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The alliance with air Berlin is attractive for me. I can use the whole sales network of the air Berlin and 24 percent of my own airline at air Berlin sold.

In Germany air became generally accepted Berlin in this area. It operated with 45 airplanes within the Low Cost range from Germany, and is one the most successful carriers in Europe.

The need for air transport is real, and it's not going to change. The key is to have the right business model and have the right initiatives, in my view, to succeed.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

We still have a lot of international partner modules that need to get up there to make it truly the international structure that it will be, and that's highly important; we need to get to where the crew size is bigger.

Here are the choices I don't want to make: between paying additional fuel costs and flying and steaming less; between paying additional fuel costs and building fewer ships and planes.

Direct flights facilitate business. They facilitate business-to-business collaborations. I think anything that makes it easier to bring two areas together is a significant benefit to deepening relations and connections.

We now fly with an airbus, which has 210 seats, six times the week to Palma to the spider of the air Berlin.

Berlin is well on its way to becoming one of the most vibrant startup hubs in the world.

My ambition with connectivity is not to fly balloons in the national airspace of other countries, but my dream is to be able to enable the local entrepreneurs to have low-cost connectivity solutions.