(February 14, 2026) In the mid-1990s, when New Zealand introduced a points-based system to attract global talent, thousands of skilled professionals took a leap of faith and moved to the island nation. Among them was an Indian family from Bengaluru. Their son, who initially thought the move was “the worst idea,” would three decades later rise to lead the country’s national carrier.
In October 2025 Nikhil Ravishankar became Chief Executive Officer of Air New Zealand, one of the most recognisable corporate institutions in the South Pacific. His appointment reflects how the mid-90s immigration push has come of age, with its first generation of children now stepping into leadership roles in the very institutions that once welcomed their families.
The immigrant story that came full circle
Ravishankar’s parents moved to New Zealand when the country actively sought knowledge workers. “The bar was actually quite high,” he recalls in an interview. His parents qualified under a system designed to attract skilled professionals from around the world. “At the time I thought it was the worst idea,” he says of leaving Bengaluru as a child. Moving countries was difficult. “But now when I look back, I’m so grateful that they did.”
His mother worked extensively in education, developing continuing education programmes for underprivileged women in India and later in Canada. She travelled frequently for work. His father is a serial entrepreneur. When the opportunity to move came, it was as much about bringing the family together as it was about professional growth.
“They’re a bit adventurous,” he says. “For them, New Zealand was a place where they thought they could forge their future.” That future would eventually place their son at the helm of the country’s flagship airline. When he received confirmation of his appointment as CEO, he called his wife first and then his parents. “I thought my mom was going to have a heart attack,” he laughs. “She was quite emotional. For them, it was like a culmination of all their life’s work.”
The journey to the corner office
Before becoming CEO in October 2025, Ravishankar joined Air New Zealand in 2021 as Chief Digital Officer. He oversaw the airline’s COVID restart programme and led major upgrades to its technology backbone, loyalty programme and customer platforms during one of the most turbulent periods in aviation history.
In October 2025, he stepped into the top job at a time when global aviation faced persistent volatility from geopolitical tensions to technological disruption. Prior to Air New Zealand, he served as Chief Digital Officer at Vector Limited, leading digital and IT transformation and co-leading its smart metering business. Earlier in his career, he spent six years with Accenture across Hong Kong, Australia and New Zealand, eventually serving as Managing Director. He has also held senior technology and transformation roles at Spark New Zealand.
An alumnus of the University of Auckland, he holds a Bachelor’s degree in Computer Science and a Bachelor of Commerce with Honours. He now serves on the advisory board of the university’s Centre of Digital Enterprise. But titles alone do not explain his leadership philosophy. “I’d probably describe myself as a transformation expert and a systems thinker,” he says. “What we’re facing into is a much more volatile, uncertain world. We need to think about things very thoughtfully and work through real complexity.”
Leading a national institution in uncertain times
Air New Zealand is not just another airline. For a geographically isolated country of five million people, aviation is critical infrastructure. “Air New Zealand does well when New Zealand does well,” he says. “Our fortunes are inextricably linked.”
The airline employs over 11,000 people and plays a central role in connecting New Zealanders domestically and to the wider world. Yet post-COVID recovery has taken longer than many anticipated. “We operate in a global market and the global market is as volatile as it’s ever been,” he says. “When you’re a small trading nation, that volatility does hurt us.”
He describes himself as “a realist, but with a sufficient dash of optimism.” While acknowledging global headwinds, he believes recovery is underway. Part of that optimism lies in strengthening ties with India.
Shared values and strategic opportunity
Having grown up in Bengaluru before settling in Auckland, Ravishankar believes his background gives him a useful vantage point. “Having a foot in both camps is helpful,” he says. He sees unexpected commonalities between India and New Zealand, noting that people of both the countries are humble people.
At the same time, he recognises India’s scale and confidence. “They’re a very big market and they are growing rapidly. Everyone’s lining up to be their friends.” In that context, New Zealand must be clear about what it offers. “We need to show India what we can bring to the table,” he says. Rather than compete on size, New Zealand can position itself as a laboratory for Indian businesses, a smaller, agile test bed where products and services can be refined before scaling globally.
AI, aviation and a systems mindset
If one theme defines Ravishankar’s leadership, it is technology, particularly artificial intelligence.“ Honestly, I don’t think it’s overhyped,” he says. “It’s probably one of the most powerful tools we’ve created as humans.” He believes access to advanced models could meaningfully enhance human capability. If humanity collectively shifts upward in intelligence and productivity, he argues, it could transform how economies function and how complex problems are solved. At the same time, he is cautious. “Like with anything powerful, it’s a force multiplier. It can be applied for good and not so good outcomes.”
His broader vision includes turning New Zealand’s airspace into a live laboratory for aviation innovation and potentially commercialising intellectual property developed within the airline. Operating as a smaller, geographically isolated carrier has forced Air New Zealand to innovate out of necessity. Rather than viewing commercial returns and national responsibility as mutually exclusive, Ravishankar believes both can be pursued together. “If we frame the problem right, we can have our cake and eat it too.”
A story that belongs to two nations
Growing up in Bengaluru, Ravishankar was surrounded by academic debate and complexity. “You need to be able to hold opposing thoughts in your mind at the same time and still operate effectively,” he says. That lesson now guides him as he navigates trade diplomacy, technological disruption and national responsibility. As Air New Zealand charts its course through turbulent global skies, an Indian-origin systems thinker is at the controls, connecting not just destinations but two democracies shaped by migration, shared values and rising ambition. For a family that arrived under a points-based visa in the 1990s, the journey has come full circle.
- Follow Nikhil Ravishankar on LinkedIn
ALSO READ: TIME names Neal Mohan 2025 CEO of the Year
