In January 2025, the Dubreuil Group acknowledged the failure of its new governance structure led by Christine Ourmières Widener. This marked the beginning of a transition period, which now appears to be concluding with the appointment of Gery Mortreux.
Following Ourmières Widener’s departure, Paul-Henri Dubreuil personally took charge of the group’s management, aiming to restore direction. He also expanded the role of Grégory Jamet, Director of Program and Revenue Management, by appointing him as the General Manager of Dubreuil Aéro Services.
A New Leadership Team Takes Shape
A year later, the transition phase at the Vendée-based group seems to be ending with the arrival of new leaders, each bringing significant experience in the airline industry, particularly within the Air France-KLM group.
In early June, Gery Mortreux was selected to lead the group’s airlines. He was joined two weeks later by Laurent Perrier, who now heads the subsidiary responsible for supporting the two airlines.
Mortreux’s mission, as defined by the Dubreuil Group’s leadership, is to guide two airlines with distinct economic models through a challenging environment. This includes handling social and international tensions, soaring costs, and maintaining competitiveness.
In an interview, Mortreux discussed his background and vision for the airlines.
He highlighted his extensive experience in various airline roles, including maintenance, support functions, and executive committees, notably at Air France. Since July 15, he has been part of the airline division, which includes Air Caraïbes and French bee.
Mortreux explained the restructured leadership within the airline division, which now has four general managers. Three oversee day-to-day operations: Marc-Antoine Blondeau for French bee, Muriel Assouline for Air Caraïbes Atlantique (the long-haul arm of Air Caraïbes), and Karen Virapin, who manages regional operations and overall functions, particularly in the Antilles and Guyana.
The fourth general manager, Laurent Perrier, focuses on commercial revenue challenges. Perrier supports commercial development for all three airlines, handling revenue management, programming, pricing, and collaboration with other airlines’ commercial teams.
The group operates two distinct brands: Air Caraïbes, with 25 years of history and strong roots in the Antilles, and French bee, a Smart airline offering affordable fares and services à la carte. Both brands perform well in their respective markets.
The group’s strength lies in the complementary nature of the two airlines, preserving their unique identities. Laurent Perrier’s arrival supports this dynamic.
Focus on Long-Term Sustainability
Mortreux outlined his primary objective: ensuring cost control, increasing revenue, and building a sustainable future for both airlines. He emphasized the advantage of having a supportive family-owned shareholder, allowing for long-term planning rather than focusing solely on annual results.
Over the summer, Mortreux conducted numerous interviews with employees and stakeholders to gather insights and develop a roadmap, which he presented to the teams in early September.
When asked about cost challenges, Mortreux acknowledged rising oil prices as a significant concern. He identified three major cost control challenges: fuel prices, environmental transition, and supply chain constraints.
The group benefits from hedging strategies implemented by the Dubreuil Group to protect against fuel price increases. Additionally, the group’s long-haul fleet primarily consists of A350 aircraft, which consume 25% less fuel and emit 25% fewer emissions, aiding in environmental transition.
To address supply chain issues, particularly maintenance costs, the group is negotiating with suppliers.
Regarding winter programs, Mortreux noted a typical slowdown in the Antilles but expressed optimism about French bee’s performance. The Réunion route is performing well, and U.S. routes have rebounded. New routes to Malé (Maldives) and Colombo (Sri Lanka) are launching on December 19.
Despite announcing these new routes later than usual, Mortreux reported a significant increase in bookings since late August and early September, particularly for Colombo and Malé. He expressed strong optimism about their success.
While studies for a potential Dubai route have been paused, Mortreux confirmed that the opportunity remains. French bee’s model includes a mix of annual routes and seasonal additions, and Dubai fits this strategy. However, no announcements are imminent.
For Air Caraïbes, new routes to Saint-Martin (resuming in October), El Salvador, and Samaná (Dominican Republic) are planned. The Saint-Martin route involves both long-haul and regional services using ATR aircraft from Fort-de-France and Pointe-à-Pitre.
Mortreux addressed the group’s expansion following Air Antilles’ exit, emphasizing their commitment to maintaining competitive pricing. The group aims to preserve the ecosystem in its current position.
Looking ahead, Air Caraïbes plans to replace its two remaining A330 aircraft with A350s by 2030. The A350 offers significant advantages, including lower fuel consumption and emissions, reduced noise, and impressive operational capabilities.