspired by my journey over the last three decades working across various facets of travel and aviation. The idea for FLY91 was born nearly a decade ago, around the time Kingfisher Airlines shut down. At Kingfisher Airlines, we built a strong regional network connecting tier II and tier III cities. These were profitable routes with good aircraft utilisation and efficient, low-cost operations. That experience inspired us to focus FLY91 on these tier 2 and tier 3 regions, which have great potential but often lack sufficient air connectivity. India’s aviation sector is growing at an unprecedented rate and FLY91 is proud to be part of this growth story. We are committed to the country’s development by facilitating last-mile air connectivity and serving unserved and underserved routes. India’s tier II and tier III towns and cities are increasingly aspirational. Our focus is to provide safe, reliable and comfortable flights to our customers in such regions. Just as the country code ‘+91’ unifies India, FLY91 aims to unite Indians through accessible air travel and enhancing last-mile connectivity.
FLY91 emphasises regional connectivity. How do you plan to bridge the gap between underserved destinations and larger cities in India?
FLY91’s focus is on connecting tier 2 and tier 3 cities, leveraging a fleet of 70-seater ATR 72-600 aircraft to provide last-mile connectivity. The airline is dedicated to reaching underserved and remote destinations where air services are limited or non-existent. When the UDAN Scheme was announced, 52 cities were put up for bidding. We did a very detailed study, and we picked up destinations like Sindhudurg and Jalgaon in Maharashtra with near-zero air connectivity but significant potential. These routes are doing very well today by making air travel more accessible. This is how the airline is filling critical gaps in connectivity.
What criteria were used to select the type of aircraft for FLY91, and how does this align with your operational goals?
The ATR 72-600 was selected for its exceptional safety record, and fuel-optimisation for operational efficiency in the 70-plus-seater category. To put things into perspective, the ATR burns approximately 600 kilograms of fuel per flight hour, which makes it highly economical. In terms of costs, the cockpit costs for an ATR are similar to those for larger jets like the A320 or 737. However, while those aircraft spread costs over 186 or more passengers, we do so across just 70 seats. Despite this, the ATR has significant advantages in maintenance and leasing costs, which are typically one-third or even one-fourth of what larger jets require. This cost efficiency is particularly beneficial on days when passenger loads are lower. While we have fewer seats to generate revenue, we also lose far less compared to operating larger aircraft like the A320 or 737. The ATR 72-600’s combination of safety, fuel efficiency, and cost-effectiveness makes it a perfect fit for FLY91.
What unique features or services can passengers expect from FLY91 that differentiate it from other airlines?
Making air travel accessible and seamless for passengers from tier 2 and tier 3 cities is our top priority. We aim to provide a hassle-free in-flight experience that celebrates our regional connection to Goa. For a flat fee of Rs 200, passengers can enjoy a variety of snacks, hot meals and beverages inspired by regional fruits from Goa and the Konkan region. Options include Aam Panha Surprise, Classic Kokum Magic, Exotic Jamun Surprise, Tangy Bimbli Delight, Divine Mango Fantasy and more. Additionally, passengers can relive nostalgia with Amar Chitra Katha onboard, a unique feature of FLY91. Our stylish interiors and comfortable leather seats enhance the flying experience. Technology is a key enabler for us and agile solutions are central to FLY91’s operations. We’ve introduced some remarkable innovations that even large airlines haven’t yet adopted. For instance, we’re the only airline globally where, the moment you purchase a ticket, you’re automatically checked in, and receive your boarding pass via WhatsApp or email. Our boarding pass is only 19 KB in size, whereas the average boarding pass in India is around 380 to 400 KB. The FLY91 website is also very user-friendly and efficient; you can navigate the entire site in just two minutes. We’re immensely proud to be a digitally native airline, structured to bring simplicity and efficiency to the travel experience.
What are the biggest challenges FLY91 has faced since its inception, and how has the team overcome them?
Aviation is a high-precision business. Success hinges on cost leadership, sound financial structuring and maintaining your most valuable asset—the aircraft—while keeping engineering costs in check. We studied both failed and successful airlines. Many failed airlines prioritised hospitality over operational efficiency. Neglecting the fundamental issue of optimising the network and your assets. Airlines should focus 80% of their efforts on operations—the heart of the business. The remaining 20% can be shaped by the airline’s category. At FLY91, we’re focused on doing what successful airlines have done: selecting one aircraft type, establishing a solid financial structure, acquiring assets at the right price and ensuring robust maintenance practices.
How do you balance offering affordable fares while maintaining quality service and profitability?
Our onboard service is simple, in the sense that it is primarily snackable. So you’ll get cookies, nachos, cashew nuts, and the like. Short flights last an hour and a half. Again, we have kept the prices very affordable. So, for example, if a father and mother are flying with two children, the idea is that for 500-600 rupees, everyone should be able to munch on something, have a high-quality drink, juice, coffee, tea, or whatever, and make it to the other end of the flight without breaking the bank. Our fares begin in 1991 and are all-inclusive, covering all sectors. Our market pricing would of course be competitive. We will not be a cheap airline. At the same time, we will not be opportunistic. That is also something I want to emphasise. You know, just because there’s one final seat available and there’s a lot of demand that day, we’re not going to sell that ticket for Rs.18,000 or Rs.20,000. So, we would be reasonable. But at the same time, we are here to make money. We are a for-profit airline. And yes, we will make sure that we do that.
Are there any strategic partnerships or collaborations that FLY91 is leveraging to expand its reach or enhance services?
We are in talks with various private and public sector agencies to establish strategic partnerships and active collaborations. We have signed an MoU with the Department of Tourism, Goa, to promote tourism in the coastal state by enhancing connectivity with regional centres like Sindhudurg, Pune, Jalgaon, Bengaluru, Hyderabad, Agatti, etc. This MoU covers broad areas of mutual cooperation, promotion and partnership between the Goa government’s Department of Tourism and FLY91. We also have strategic partnerships and collaborations with MyTravelogue Holidays Pvt Ltd, Alhind Group of Companies, IHCL and others. We are in the process of closing several more strategic partnerships.
What are the future plans for FLY91 regarding new routes, fleet expansion, or international operations?
FLY91 currently has two aircraft in operation and another two shall be joining the fleet in the first quarter of 2025. As part of FLY91’s growth strategy, the first six aircraft will be based at Goa’s Manohar International Airport, the airline’s home base, from where they will connect eight to 10 cities. FLY91 aims to establish a new operational base annually over the next five years, with each base operating six to seven aircraft. By the end of five years, the airline aims to have a fleet of 30 ATR 72-600 turboprop aircraft, each covering 8 to 10 cities. This will enable FLY91 to serve 50 cities across the country, focussing on regional connectivity with an average flight duration of 60 to 90 minutes.
How does FLY91 foster a culture of innovation and customer focus within the organisation?
FLY91 is driving technological advancements that challenge industry norms. We became India’s first airline to operate without a call centre by eliminating customer pain points through process design and proactive communication. AI-driven bots manage queries effectively, validating this model across nine months of successful operations. We transformed the traditional check-in process with full automation. Instead of customers remembering to check in and print boarding passes, our system auto-checks them in and delivers boarding passes via WhatsApp within a minute of booking—a feature widely appreciated by passengers. As mentioned earlier, our boarding passes, just 19KB in size compared to the industry average of ~500KB, reflect our commitment to sustainability by reducing digital resource consumption. Adopting a customer-first and mobile-first approach, we replaced traditional airport hardware like BP scanners and POS machines with versatile mobile-based solutions. These systems, running seamlessly on mobile devices, deliver unparalleled flexibility and efficiency, redefining in-flight and ground operations. We have developed a revenue management system that integrates diverse data sources, enabling adaptive and continuous pricing strategies and more efficient decision-making for our team to ensure customer satisfaction.