05 Dec Interview with Hans van de Velde, CEO, Windward Islands Airways International (Winair), Sint Maarten
What are the main drivers behind the recent surge in visitors to Sint Maarten?
Part of the explanation is quite practical. For travelers coming from the U.S., Sint Maarten is the first major Caribbean island they reach, and it has the region’s largest airport and strongest hub. This creates a self-reinforcing dynamic; being the biggest hub attracts more attention and more flights — a position we have built over the last 20-30 years. Sint Maarten is especially well known on the U.S. East Coast, particularly in the New York and Boston areas. Its role as the main regional hub also gives tourists the unique advantage of staying in Sint Maarten while easily exploring the surrounding islands, something not commonly found elsewhere in the Caribbean. Sint Maarten is well known to travelers from Florida and New York, but it is still waiting to be discovered by Californians. We invite our West Coast friends to give Sint Maarten a try.
How are major infrastructure upgrades strengthening Sint Maarten’s position as the Caribbean’s premier tourism hub?
Sint Maarten was hit hard by Hurricane Irma in 2017, and our airport was in disarray for years. A good airport may not be a major satisfier, but a bad one is a clear dissatisfier. For six years, arriving and departing passengers did not have a pleasant experience. Now, with a completely rebuilt terminal, visitors are relieved to see this improvement. We have the best airport in the region. With 25 years in tourism and aviation, I know that tourism growth depends on strong infrastructure and airline capacity working together. Travelers do not choose a destination because flights exist; they choose it for hotels, beaches, culture and activities. That is why investment in quality and recognizable hotel brands is crucial for Sint Maarten. Our main market is the U.S. East Coast. If we want to attract travelers from the West Coast, we must understand their preferences and invest in experiences and brands that matter to them.
What defining role does Windward Islands Airways International (Winair) play today as the country’s long-standing national carrier?
We are proud to be the region’s oldest airline, serving the Caribbean for 65 years. That longevity shows we have a clear and sustainable place in the market. Our success depends on combining local and international passengers. Relying on only one segment is impossible in a region of small islands, some with just 2,000 residents. We operate 20- to 50-seat aircraft. Our commercial partnerships with airlines like JetBlue, United Airlines, Air France and KLM allow us to fill around 50% of our seats with international passengers — and on some routes, up to 80%. By balancing both markets, we have built a strong, resilient network and achieved steady growth. Many Caribbean airlines have failed by expanding too aggressively; our focus is on stable and sustainable growth. In aviation, the most important thing is to deliver on what you promise. Operating in a region with challenging weather is not easy. We prioritize punctuality and reliability, and we are the best in the region for both. We stay down to earth. If someone buys a ticket, our job is to get them where they need to go, on time.
What progress has Winair made in growing its regional footprint throughout the Caribbean?
Winair has been connecting the small islands around Sint Maarten for decades. Islands like Nevis, Saint Kitts, Saba and Sint Eustatius rely heavily on Sint Maarten for their daily needs and economic activity. Saint Barthélemy, in particular, depends on Sint Maarten as its lifeline; we carry about 100,000 passengers there every year. Over 40-50 years, these connections have allowed us to build a stable and reliable organization. In the past eight years, we have expanded beyond the immediate region to destinations like Barbados, Saint Lucia, and soon Trinidad. Our growth strategy is careful and financially disciplined, which is why we succeed where more aggressive regional airlines have failed.
Last year, we reached a major milestone of 100,000 passengers to Saint Barthélemy, an island of only 8,000 residents. We operate more than 25 flights a day using 19-seat aircraft, which highlights the strength of this route and the trust our customers place in us. Adding 50-seat aircraft in recent years has helped us grow. While not every new route succeeds, our failure rate is very low. This confidence has allowed us to expand into Saint Vincent, Saint Lucia and Barbados, routes that attract both local travelers and visitors from the U.S. and Canada who first fly into Sint Maarten because these other islands do not have direct service. Our partnerships with JetBlue and United Airlines are essential. Thanks to these agreements, a traveler going from New York to Nevis, for example, can check in once, have their baggage transferred automatically in Sint Maarten and enjoy a smooth and seamless journey.
What impact will the World Cargo Solutions partnership have on elevating Winair’s role in Caribbean cargo operations?
There is strong demand for cargo services across the smaller islands because many of them lack direct connections. I have known World Cargo Solutions for 15 years. They specialize in connecting networks and reaching difficult destinations. Shipping cargo between major cities such as London and New York is easy, but sending it to Montserrat or Sint Eustatius requires reliable connectivity, and that is exactly what they provide. For a small airline like ours, having a professional partner is essential. We can offer space on our aircraft, and World Cargo Solutions ensures full connectivity through commercial agreements with Air France, KLM and major U.S. carriers, for example. This support is crucial because many islands rely on imported goods, especially fresh food. Cargo is a lifeline for these communities.
What concrete steps has Winair taken to meet international safety and operational standards?
IATA Operational Safety Audit (IOSA) is an internationally recognized safety quality stamp. In our region, Caribbean Airlines is the only other airline with this certification. While we have always maintained an excellent safety record, IOSA certification gives clear international recognition. International Air Transport Association audited us recently and highlighted many strengths, along with areas to improve. We have agreed on a six-month improvement plan, and by the middle of 2026, we expect to be IOSA certified. This will confirm that our safety procedures and organization meet the highest global standards. It also makes partnerships with international airlines much easier, as IOSA is a strong signal of quality and reliability.
How is Winair investing in training and skills advancement to build a stronger, future-ready team?
Building local talent is one of our biggest challenges. By next summer, we will reach about 300 employees. Growth is only possible with a mix of local talent and international airline expertise. As the only major airline in the region, we often need to recruit externally. Our management team of eight people represents eight nationalities, but only one is from the island. To change this, we are investing heavily in training and development. We run programs for young local employees and a management development track to prepare them for leadership roles in aviation, which is a complex industry. Ideally, more island residents would study aviation abroad and return, but that number will always be limited. We must grow talent internally. A top priority of our strategy is to train, develop and nurture local staff so the future of Winair is secure without constant external hiring.
Why is Winair’s first commercial flight led entirely by women considered a landmark moment for the region?
The fact that this was considered a milestone says a lot. I am 56, and for my generation, gender should not be an issue. However, the need to celebrate this shows how far we still have to go. At Winair, gender is never a criterion for any role, including management or pilots. We are actively trying to attract more female pilots. Surprisingly, the field is still 80-85% men when many women are interested in flying. Positive media attention, like featuring an all-female crew, helps. We also support internal growth. We have many talented women on staff, and we encourage them to pursue flying. In this region, piloting is still seen as a male job, and that mindset needs to change. Half the population is female, and global reports show a serious pilot shortage in the next decade. We simply cannot afford to overlook half the talent pool.
How feasible are meaningful carbon-emission reductions across Caribbean aviation in the coming years?
My perspective may differ from most airline CEOs. Aviation is inherently unsustainable, and a lot of talk about sustainability feels like greenwashing. So far, sustainable aviation fuel and other solutions are too expensive to make a real impact. It is better to be honest and start from this reality. We take small steps, such as replacing diesel ground service equipment with electric versions and swapping onboard plastics for paper. Looking ahead, the Caribbean could be a perfect region for electric aircraft, especially for short flights of 8-10 minutes. However, the technology and infrastructure are not ready yet. Airports, like Bonaire International Airport, are ensuring that energy and battery facilities are in place once electric planes are viable. We follow these developments closely and share our requirements with aircraft developers. Realistically, large-scale electric flights may be more likely by around 2040 rather than 2030. We want to be ready when the time comes and remain cautiously optimistic.
How central is the U.S. market to Winair’s current strategic direction?
For Sint Maarten and Winair, the U.S. market is crucial; without it, we would not survive. We currently rely heavily on the East Coast, but there is potential to grow markets like California. More passengers mean more revenue, which allows us to invest in aircraft, expand routes and develop infrastructure. With my experience across Europe, Africa and the Caribbean, I see opportunities similar to islands like Mallorca or Ibiza. Sint Maarten has beautiful beaches and a unique dual culture; the French side offers authentic French experiences, while the Dutch side is more Americanized. Many U.S. visitors are surprised and delighted by this mix, and we should emphasize it more. It’s truly a unique attraction for such a small island.
Where do you see the strongest investment opportunities emerging in Sint Maarten’s aviation and tourism sectors?
Sint Maarten is brimming with opportunities for American brands, especially hotels. Curaçao, traditionally a Dutch destination, deliberately attracted American investors over the past 5-10 years. As a result, brands like Sandals now drive strong growth from the U.S. market. Americans look for familiar brands; they know what to expect, and it is a safe bet for investors. This also applies beyond hotels. For example, we now have a Wendy’s at the airport, and high-traffic areas could support multiple Starbucks. American tourists look for familiar experiences, and American brands meet that demand. Opportunities exist not only in tourism, but also in infrastructure such as hotels, roads and other services — all areas with high growth potential.
What are your top priorities as CEO for Winair’s next chapter?
Survival is critical for any company, and in this region, even more so. Since I began, I have seen three airlines go bankrupt and restart; aviation here is very volatile. Staying profitable, disciplined and not overambitious is essential. Size also matters; airlines that are too small cannot handle setbacks. We currently operate nine aircraft and plan to grow to 12-13. We are exploring expanding to similar airports in the region, such as Antigua or Barbados. Becoming IOSA-certified will strengthen our partnerships with major airlines, attract more international passengers and allow us to expand not just the number but also the types of aircraft in our fleet. The future of Winair looks very promising.
No Comments