Trade Air ___________________________________________________________________________________________________________
home. For more than a decade, Trade Air has operated Croatia’ s Public Service Obligation network, connecting smaller communities with domestic destinations. Using a Saab 340 based in Osijek, the airline provides services that support regional connectivity while adding an additional layer of diversification for the business.“ It’ s working fine. Sales are going well.”
Diversification is becoming increasingly important as the charter market evolves. Low-cost carriers are changing the picture.“ Over the last few years, there has been an increasing presence of low-cost carriers, which is affecting the charter market. Charter flying will remain part of the industry for a long time, but I have a feeling the number of charter flights and overall capacity may gradually decline as low-cost airlines continue to expand. We also do a lot of ACMI work, so we operate a dual business model.”
That dual model sets Trade Air apart. Rather than relying on a single revenue stream, the business can shift its focus as conditions change. It’ s a practical response to a market that has become harder to predict. However, unpredictability remains the defining challenge. Geopolitical events continue to affect routes and demand patterns. Airlines are reassessing capacity requirements heading into future seasons.“ Presently, there is an escalation of fuel prices, which is affecting all,” Marko notes.
“ Normally, ACMI operations are the first to slow down, and we’ re already feeling that in the market. I expect the trend could accelerate through the winter. The market is very dynamic right now and currently moving in a negative direction, but I believe it’ s temporary,” he adds.
For Marko, responding to those pressures requires discipline rather than reaction. That thinking is now shaping the company’ s next phase of fleet planning. Trade Air’ s newest A320 joined the fleet in 2025, but attention has turned toward replacing older aircraft and improving the fleet age profile.“ We had planned replacement earlier, but for the last three years the market was at its peak, and there were no aircraft available. There was simply nothing on the market. Now, we’ re looking to acquire a younger aircraft and replace our oldest unit so we can operate a younger fleet and strengthen our position in the market.”
The objective is not just to add capacity. It’ s to make sure the fleet matches what customers need and where the market is headed. That’ s why Trade Air’ s priorities sit below the surface, not in the number of aircraft it flies, but in the contracts behind them.
In an aviation market where uncertainty has become a constant, that may be what sets Trade Air apart. The company keeps growing, but only when growth serves a purpose. Under Marko’ s leadership, the focus stays on utilization before expansion, contracts before capacity, and preparation before risk.“ We’ re focused on securing long-term ACMI and charter contracts wherever possible and planning ahead, rather than finding ourselves in a position where we’ re looking for work. The main thing is securing the right pricing and the right volume of business. That’ s our target,” Marko concludes. ■
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