Define the commercial problem
Begin with the decisions that are difficult today and the business outcomes the new solution must support. This is also where clear ownership matters: the airline should know who monitors the issue and who is expected to act.
Map the operating model
Requirements depend on analyst workflows, market ownership, network complexity, pricing interaction and desired automation. A practical review should therefore distinguish between necessary complexity and complexity that has simply accumulated over time.
Prioritize capabilities
Separate mandatory requirements from useful differentiators and attractive features with little practical value. The objective is not theoretical perfection, but a process that improves consistency, speed and commercial judgment.
Test real scenarios
Use airline-specific situations such as schedule changes, unusual demand and competitor actions during demonstrations. Where possible, the airline should test changes on a manageable scope, measure the result and then scale what works.
Look beyond go-live
Evaluate data, integration, user adoption, configuration, support and ongoing operating requirements as part of the selection. This creates a useful link between strategy and day-to-day execution rather than treating the topic as a one-time project.
Where to go next
If your airline is reviewing this area in more depth, explore the related PAX consulting service or the founder profile for more background on experience and areas of specialization.