The Hunt Continues, for a New CEO for Oman Air to Replace Hill
Wednesday, 07 September 2011

Peter Hill, the outgoing CEO of Oman Air, has delayed his departure from the company, as the board of Oman’s national airline fail in finding a replacement for the person who led investments in the aircraft and expanding new routes.

Expected to have left his position he has occupied for the past three years this month, Hill revealed to Muscat Daily that he had been asked to continue for a short term until a suitable candidate to replace him.

Hill stressed it’s up to the board to determine who this person. "I will be staying on for another few months as CEO of Oman Air while the board continues to search for my replacement. When one is found, I will leave the post."

In a recent interview, Hill admitted that high fuel prices and the potential impact of social changes influenced by the “Arab Spring” could affect the ambitions of making the third and final year of his tenure at the airline into a profitable one.

Biography:

Peter Hill started his career in the airline industry on 1961 as a commercial trainee with BOAC (British Airways predecessors). In 1974 he joined Gulf Aviation Company in Bahrain as Reservation Superintendent. Initially Gulf Aviation Company was majority owned by BOAC, in 1974 Abu Dhabi, Bahrain, Oman, and Qatar governments purchased BOAC's shares.

In 1978, Hill joined DNATA, subsequently in late 1984, he was part of the team that put together the original business plan for Emirates, and was assigned as  its first Commercial Manager.

In 1996 he left Emirates to pursue a private venture in London, but in 1998 he asked by Emirates Airlines  to lead the carrrier’s investment at that time in Air Lanka. Based in Colombo 1998 to 2007 Hill as CEO, managed the rebranded Sri Lankan Airlines.

In late 2007, he assisted in the initial setup of Dubai’s LCC, flyDubai. In July 4th 2008 Board of Directors of Oman Air Company (SAOC) announced the appointment of Peter Hill as the Company’s new Chief Executive Officer.


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