How Value Group creates the global standard for irregular operations management  

Founded in 2001, Value Group has become an international leader in the provision of irregular operations (IROPS) solutions to airlines, airports, and ground handlers.  

The concept of IROPS includes any situation in which passengers are denied boarding for reasons alien to them. This could be due to a whole array of factors, from adverse weather conditions to industrial action or even instances of overbooking by the airline.  

Currently managed by the second generation of the founding families, Value Group started in northern Italy as a provider of crew services (accommodation and transportation namely) to airlines.  

The turning point came around 2004 with the implementation of EU 261, a package of European regulations that set the rights of passengers and the obligations of transport operators in case of delays, cancellations, and other travel disruptions.  

Over the last two decades, the Value Group has grown to become a reference point for handling disrupted customers during irregular operations.  

Quite a few years ago, airlines usually provided these services directly and with their own staff. In the past staffing wasn’t a problem since airlines had sufficient personnel on the ground to manage disruptions in-house and on the spot.  

However, as the competitive market evolved, particularly with the emergence of low-cost carriers, airlines found themselves in the need to trim their structures, with the result that it became increasingly difficult to handle these services internally. 

“The airline station manager is becoming an endangered species! It is going extinct,” joked Value Group’s co-CEOs, Daniele Bocchieri and Thomas Sergnese, when AeroTime met them during World Aviation Festival, a trade show dedicated to the airline industry technology ecosystem, which took place in Lisbon, Portugal, October 7-9, 2025. 

The trade show created an opportunity for providers such as Value Group in which operators could outsource the management of irregular operations situations.   

Technology with a human touch 

“We use technology to respond as quickly as possible when disruptions occur, because the first 30 minutes after a disruption are critical. This is when passengers are actively looking for solutions. If you’re not quick enough to react, you’ll damage your brand image and negatively impact the airline’s Net Promoter Score (NPS).” explained Bocchieri and Sergnese, to summarize their core value proposition.  

During the conversation with AeroTime, the co-CEOs took pride in the proactive approach to disruption that the company’s software facilitates.  

Value Group has introduced AI and large language models into its software in order to predict disruptions proactively. While many disruptions are unpredictable events, “if you are working on these matters every day, you learn to identify patterns and detect potentially disruptive situations before they happen,” the duo explained.  

By linking data points to weather conditions and other factors, Value Group can anticipate potential disruptions, which gives its customers a significant advantage in preparing resources in advance.   

“This isn’t a reactive job—it’s about preparing in advance and ensuring all pieces are in place when a disruption hits. We also help airlines make informed decisions based on current market conditions: canceling in Bilbao versus London versus elsewhere requires different strategies and resource allocation.” the company’s co-CEOs explained. 

Value GroupValue Group’s IROPS-management platform integrates directly with the airlines’ IT systems, at both flight operations and booking systems (DCS, PSS, or similar platforms) level. This allows Value Group to get the latest information about flight disruptions and provide the hotel and transportation solution directly to customers when this occurs. Passengers don’t need to download a dedicated app, since Value Group is able to send them all they need via links embedded in messages or through integration with the airline app.  

Presenting the Rubik Platform  

The suite of services includes a flagship service called Rubik, which provides a layered approach to disruption management:  

Rubik can see across the airlines’ systems when and where an instance of disruption occurred, for example, when a flight has been cancelled.  This automatically triggers actions based on a set of rules. Not all disruptions may be handled the same way, for example if a flight is cancelled with enough time in advance due to previously announced industrial action, no service request may be activated, since the passengers have already been taken care of through other channels.  

However, if the disruption requires an immediate response on the side of the airline, Rubik goes into action communicating with the affected passengers offering them accommodation options, transportation, and other services they may need. Passengers can then select and book their preferred options through this interface.  

Self-handling is an innovative capability introduced by Value Group. “Passenger satisfaction is often measured by how quickly they can get to a hotel or how many hours they must wait at the airport without information.” the company directors added. 

“This summer, we launched a landmark project with one of the world’s leading airline groups enabling 100% self-handling of passengers during disruptions across over 200 airports,” they shared proudly.  

Technology makes it possible to handle the needs of most passengers efficiently, but, of course, there are always segments of customers that for a range of different reasons may require more personalized attention. This is when the “human touch” comes into play. Even then, ground staff have access to a module of Value Group’s software, which helps them handle these cases quicker.  

“Before you may have 150 people queueing, waiting for assistance. Now, maybe it’s just 10 or 20 passengers who require human help since most travelers can just use their phones and don’t need or don’t want to get face-to-face assistance,” added Bocchieri. “With our approach, we can handle 100% of passenger needs. One without the other doesn’t really work.”  

Value Group has onsite staff at 20 airports across Europe, and it has even taken this concept of in-person attention as far as investing in dedicated lounges, called “VG Lounges”. 

As of October 2025, Value Group has five lounges operating in major airports, the latest of which has just opened at London Heathrow. In the lounge, passengers have a dedicated space where they can be taken care of, rather than rambling around the terminal. Value Group complements its assistance with a number of complimentary amenities, such as water and coffee, which help make an inherently negative experience more bearable.  

Value GroupLikewise, Value Group offers a service called “MAVRK”, which allows airlines to manage their crews and also offers crew members the possibility of monitoring their accommodation, departure times, and transportation schedules on a dedicated app.  

Value Group has a network of suppliers, including hotels, transportation providers, and the like, which is able to provide services at 433 airports globally.   

The firm’s Operations Management System (OMS) is an intelligent data base is able to connect with them all across the supply chain. Value Group is able to anticipate, for example, how many rooms are available and where even before the disruption takes place. When a disruption hits, the system can quickly access the existing market inventory and reconfirm availability.   

Bocchieri and Sergnese highlighted how this reconfirmation step is critical since it is essential to always verify with the suppliers to ensure disrupted passengers will not face additional problems.  

The value of consistency 

While regulations such as EU261 provide a strong rationale for airlines to contract Value Group’s services, the Italian firm also operates in many other markets, from the United States to India, in which operators do not face such obligations.  

Having a robust disruption IROPS-handling system, however, still makes a lot of sense.  

“Everyone focuses on direct costs, such as how much does a hotel room cost for a disrupted passenger. But there are hidden costs of not handling customers properly,” explained Bocchieri and Sergnese. “Have your customers sleep at the airport and see how your NPS drops…We are talking about real money! It’s an investment that makes sense because you retain customers and reduce excessive claims. What is the cost of losing a customer?” 

The same goes for service consistency. Passengers expect consistent, reliable service regardless of the regulatory framework of the place in which the disruption happens.  

In this regard, Value Group’s co-CEOs are clear about their vision: “We’re creating a global standard for irregular operations management and passenger care.”   The post How Value Group creates the global standard for irregular operations management   appeared first on AeroTime.

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