In the high-stakes world of aviation, a single disruption can make or break a passenger’s loyalty. While airlines may not always be able to control delays or cancellations, they can control how they respond – and that is where Value Group steps in, by setting new standards for passenger care.
“We don’t just mitigate disruptions; we transform them into opportunities to exceed expectations,” says Thomas Sergnese, who is the co-CEO of Value Group with Daniele Bocchieri. “Our goal is to turn potential PR disasters into moments of genuine customer satisfaction.”
From its roots as a family firm in Milan, Value Group has grown into a global powerhouse that is now owned by leading private equity firm Azimut Libera Impresa SGR as majority shareholder.
With a presence at 433 airports across six continents and a workforce that has expanded from just 20 to 140 in a few years, the company’s reach is as impressive as its mission: to orchestrate seamless recovery services for airlines worldwide, and to respond swiftly to any incident, 24/7.
The essence of Value Group’s service is its ability to manage every aspect of passenger care during a disruption. This includes hotel accommodation, meal provision, and ground transportation, along with dedicated lounge access – all through a comprehensive, pay-as-you-go model no competitor can match.
“The impact on an airline’s reputation is enormous when these situations are managed well,” argues Bocchieri. “We’re not just providing a service; we’re safeguarding our clients’ brands.”
How it started
Value Group began in 2001 as an outsourcing service for arranging crew accommodation. However, an opportunity to refocus on the disrupted flight segment came a few years later when European Union Regulation 261/2004 – otherwise known as the air passenger rights legislation – took effect.
The rule mandates any airline operating a flight departing an EU airport or EU airlines flying to an EU airport to assist passengers who experience cancellations or long delays. This includes meals and, in the event of a disruption that stops the passenger going home or reaching a destination that day, hotel accommodation.
While the regulation opened new opportunities for Value Group, the company took the decision not just to comply with the letter of the law, but to introduce the sort of service that would elevate passenger care and reinforce brand loyalty.
That is reflected in the number of airlines outside the EU, where 261/2004 does not apply, who turn to Value Group to look after their passengers in the event of a flight disruption. “For us, it’s not just about ticking regulatory boxes,” says Bocchieri. “It’s about setting new standards for passenger support.”
Turning crisis into opportunity
A new chapter for Value Group began in 2019, when Sergnese and Bocchieri took the reins from their fathers, who had founded the business almost a quarter of a century earlier. However, one year later, Covid-19 could have spelled disaster for the company. Instead, the crisis became a turning point.
Rather than retreat and downsize like many service providers, Sergnese and Bocchieri did the opposite, by expanding. With much of the industry grounded, they invested in proprietary disruption management software and opened new hubs across Italy and Europe.
The strategy meant that Value Group was ideally positioned to lead the recovery when air travel resumed in 2022. The results speak for themselves with 4.5 million passengers assisted in 2024.
“The pandemic was a catalyst for us to innovate and elevate our services,” says Sergnese. “We’re now more agile, more connected, and more committed than ever to turning challenges into opportunities for our airline partners.”
The human touch: a key differentiator
Value Group’s impressive technological edge does not mean it has neglected the human touch. The company offers layover lounges at key hubs, offering passengers a calm, comfortable space to wait while being assisted.
It has a physical presence at 10 airports in Italy, as well as seven at major European airports, including London Heathrow, Amsterdam Schiphol, Paris Charles de Gaulle, and Frankfurt Main. It plans to open nine more this year in strategic locations such as Brussels, London Gatwick, and Berlin Brandenburg.
The lounges are crucial to the way Value Group’s airline customers are perceived by disrupted passengers. “They are not just about providing comfort,” says Sergnese. “They’re about creating an environment where passengers feel genuinely cared for.”
Impact beyond the incident
A 2024 survey underscores the impact of Value Group’s services: 81% of passengers who received assistance from Value Group said they would likely choose to fly with the airline again.
For Value Group’s airline customers, that is a remarkable return on investment – and testament to Value Group’s ability to turn what could be an awful experience for passengers into an opportunity to reinforce brand trust.
“Our mission is simple,” says Bocchieri. “We aim to transform flight disruptions into moments of exceptional service, setting new benchmarks for passenger care worldwide.”
As Value Group continues to expand its global footprint and refine its service offerings, one thing is clear: in an industry where disruptions are sadly inevitable, excellence in recovery is what truly sets a brand apart.
