ACMI service provider, euroAtlantic Airways, is embarking on a new era fueled by operational efficiency and growth
From the Iberian Peninsula to the four corners of the world, euroAtlantic Airways (euroAtlantic) is the aircraft, crew, maintenance and insurance (ACMI) expert going the extra mile for operational excellence. Founded in 1993 – initially incorporated as Air Zarco – euroAtlantic is Europe’s oldest ACMI operator, offering charter, wet and dry lease, and ad-hoc services to some of the industry’s biggest names, including TAP Portugal, Air France, DHL, Azul,RAM and British Airways. Whether its partners are needing to cover season demand peaks, experiencing maintenance issues, wanting to explore new routes or suffering the consequences of strike action, euroAtlantic provides the capacity required to keep operations running – a feat that has assisted in garnering its stellar reputation throughout its 30+ years. 
At present, euroAtlantic is undergoing an era of transformation – one that is set to take the company to new heights. To uncover what the next chapter holds for euroAtlantic, Transportation & Logistics International sits down with Stewart Higginson, euroAtlantic’s Chief Executive Officer, and Raúl Largo, Chief Commercial Officer, who share valuable insight into the reemergence of the company and its strategic growth plans for the future. Stewart begins by discussing the new strategic framework that’s being implemented across the company.
“We’ve recently established a new direction for the company called the EAA New Era 2030 Strategic Plan. The plan comprises three pillars; the first pillar is having a distinctive and flexible fleet that serves the needs of the market, and our sweet spot is the ultra-long, high payload, widebody sector,” Stewart affirms. “The second pillar is being able to serve global airlines with complex aviation solutions. We have the capacity to operate on a worldwide basis, so we’re targeting those global airlines and customers who we feel are going to have a need for ACMI, wet lease and charter solutions.
“Finally, the third pillar is centered around internal operational efficiency, from the execution of our flight operations to providing industry-leading aircraft maintenance capabilities so that our aircraft are always available. We’re dedicated to providing a vital solution to the capacity constraints that exist within the industry. Whatever the sector, there will always be a supply-demand imbalance on long life assets that take many years to come into development, and those swings in market imbalance can be very pronounced within the aviation industry. It’s very difficult to get that balance perfect, and that’s why this subsector of aviation is a critical component in satisfying these fluctuations in demand and supply.”
One of the key developments driving the reemergence of euroAtlantic is the major capital injection provided by Njord Partners, who became its majority shareholder in 2024. Stewart had joined euroAtlantic just before that, having been an Operating Partner at Njord Partners focused on turnaround and value creation for just under a decade, and bringing a wealth of corporate experience with him, and he was quick to implement a series of changes that have since augmented euroAtlantic’s market share and revived stakeholder confidence.
“Njord Partners took over as the majority shareholder of euroAtlantic in the first half of last year. Since then, Njord Partners has invested substantial additional capital to allow the company to reignite an asset base which had previously been significantly under invested and therefore largely non-operational , particularly after Covid,” Stewart explains. “However, in less than 12 months, we’ve been able to invest in new aircraft, take on new large contracts and regain that market share that was lost in previous years. We’ve since reestablished confidence within the stakeholder landscape, from the lessors who lease us the aircraft, to the banks who provide capital, the customers who send new work and, most importantly, our employees. The management team was rebuilt, existing members of the management team were promoted onto the board, and new talent was brought in to implement for good governance, and that is what allowed us to quickly reemerge and turn the company around.”
In securing significant funding as a result of the acquisition, euroAtlantic has been excited to further expand its fleet. Up until 2025, the company had solely operated Boeing units, but in July, it was proud to induct its first-ever Airbus unit – the A330-200 – into its fleet. A highly efficient model, the Airbus A330-200 can support a maximum takeoff weight of 233,000kg, with 283 economy class seats and 12 business class seats onboard, offering high-level efficiency and unparalleled customer experience for which euroAtlantic is recognized. However, the A330-200s are not the only units to expand the company’s fleet this year.
“As well as the A330-200s, we’ll also be inducting two more Airbus A330 units into our fleet, which are slightly different capacity models in terms of seating,” Stewart reveals. “We’d like to thank the Portuguese Civil Aviation Authority for being an important stakeholder in this process. It’s a very exciting project.”
With a series of exciting developments already in place and many more on the horizon, euroAtlantic is set to skyrocket into the future, maintaining its upwards growth trajectory and expanding its market reach year on year. Supported by Njord Partners, its stakeholders, partners, suppliers, and customers, the company is well-positioned to thrive and prosper, upholding its core values of safety, quality and trust as it propels towards to a bright future.
“For the rest of 2025, we will remain focused on delivering the best possible services and solutions to the aviation industry. Sixty percent of our capacity for the year ahead already sold out for long term projects on behalf of our partners, and we plan to continue to expand our fleet and aim to be the top supplier in our specific niche,” Raúl says.
“We’re very focused on execution and delivery. We’re going to have at least eight aircraft in operation by the middle of 2026, and we expect to have a ninth by 2027. Assuming a continuation of the current market, we expect to grow by at least one aircraft per year, with at least 12 by 2030,” Stewart concludes. “We’re going to continue operating from our base here in Lisbon, but we’ll also be looking to explore what other strategic tie-ups we can potentially have with other competitors within the industry who have a complementary business model to ours and have the ambition to grow.”