Current and former Etihad employees describe a toxic senior management culture, with claims of disregard for staff dignity far beyond what's typical in the industry.
If one understands TAP, in a way, it speaks volumes to say that Etihad's current CEO came from TAP. I have family in Europe that avoids TAP if at all possible. And, I've recently commented that I have family in the Gulf region and I've recommended the same.
You want to know how bad it is? a cabin crew girl just passed away 10 days ago because she was so scared to call sick, her manager was threatening her with improvement plan and dismissal, there is a picture of the incident going around.
the cabin crew member who was afraid to call in sick after repeated warnings from the company over sick leave. She pushed herself to operate a flight to Toronto despite feeling unwell, and tragically passed away in her hotel room. What makes this even more disturbing is that, the company refused to arrange to repatriate her remains, and her fellow crew members had to raise nearly AED 20,000 collectively to bring her home.
Tell us you've never had a corporate job without telling us.
Ask anyone with a corporate job, and in most cases they will tell you management is rotten and toxic in some ways.
@ Anna -- Right, as I've clarified in this post, the issue is that this goes beyond "in some ways." All companies have some level of toxicity, but I've never heard of an airline where things have gotten this bad.
This was the most toxic and horrific culture, incomparable to a normal corporate job. Which other firings have provoked such an outpouring? Very few.
Anna do not normalise toxic environments just because happened or happens or will happen in some corporate job. It is unacceptable nowadays even in the middle east with most expats.
our “fathers or mothers” were well over-paid vs western based jobs back in the time and could accept the trade off. but nowadays, middle east companies offer only tax free place to live with freedom limitations. The salary is in line with Western jobs including house allowance - which basically means taking home a lower basic salary vs other jobs. so, just smoke in the eyes.
There’s a difference between the usual corporate bullshit and a culture so rotten that hundreds of employees are publicly sharing their experiences the moment a senior executive leaves. If your only defence is “every company is toxic,” you’re not making a point. You’re just exposing how embarrassingly low your standards are. What a clown.
And? What’s your point? Should it be normalized? Or did your feelings get hurt that your friends are being called out?
Ben, you haven’t shared any details of the conversations you have had. I don’t know the Gentleman you are referring to, but taking an airline from 3$billion to 10$billion in 5 years doesn’t happen in a pet zoo and neither with a soft washed culture plus against a competitor such As Emirates. It’s always easy to throw someone under the bus but not if there is proven economic success. I save my self from commenting on the flight attendant who got promoted…
@ Jerry Maguire -- The $3 billion number is based on 2021 revenue (it was actually $3.14 billion), which was greatly depressed due to the pandemic. That's a very convenient narrative to use to show growth. Also, we haven't actually seen $10 billion yet, at least publicly, as 2025 had $8.4 billion in revenue.
Just as a comparison, American had revenue of $30 billion in 2021, and $55 billion in 2025. Does that mean American's management team deserves credit for showing such amazing growth over four years? No, of course not.
A soft culture can’t achieve that, really? What kind of mindset does it take to normalise toxicity to this extent? If you had even an ounce of vision you’d know how other airlines have achieved this kind of growth time and time again in the past while maintaining a healthy culture and high levels of employee engagement, you absolute moron.
Etihad has become a laughingstock in the aviation industry and you call this success? It’s only a matter of time before this blows up in the international media. The company’s reputation is hanging by a thread and you think this is what success looks like Ivander Imbecile Sebastien?
Anna, is your last name Sebastian? Or one of his puppets? I’m sure you know the guy very well. The numbers are bullshit. And your friend is not being thrown under the bus, he is trash and what you read are all facts. If after what you’ve read, you do think that being toxic, corruptive, and inhumane is okay since the financials are good, then i feeel extremely sorryyy for you and your family and the whole species. Having the audacity to write a comment after reading the horrific experience of the people, tells a lottt about you. Disgusting! Continue licking you friend’s **** or see a psychiatrist asap!
The gentleman!! Hahahah here comes another puppet. How stupid should someone be to take credit on increasing the financials based on Covid ‘s numbers. If you really don’t know that piece of s***, then don’t get fooled with the numbers, besides Tony Douglas and his team were the ones who set the foundation before the Kumar and Antonaldo joined. Emirates is not a competitor, it is at a much higher level. Besides are you what do you mean by a soft washed culture? Are you saying that the staff who endured hurt and pain from a toxic management are soft? Does it mean that the financials justify that A Kumar’s toxicity? Can you enlighten us on how did you come to your stupid conclusions?
I’m all for improving conditions for consumers and workers, globally (and at EY); I also respect commenters relative anonymity. That said, people do say a whole lotta wild stuff online (apparently this guy even created sock-puppets to promote himself and his airline). Are we naive enough to think that doesn’t still go on (for-or-against any side)? Just saying, whole lotta out-of-nowhere Guest comments in the OG post. I hope and trust some are genuine, and do want to see improvements.
People (including myself) feel able to tell their stories publicly for the first time, with lower risk of reprisal from the incredibly vindictive ex CCO.
During my time there, he forced people to disclose their "anonymous" HR survey results, and used a network of informants to gather information and then used it against people. A person was fired every couple of weeks, so over time all those who publicly stood up to him/showed integrity were removed. Many chose to keep a low profile, as that was the best way to survive and keep your job. However now the stories can be told and it is cathartic to do so.
In that case, I'm genuinely pleased for you (and the others) to feel able to share your stories. From what I've witnessed, OMAAT is a great community; Ben seems to encourage lively debate and the active sharing of diverse ideas and perspectives. Rooting for you.
The most toxic, retaliatory and reprehensible senior leader I have come across in any organisation across 25+ years of leadership experience. The amount of impropriety, ending people’s careers if they posed any issue to him, abuse and humiliation he inflicted on others is almost beyond belief. There will no doubts be a couple of ‘plants’ installed on this thread to provide ‘a more balanced’ view - but to the dozens and dozens who suffered at his hands, the truth is beyond clear to all of us. I pray Etihad makes a meaningful change now and a major cultural course correction. The aviation world is watching.
Throughout all the dysfunction, they've progressed positively on multiple fronts. Hopefully, with things calmer, the momentum continues.
@Ben
Tell your contacts at EY to get their company's act together and do something about the lack of customer service.
Start empowering front line employees to actually make decisions.
The are lipstick on Frontier in the ME.
This article actually has little substance. I was expecting to read what the people had actually said…
He linked to the prior post with the comment section at issue; if you’re asking Ben to summarize it all, or to ‘pick his favorites,’ you might as well just use an LLM to do that for you. Basically, lots of new, random Guest commenters claiming to have worked for/with him ‘no-likey’ the ex-EY guy. *gasp*
Matthew at LALF also did a fair analysis of the comments from Ben's OG post, and cited several of his favorites: https://liveandletsfly.com/etihad-arik-de-departure/
I worked there under James Hogan and it was not always a walk in the park. It was toxic. But there was still a level of respect and pride and optimism in the company. And genuine excitement for what we were doing. But people I know who are still there wish Hogan and that style were back. That says all I need to know about these people. Terrifying.
I think there is something fishy going on with their owners, especially the man city case affected etihad too. But then maybe its just a coincidence..
Etihad Airways: Leadership, Legacy, and the Importance of Protecting a World-Class Brand
I have been following the recent developments surrounding Etihad Airways and its senior leadership over the past few days. Having spent many years with Etihad, I feel compelled to share my personal perspective on the airline’s journey, its leadership decisions, and what I believe is required to protect the future of this prestigious Abu Dhabi brand.
The James Hogan Era – Building a Global Brand
Mr. James Hogan deserves significant credit for transforming Etihad into a globally recognised premium airline. Under his leadership, Etihad developed an exceptional brand, a world-class product, and a strong international reputation.
However, in my opinion, the airline’s investments in other carriers were strategically flawed and ultimately created substantial financial challenges.
The Tony Douglas Era – A Turnaround Supported by Strong Emirati Leadership
Mr. Tony Douglas inherited a challenging situation and successfully steered the airline towards financial recovery.
However, I firmly believe this turnaround would not have been possible without the contributions of two outstanding Emirati leaders:
Mr. Mohammed Al Bulooki – A highly capable aviation executive whose commercial understanding, operational discipline, and strategic leadership were instrumental in improving the airline’s performance. His contribution to operational effectiveness and Etihad’s safety culture deserves considerable recognition.
Mr. Ibrahim Nasser – An exceptional HR leader who understood how to balance manpower cost optimisation with employee welfare, motivation, and organisational stability. He demonstrated that financial discipline and taking care of employees can, and should, go hand in hand.
In my view, these two leaders were fundamental to Etihad’s recovery. Their contributions should never be underestimated when evaluating the success of that period.
The Antonoaldo Neves and Arik De Era – Growth at What Cost?
Mr. Arik De initially joined Etihad as Vice President of Revenue Management and subsequently progressed into senior commercial leadership following the appointment of Mr. Antonoaldo Neves as CEO. Both executives had previously worked together at TAP Air Portugal.
While the current leadership has emphasised revenue growth, network expansion, and increased capacity, I believe there are important questions that deserve serious consideration.
1. Revenue Growth Must Be Measured Against the Right Baseline
Claims of significant revenue growth need to be assessed in their proper context.
Comparing revenue immediately following COVID-19 with revenue generated after the recovery of global aviation does not necessarily demonstrate exceptional management performance.
The real questions should be:
* How much of the growth came from post-pandemic market recovery and increased capacity?
* How much translated into sustainable profitability and return on invested capital?
* How did Etihad perform relative to Emirates and Qatar Airways over the same period?
* Was revenue growth achieved while protecting the premium product and customer experience?
Revenue growth alone is not the ultimate measure of success. Sustainable profitability, return on capital, customer satisfaction, and brand equity are equally important.
2. Network Expansion and Fleet Complexity
In my opinion, some recent decisions relating to new routes, aircraft leasing, fleet diversification, and network expansion warrant closer scrutiny.
Opening routes is relatively easy. Ensuring that those routes generate sustainable economic returns is the real challenge.
Similarly, introducing different aircraft types can create additional operational complexity, higher costs, and inconsistencies in the customer experience.
Growth should never come at the expense of operational reliability or financial discipline.
3. Protecting Etihad’s Premium Brand
One of my greatest concerns is what I perceive as the gradual dilution of Etihad’s premium product on certain routes.
Etihad was built to represent Abu Dhabi on the global stage through exceptional service, hospitality, innovation, and quality.
In my personal assessment, some product decisions have weakened that differentiation.
Emirates and Qatar Airways have continued investing in their premium positioning, and Etihad must ensure that its growth strategy does not compromise the brand value that took years and billions of dollars to establish.
4. Leadership Culture and Accountability
Leadership is not simply about increasing revenue, expanding a network, or delivering impressive presentations.
It is about building strong teams, encouraging constructive challenge, recognising talent fairly, and creating an environment where employees can speak openly without fear of negative consequences.
Based on my own experience and observations, I have serious concerns about whether Etihad’s recent leadership culture has consistently encouraged these principles.
Any organisation that prioritises personal loyalty over professional competence risks losing talented people, weakening governance, and creating poor decision-making practices.
The CEO must ultimately take responsibility for the leadership culture, strategic decisions, and governance standards established under his management.
5. The Need to Restore Strong Emirati Leadership
Etihad is not just another commercial airline. It is a national asset, a symbol of Abu Dhabi’s ambition, and an important contributor to the UAE’s global reputation.
The success of Emirates and flydubai demonstrates the value of strong, empowered Emirati leadership supported by experienced international professionals.
I firmly believe Etihad should adopt a similar approach.
Experienced Emirati aviation executives should be entrusted with the responsibility of shaping the airline’s future, while international expertise continues to play an important supporting role.
In particular, I believe Mr. Mohammed Al Bulooki and Mr. Ibrahim Nasser should be seriously considered for a return to senior leadership roles, given their institutional knowledge, proven capabilities, and contributions to the airline.
I would also strongly support the appointment of a capable Emirati executive as Etihad’s future CEO, based on merit, experience, and a clear strategic vision.
My Final Thoughts
Etihad does not need growth at any cost.
It needs profitable growth, disciplined investment, operational excellence, a motivated workforce, and a premium product worthy of Abu Dhabi.
Leadership success should not be measured solely by revenue numbers or the number of destinations added to the network. It should be measured by the sustainable value created for shareholders, employees, customers, and the nation.
As someone who spent an important part of my professional career with Etihad, my views come from a genuine desire to see the airline succeed.
Etihad was built to be one of the world’s finest airlines. Its future leadership must ensure that ambition is never compromised.
These are my personal views, based on my professional experience and observations, and should not be interpreted as independently verified findings regarding individual management decisions.
I don't know if this applies to Etihad, but from my experience living in the Gulf, most local companies are extremely toxic, and I don't think Etihad is the only problem. Locals in charge often have no idea what is appropriate or professional. Then you have tons of people from developing countries with little corporate experience who end up treating others the same way. Sadly, this is especially true of Indians, although I had many wonderful Indian friends there. The problem is that the decent, professional ones often cannot survive in this environment, so they either leave or become part of it.
Western expats are often second-tier or lower, as the truly top ones tend to stay in more attractive places where they can earn the same salaries. Some highly entrepreneurial and adventurous people do go, but they often don't stay long because of the toxic culture. My friends always joked that those who come to the Gulf and stay are the ones who enjoy being part of its toxic environment.
This culture exists across the Gulf because there is little accountability. So I doubt Etihad's owners would do anything, but if your post gets enough media attention, they might try to fix the issue.
I don't know the guy. Love the comments.
Are you going to be PNG in Abu Daubi now?
I understand the need for privacy and to protect whistleblowers coming forward (especially given the culture broadly described in the comments in the other article... horrifying), but wonder if there are more specific examples we could see in this article? What specifically have you heard that left you in disbelief?
Look, these are the facts. It’s not just EY — I can name at least four or five companies where the culture is absolutely toxic. It’s the same bunch of people moving from one company to another, and the exceptions are few and far between. Most commercial teams are pretty dire, largely because the industry operates on virtually zero margins. It creates an environment where being a shark is practically rewarded.
I hadn't read the comments from the previous post until just now. Wow. Just appalling.
The fact that this kind of situation may occur in other companies is utterly irrelevant. This is about one company, a handful of people, and an airline that I sadly can not fly again in good conscience without a wholesale reckoning.
In the interim, I hope that this dude's demise brings some peace and joy to his employees. And I hope he never works in the industry again.
For ARIK DE , I woukd sayvthe following hindi.
" BADAR KE HATH NARIAL AAGAYA "
Means in English
" COCONUT IN A MONKEY HAND.
Just to add that I am ex EY employee until JH time. No hire and Fire..as soon he the company become Orphan.
Investigate and speak to ex crew, we need the world to know how etihad crew is being treated. We already lost a colleague because she was too scared to call sick due to the pressure and harassment from the management, they give us 12 hours rest between flights and expect us to be healthy and with positive attitude and then on board we have leaders that make our life a nightmare if we are wearing the right shade of lipstick
Etihad has to be one of the worst ME Airlines in The ME , It starts from the check in counter where if you know the people at Etihad you do not pay extra for luggage. I have seen many South Indians that did not pay for extra Hand carry items when the baggage handlers were South Indians.