Oct 28, 2026 · 50 min · 11 segments
What if your next flight took off on a bus? In this episode we're joined by David Sunde of The Landline Company, a company challenging the conventional boundaries of the airport, as well as air and…
And how do you go through the process of whether it's a new route or in these ideas of expanding hubs, how do you choose which is the highest priority? Is it a combination of working with other entities like the airline or the airport, or do you do the research on your own first and then come to that conclusion?
And it just depends on who or what airline we're working with, or are we working under our own brand? Kind of how our relationship, our business relationship is structured.
We typically work with airlines via either capacity purchase agreements or revenue sharing agreements.
So we have more autonomy to choose or more influence, I guess, to sort of build the network when we're under a revenue share.
I think that the way that we think about building schedules and the marginal cost of production and how people think about our service versus driving themselves, in any case, I do think at this point we have some unique understanding that can be helpful for airlines in making a decision.
But generally, we're partnering with our airline customers and at some level trying to help them make decisions or sometimes just being told, hey, this is what we need you to do.
As we think about operating more under our own brand, it becomes a little bit closer to a traditional network planning job.
where you're trying to understand what the total market size is and sort of the opportunity and then finding airport partners that are excited to work with you and where you think you can help them solve a problem.
And so in making all these decisions, a lot of it comes down to the quality of the relationships you've built and how bought in those people feel to using your product to help their business be better.
So eight years
in...
You know, you've obviously grown, right? Could you just tell us what's the footprint like today? How many buses, how many routes, et cetera?
So just, just yesterday we announced, um, uh, basically a doubling the size of our Canadian network.
Um, and so we'd expect the company to, to grow in total vehicle count by 50 or 60% this year and, and probably double in terms of departures.
And how do you go through the process of whether it's a new route or in these ideas of expanding hubs, how do you choose which is the highest priority? Is it a combination of working with other entities like the airline or the airport, or do you do the research on your own first and then come to that conclusion?
And it just depends on who or what airline we're working with, or are we working under our own brand? Kind of how our relationship, our business relationship is structured.
We typically work with airlines via either capacity purchase agreements or revenue sharing agreements.
So we have more autonomy to choose or more influence, I guess, to sort of build the network when we're under a revenue share.
I think that the way that we think about building schedules and the marginal cost of production and how people think about our service versus driving themselves, in any case, I do think at this point we have some unique understanding that can be helpful for airlines in making a decision.
But generally, we're partnering with our airline customers and at some level trying to help them make decisions or sometimes just being told, hey, this is what we need you to do.
As we think about operating more under our own brand, it becomes a little bit closer to a traditional network planning job.
where you're trying to understand what the total market size is and sort of the opportunity and then finding airport partners that are excited to work with you and where you think you can help them solve a problem.
And so in making all these decisions, a lot of it comes down to the quality of the relationships you've built and how bought in those people feel to using your product to help their business be better.
So eight years
in...
You know, you've obviously grown, right? Could you just tell us what's the footprint like today? How many buses, how many routes, et cetera?
So just, just yesterday we announced, um, uh, basically a doubling the size of our Canadian network.
Um, and so we'd expect the company to, to grow in total vehicle count by 50 or 60% this year and, and probably double in terms of departures.
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