As an airline and travel technology provider, one of the most critical parts of our business is the migration process. At Hitit, we are particularly strong in completing migrations at what we can genuinely call “jet speed.” Beyond speed, however, our greatest advantage lies in the depth of our experience. Serving a wide range of airlines with different scales, business models, and operational structures has given us extensive migration expertise across highly diverse environments.
With this experience and know-how, I can say one thing very clearly: There are airline technology migrations, there are startup airline projects, and then there are transformations that bring the challenges of both together.
AJet belongs firmly in the third category.
I recently had the opportunity to discuss this journey with AJet Chief Commercial Officer Cemal Kaya at T2RL Engage 2026, during our session, “AJet – The Largest Startup Airline Case Study: Transforming an Already Operating Carrier from the Ground Up.”
The title captures what made this project so distinctive. AJet was becoming a new airline, but it was by no means starting from scratch.
Its predecessor, AnadoluJet, had been operating since 2008. By 2023, the operation had grown to around 90 aircraft, approximately 90 destinations and close to 20 million passengers annually. When AJet became a standalone airline in 2024, the scale, network and customer base were already there. At the same time, it was establishing its own AOC and brand, while building the business around a low-cost carrier model.
The Complexity of Two Worlds
At Hitit, we are no strangers to complex airline migrations. AJet, however, presented a very different challenge.
A startup airline brings uncertainty and constant change, but also offers a relatively clean slate. An established airline brings the complexity of existing passengers, operations and commercial processes, but many of its fundamentals are already defined.
With AJet, we had both.
We were supporting a new airline as it established its AOC, network, fares and distribution structure, while simultaneously maintaining a large-scale live operation. This was not simply a technology migration. A comprehensive digital transformation was taking place alongside an equally ambitious business transformation.
Throughout it all, one requirement was non-negotiable: The airline had to keep flying.
Day 1 Was Only the Beginning
Our first priority was clear: Ensure that every mission-critical part of the airline was operational. Passengers needed a seamless transition, airline teams needed to continue working, bookings and sales had to continue, and aircraft had to depart.
But the migration did not end on Day 1.
As AJet secured new slots, established new routes and expanded its operations, we continued moving additional traffic onto Hitit’s solutions. The migration evolved alongside the airline itself until we reached full coverage.
Once this phase was completed, our attention shifted from continuity to opportunity: using the new technology foundation to support AJet’s ambitions as a modern, digital and customer-centric low-cost carrier.
From Operational Continuity to Strategic Growth
By the sixth month, our focus had started shifting from managing the migration to making full use of our technology capabilities. The priority was no longer simply to support AJet's existing operations, but to enable its evolution into a modern, customer-centric low-cost carrier that, in many respects, also incorporates characteristics of a hybrid airline.
By the end of the first year, we had moved beyond the challenges of the startup phase and established a stronger foundation for future growth. Our collaboration with AJet had evolved into closer alignment on digital and commercial strategies, supported by joint working groups and initiatives designed to create additional value.
What made this progression particularly meaningful was the close cooperation between our teams and the shared commitment to AJet's long-term ambitions. We were no longer simply managing a complex transition together, but actively shaping the airline's next phase of development.
Technology Alone is Never Enough
One of the most important lessons from this project is that technology alone cannot deliver transformation at this scale.
AJet, Hitit, and the respective project teams needed to remain closely aligned throughout the journey. Regular C-level steering committees allowed us to review progress, decisions, risks and open issues, while project teams worked continuously between those meetings.
The experience reinforced something we see across major transformation projects: Good technology matters, but close communication and regular follow-up matter just as much.
What Comes Next
Today, the focus is increasingly on connecting the capabilities that have been built. Continuous Pricing, payments, loyalty; customer data; digital channels, personalization and AI-supported customer experience all form part of this next phase.
The real opportunity lies not in any one of these capabilities, but in bringing them together into a stronger customer ecosystem.
For me, this is also the broader lesson of the AJet journey. Transformation at scale becomes manageable when it is broken into clear components; risks and ownership are understood, and the right teams work toward the same goal.
The success of a technology transformation is ultimately not defined by the migration itself, but by what an airline can do once the migration is behind it. Together with AJet, we are now focused on strengthening this foundation and taking the next phase of the journey forward.