Ameya, do you think operating those six damp-leased 787s at ACMI rates, was it ever economically viable for, for IndiGo, or was it, you know, just structurally below minimum efficient scale as far as IndiGo standards are concerned? Do, do you think stepping back now, the decision by, by IndiGo to wait for owned A350s to come in, maybe end of 2027, maybe beginning 2028, w-would that decision make IndiGo stronger?

I think yes, financially it makes them very strong right now by returning those ACMI.

But we have to look at the process in detail.

When did the first plane came? It came in February 2025.

And was the deal announced? It was announced in October 2024.

Which kind of deals to keep, look, take evaluation of about six odd months at the fastest speed.

They started evaluating sometime in early 2024.

Does Air India lock up diaspora loyalty during this period and, and, you know, uh, and especially corporate contracts, right? And, and i-it's not easy to win them back later.

Would that decision make Indigo stronger?

I think yes, financially, it makes them very strong right now by returning those ACMI.

But we have to look at the process in detail.

When did the first plane came? It came in February 2025 and was the deal announced.

It was announced in October 2024.

Such kind of deals take evaluation of about six odd months at the fastest speed.

They started evaluating sometime in early 2024.

Does Air India lock up diaspora loyalty during this period? And especially corporate contracts, right? And it's not easy to win them back later.

If you're appointed as the network planning head for Akasa in 2026, what would be your top three priorities, Amaya, given the current market dynamics, the infra constraints, and of course, the competitive landscape?

You know, first, they're in very good hands.

I have my friends who are network planners there, so I wouldn't really take up this or comment about it.

They're in good hands.

Let them be in good hands.

So, you know, keeping that aside.

But if I have to look at Akasa independently from a network perspective and look at the strategic priorities and dynamics, I think there are two things which are beyond their control.

How do you assess the potential impact of a deeper code share or a joint venture agreement between an Indian carrier like Indigo and an European airline like Air France KLM? What would be its impact on network resilience and transfer volumes, according to you? Do you see something like that possible in the near future, Amir?

If you're appointed as the network planning head for Akasa in 2026, what would be your top three priorities, Amaya, given the current market dynamics, the infra constraints, and of course, the competitive landscape?

You know, first, they're in very good hands.

I have my friends who are network planners there, so I wouldn't really take up this or comment about it.

They're in good hands.

Let them be in good hands.

So, you know, keeping that aside.

But if I have to look at Akasa independently from a network perspective and look at the strategic priorities and dynamics, I think there are two things which are beyond their control.

How do you assess the potential impact of a deeper code share or a joint venture agreement between an Indian carrier like Indigo and an European airline like Air France KLM? What would be its impact on network resilience and transfer volumes, according to you? Do you see something like that possible in the near future, Ameer?