IFC Revolution Workshop Yields Definitive Industry Outcomes at APEX TECH 2025

Originally published on APEX

Richard Kroon from EIDR, Priyanka Mahankali from AWS, and Miguel Neira from Safran Passenger Innovations discuss ideas for using IFC to collect real-time feedback during the flight.

A fast-paced, high-impact session at APEX TECH 2025 yesterday saw airlines, technology providers, digital innovators, and advertising leaders unite around a common goal: transforming inflight connectivity from a cost center into a strategic, revenue-generating asset. Through four dynamic workshop tables, participants tackled the migration from legacy IFC systems to next-generation platforms.

The session, titled IFC Revolution: Selecting a Next-Gen IFC Solution, was designed to simulate a real-world decision-making sprint. In just one hour, each group moved through structured segments covering strategic readiness, migration obstacles, legacy value, execution planning, and bandwidth economics. The outcome was not abstract discussion. It was a clear, multi-perspective roadmap grounded in real challenges and solutions.

By the end of the session, the working groups delivered five practical recommendations, identified four core challenges, and shared a series of actionable insights that point to where IFC is heading next.

Connectivity Expectations Keep Climbing While Business Models Struggle

One of the clearest conclusions from the workshop was the growing gap between what passengers expect and what current IFC business models can support. A table composed of United Airlines, Quvia, SES, A³ by Airbus Group, ThinKom Solutions, and West Entertainment focused on the rising demand for free, fast Wi-Fi. Yet for airlines, delivering that experience comes at a growing cost.

“Free connectivity isn’t free for the airline. It must pay off in loyalty, operational efficiency, or passenger engagement,” said Bill Milroy, Chairman and CTO at ThinKom Solutions.

ThinKom Solutions’ Bill Milroy speaks about the tension between passenger expectations and the financial realities of airlines.

United Airlines participants Chetna and Camille noted that their airline pursued a single-provider solution to streamline fleet management and reduce integration issues. The move simplified deployment, but it also raised the question of flexibility.

“Another way to get simplicity is to have multiple providers available, but have a system like Quvia – or their competitors – homogenize that so it is simple to the airlines,” Milroy added.

The emotional importance of connectivity was also highlighted. The group shared a real story of passengers choosing to deplane after learning Wi-Fi would not be available on their flight. For today’s travelers, connectivity has become essential, not optional.

Airlines Seek Control Through Modularity

Another workshop table, featuring JetBlue Airways, Panasonic Avionics Corporation, Touch Inflight Solutions, Bluebox Aviation Systems, Omnevo, Siden, and Axinom, focused on regaining control. They argued that airlines must stop viewing IFC as an outsourced service and begin treating it as a digital asset they own and manage.

“Airlines need to find a way to handle that investment,” said Stefanie Schuster, Chief Commercial Officer at Axinom.

Axinom’s Stefanie Schuster speaks to her table about airlines’ need to take control over their IFC ownership.

The group proposed a modular architecture approach. Instead of relying on end-to-end systems from a single vendor, airlines could allow external hardware to be handled by service providers while retaining ownership of in-cabin systems. These systems would include the content platform, user interface, and passenger data controls.

This approach would not only allow more rapid updates but also help carriers future-proof their platforms as technologies and expectations evolve.

Hybrid Platforms and Passenger Engagement Create New Value

A table consisting of AWS, Korean Air, ST Engineering iDirect, Safran Passenger Innovations, Reaktor Aero, and EIDR presented a vision for integrating next-generation features into existing systems. Their focus was on cost-effective modernization without total replacement.

“Being able to use existing systems that are on the aircraft while adding new technology and features gives us a pathway to future readiness without tearing everything out,” said AWS Principal Solutions Architect Priyanka Mahankali.

The group advocated for the use of virtualized software layers, containerized applications, and IoT tools to create flexibility and extend the life of legacy equipment. They also emphasized the need for a unified data strategy, including a centralized data lake and secure APIs that allow different teams within an airline to access and act on specific data points.

Passenger engagement was a major focus. The group explored ideas for using IFC to collect real-time feedback during the flight and offer destination-based content and offers.

“You want to keep passengers in this ecosystem because they see value, and then you can drive whatever you want to drive – whether that’s content, loyalty, or ancillary sales,” one participant said.

They also explored gamified surveys and digital incentives for feedback, which could help airlines reduce waste, tailor service, and better understand passenger preferences.

“We talked about how to create value for the passengers. So with content, obviously, but maybe content really early on. Thinking about licensing windows, thinking about how to get content very fast, before the airport providers out there,” added another group member.

Monetization Through Micro-Payments and Smarter Data Use

The final table, made up of Touch Inflight Solutions, ChineSend, Axinom, and Viasat, brought a commercial lens to the discussion. They proposed a participatory funding model that gives passengers more control while reducing the financial burden on airlines.

“We would just have a marketplace on board where everybody would chip in an extra fifty cents,” said Carlos Martinez, Vice President of Innovation at Touch Inflight Solutions. “That creates shared ownership and gives passengers more control over what they get.”

Carlos Martinez from Touch Inflight Solutions discusses the urgent need for hardware consistency and modularity across IFC systems.

The table emphasized the importance of building IFC systems with modular components to allow for frequent updates and easier replacement cycles. They also criticized the lack of progress on offloading operational aircraft data, calling it a long-standing industry failure.

“We’ve been talking about that for decades and still are nowhere,” Martinez added.

Another key insight was the need to rethink how personalization is introduced. Rather than requiring passengers to manually opt in, airlines could embed personalization into the core experience, similar to how Netflix operates.

“If you ask the passenger if they want to opt in, they’ll say no. But if you provide them with value up front – personalized recommendations, seamless content – they stay engaged and might never leave the ecosystem,” one participant explained.

Consolidated Outcomes from Across the Workshop

Despite coming from different perspectives, all four groups found common ground on several foundational strategies that can move the IFC industry forward.

Top 5 Unified Recommendations:

• Use modular IFC architectures that separate external hardware from internal digital systems to allow greater airline control.

• Implement hybrid platforms that integrate legacy systems with new features using software layers, containers, and IoT.

• Collect real-time passenger feedback during flights to improve service quality and enhance personalization.

• Monetize IFC through creative models like micro-payment marketplaces and sponsored content.

• Prioritize value-driven personalization that encourages passenger engagement without heavy-handed data requests.

Top 4 Shared Challenges:

• Certification delays and hardware constraints that slow system upgrades.

• Data privacy concerns and regional regulations that restrict personalization.

• Fragmented data systems and limited integration between departments.

• Rising demand for free connectivity without sustainable monetization models.

An Innovative Hotel Concept Shared

Adopt a hotel-style personalization model, where the passenger is instantly recognized upon boarding and their preferences are automatically reflected in the seatback screen, content offerings, and digital services. This would make the inflight experience feel curated and consistent, increasing loyalty and satisfaction.

A Stronger Industry Path Forward

The IFC Revolution session delivered exactly what APEX TECH 2025 set out to achieve: clear next steps grounded in real-world experience. The industry now has a shared direction for evolving IFC from a fragmented collection of systems into a cohesive platform for operational efficiency and passenger value.

As Dr. Joe Leader, APEX Group CEO, reflected, “The power of APEX TECH lies in our collective brainpower. We bring together the best in aviation and technology to create solutions the flying public doesn’t just want – they now demand.”

As a takeaway, the workshop tables strongly indicated that connectivity is no longer a back-end feature. It is the foundation for the future of airline digital strategy. The outcomes from this workshop signal that the industry is not just ready to adapt. It is ready to lead.