By Vijay Grover
In 2003, Captain GR Gopinath made flying affordable for everyone by launching India’s first low-cost airline, Air Deccan, turning the dream of flight into reality for the common man! Reflecting on the inception of Air Deccan, we are reminded of the profound aspiration that ordinary Indians should have access to air travel—a privilege previously reserved for a select few. In a heart-to-heart conversation with Indian Aerospace & Defence the man himself Captain GR Gopinath, the founder of Air Deccan, a retired Captain of the Indian Army, an author and a politician talks to Editor Vijay Grover telling the tale of how the one-rupee ticket remained symbolic of his mission to democratize the skies, making flying attainable for the common man. Establishing this venture required navigating a complex regulatory landscape, marshalling limited resources, and persevering through significant skepticism. However, witnessing subtle societal transformations, such as budding computer schools in rural villages and the visible spread of consumer goods, affirmed his belief in an emerging aspirational India. These experiences underscored the potential of a vast, untapped market and inspired me to transform a simple idea into a pioneering movement that forever changed Indian aviation.
Q: Looking back at your incredible journey, how do you recall the start of Air Deccan? We still remember the one-rupee ticket. Can you share some of those wonderful moments from your career journey when Air Deccan became a reality?
- The venture began with a seemingly simple yet ambitious question: “Why can’t ordinary people fly?” At the time, high airfares made this prospect appear unattainable. Traveling through rural areas, I often reflected on whether residents there would ever have this opportunity. I founded a helicopter company in 1995, when only a select few industrial families, such as the Tatas and Birlas, owned aircraft, and private helicopter usage was rare even among the wealthy. Notably, even leading business families like the Ambanis rented our helicopters rather than owning them. Back then, India had far fewer helicopters compared to countries like Brazil, Malaysia, and the Philippines. Observing this gap and minimal competition, I identified a unique business opportunity, which led to the establishment of my company.
Q: It’s one thing to think and another to execute it. It must have required resources, permissions, and licenses to get through. How challenging was it to put plans from paper into reality?
- During my tenure with the helicopter company, India was markedly different from what it is today. This was prior to 1995, during a time when stringent licensing regulations prevailed and only a limited range of products, such as Ambassador cars, were commonly available. Economic reforms initiated by the Narasimha Rao government were just beginning to manifest, and signs of transformation were emerging. Over the subsequent years, particularly between 1995 and 2002, I witnessed the tangible evolution of a new India, the contours of which were perceptible even though they were not yet fully comprehended.
On one occasion, during a visit to my village in 2002, I noticed a sign for a ‘Computer School’ offering computer training—a remarkable sight at the time. Upon investigating, I discovered a modest setup: a small cubicle where a young man, likely unable to secure other employment, was conducting basic computer classes using a single laptop. That moment struck me as a clear indicator of an emerging India.
In people’s homes, ownership of modern conveniences such as refrigerators became a status symbol, often proudly displayed in living rooms. Motorcycles had become relatively common, but cars remained scarce, while televisions with dish antennas were gradually appearing, signalling the spread of new media. From the air, as I travelled by helicopter, the proliferation of dish antennas in villages across Karnataka was visible, sometimes even in isolated hamlets within the Western Ghats. Entrepreneurs assisted communities in obtaining collective television access by pooling resources, further illustrating this change. TV channels were advertising consumer goods, such as toothpaste, shampoo, Fair & Lovely, and motorcycles, highlighting the growing consumer culture. However, there were no advertisements for air travel, indicating that flying was still unattainable for most; it was considered a luxury reserved for those whose employers would cover the exorbitant fare.
From this vantage point, it became clear to me that India had transformed from a nation characterized solely by poverty and subsidy dependence into one defined by a massive population of aspiring consumers. When seen through the lens of consumerism rather than poverty, ordinary citizens assumed a new significance—not as recipients of aid, but as active participants in the nation’s economic future.
Q: So this triggered the thought of a latent Indian market waiting to explode, but how did things finally get shaped?
- During a trip to Las Vegas for a helicopter convention, I chose to fly via the Grand Canyon, traveling on Southwest Airlines—the first low-cost airline. My seatmate, a large man adorned with tattoos and eating a burger, revealed he was a carpenter, traveling with his family for their annual vacation. This encounter led me to reflect: why should professions such as carpenters or masons, or even clerks and nurses, not have access to air travel? In the United States, it was already commonplace for ordinary people to fly—most managed a major and a short vacation each year, whereas professionals at large companies like IBM could afford even more.
As these thoughts occupied my mind, I stood in Phoenix Airport and noted a plaque indicating the airport handled 1,000 flights daily. In comparison, all 40 of India’s airports with daily connections likely had far fewer flights combined; for instance, the Bangalore-Delhi route had only two flights a day at that time. The disparity became even more apparent at London’s Luton Airport, one of the city’s six international airports, which served 14 million passengers annually—a figure exceeding the total volume of all of India’s airports.
From this, I realized the immense untapped potential in Indian aviation. It was not a question for consultants; rather, it became clear that established authorities or industry leaders often cannot perceive new possibilities, just as IBM underestimated the future of laptops. True vision is personal and sometimes only visible to its originator; one must remain committed and passionate about it.
Upon returning, I resolved to start an airline, undeterred by not knowing details such as the cost of an Airbus or the difficulties of obtaining a license amidst strong, politically-connected competitors. Sometimes, ignorance of challenges is beneficial because overanalyzing obstacles can prevent action. Instead, I chose to forge ahead and began working towards my goal.
Q: Do you believe that better air connectivity into regions will boost tourism and vice versa, and more focus on Tourism will give a thrust to regional air connectivity?
- India possesses a remarkable array of natural and historical attractions—from mountains and beaches to palaces, forts, and abundant wildlife. However, despite such diversity, tourist inflow remains disproportionately low. Presently, the majority of visitors are either budget travelers, such as backpackers, or affluent individuals opting for luxury accommodations; there is also some medical tourism. Yet, what India lacks is the influx of the vast middle-class tourists from Europe and America—professionals who are collectively driving global tourism trends, particularly those employed in sectors like technology and artificial intelligence.
Surprisingly, countries far smaller than India, such as Malaysia and Cambodia, attract significantly more tourists. This is notable given that tourism is one of the world’s largest employers; its positive impact is extensive, benefitting associated industries such as transportation, hospitality, and food services. As noted by a renowned travel writer, India’s vast heritage and culture remain largely unexplored by international visitors.
Regrettably, several persistent issues deter potential tourists. Problems related to safety, especially for women, and overall sanitation remain unresolved. While initiatives like Swachh Bharat have led to progress, infrastructural cleanliness often remains lacking, with visible garbage and debris in both cities and rural towns, regardless of which party governs. This significantly undermines the nation’s image.
It is noteworthy that Indian professionals effectively manage tourism in foreign destinations such as the Maldives, Mauritius, and Fiji, where tourism sectors thrive, with impressive infrastructure like dedicated fleets of seaplanes. In contrast, Indian tourism figures lag far behind, even when compared to single cities like Singapore, which attracts over 20 million tourists annually. India’s appeal is undeniable, and as a vibrant democracy—albeit with certain imperfections—it holds far greater cultural and historical interest. Nonetheless, neither has India exploited its democratic openness, like France, nor leveraged centralized planning, like China, to boost tourism.
Looking at singular attractions such as Niagara Falls, which alone draws 15 million annual visitors, it is evident that enhancing regional connectivity across Indian towns and augmenting essential infrastructure could significantly contribute to tourism growth. Addressing these foundational issues is vital for India to realize its full potential as a global tourist destination.
Q: Knowing you well, the kind of passion that drove you, you could bear losses, you sustained through rough times. We don’t see that same passion in many of the operators today, especially on the UDAN routes. The moment subsidies are withdrawn, they back off. Where are we going wrong?
- Consider the example of launching a new mobile phone company. Even if the company offers a free device and drastically lower charges—say, one-fourth of what established providers like Airtel or Jio offer—if the service limits users to calling only between Delhi and Bangalore, the venture is likely to fail. This is due to the phenomenon known as the network effect: users prefer a service that connects them to a large and widely distributed network. The value of a phone or airline service is fundamentally tied to the breadth and depth of its network.
This principle directly applies to the aviation sector, particularly with the government’s UDAN scheme intended for regional connectivity using small aircraft. Most UDAN operators have struggled, mainly due to two reasons. First, the cost structure is less favorable for small aircraft like ATRs, which typically seat between 25 and 72 passengers. The pilot and engineer salaries are comparable to those operating larger aircraft, such as an Airbus, but these costs must be distributed over far fewer passengers, making each flight less economical. Furthermore, similar to ground transport, where buses and trains are more cost-effective than cars when filled, large aircraft are more efficient per passenger when fully occupied compared to smaller planes.
Second, retention of skilled personnel is challenging. Pilots often prefer to command larger jets such as the Airbus or Boeing models, not just for the social prestige and higher career trajectory—progressing from smaller to larger aircraft—but also due to greater international opportunities and better compensation offered by global airlines. Hence, airlines flying smaller planes struggle to retain experienced crew.
Additionally, the infrastructure at many small airports is inadequate. Often, significant resources are invested in constructing expensive terminal buildings, while relatively less is allocated to critical systems like the Instrument Landing System (ILS). A more judicious allocation—modest terminal construction accompanied by effective technological enhancements—would provide greater benefit and allow expansion to more regional airports.
In essence, the lack of a comprehensive network, combined with high operational costs, personnel attrition, and suboptimal infrastructure investment, contributes to the difficulties faced by regional air operations in India.
I recall when I began operations in Agra in 2002, there were no commercial flights to the city. The area suffered from significant pollution and frequent fog, which complicated air travel. At the time, I insisted that Agra could only be included in our network if at least basic navigational aids such as the NDB were installed, given that the airport was primarily used by the Air Force. Rajnath Singh, who was then the Home Minister, personally contacted me to request services to Kanpur. I agreed, but only on the condition that the necessary instruments were provided.
It was interesting, tickets were printed and publicized, pilots were recruited, and marketing efforts were launched because there was political pressure to demonstrate improved connectivity. However, the Instrument Landing System (ILS) was not installed as promised. As a result, flights would be dispatched but often had to return due to poor landing conditions.
This situation is illustrative of a broader issue affecting regions such as the Northeast, which remains underdeveloped largely because most airports cannot accommodate landings after four o’clock in the afternoon due to inadequate landing systems. Improved connectivity is essential for integrating remote areas and enhancing accessibility, which would also benefit tourism.
Comparatively, China continues to make significant advances by investing extensively in infrastructure, which has played a key role in its rapid technological and economic growth, surpassing even American concerns. Although India is making efforts in this direction, investment and implementation are still insufficient. Significant investments, ranging from 200 to 600 crores, are being directed towards rural airports, highlighting a commendable commitment to regional connectivity. To further enhance the effectiveness of these ventures and initiatives like the UDAN scheme, the installation of essential landing systems such as ILS would ensure more reliable flight operations and help maximize the intended benefits.
Vijay Grover is the Editor of Indian Aerospace & Defence
