Dear CanAm team
over the past weeks, several independent developments have begun to align in a way that materially strengthens the feasibility of the CanAm concept. What previously required a degree of abstraction and forward assumption is now increasingly supported by real assets, external validation, and growing market movement.
First, on the market side, the Canary Islands are clearly gaining renewed attention as a transatlantic destination. Recent announcements by major North American carriers, most notably Air Canada, confirm to us that the archipelago is still a peripheral leisure market but now is being recognized as a structurally relevant node in transatlantic travel.
This is still not in line with the corridor logic we have been developing for some time: North America – Canary Islands – West Africa.
At the same time, our outreach efforts are beginning to open the right doors. The exchanges with Ritz-Carlton indicate that there is genuine interest in structured, high-quality airlift solutions tailored to premium cruise and yacht segments. The idea of a dedicated, reliable “embarkation wave system” into LPA, combined with a business-class-focused product, is being understood. Importantly, this creates the possibility of basing a dedicated vessel in the Canary Islands on a permanent or semi-permanent basis, supported by predictable, high-level air logistics – something that does not exist today.
Parallel to this, discussions with institutional and industrial stakeholders continue to reinforce that the cargo dimension of CanAm is not merely an add-on, but potentially the most strategic pillar. The consolidation of U.S. cargo flows into a mid-Atlantic hub with onward distribution into West and Central Africa remains a highly compelling proposition, particularly when viewed through the lens of existing global logistics players.
However, the most significant development is clearly on the operational side as follows:
Our partner USC in Frankfurt, who has repeatedly expressed willingness to support an initial launch phase, has acquired 5 (five !) of the best A340-600s from Lufthansa as I had advertised internally earlier in view of no time to lose!- and now USC effectively controls access to four fully operational Airbus A340-600 aircraft and a reassuring amount of spare parts through parting out of 2 aircraft , so, and – most importantly -many spare engines for the years to come.
FOUR operational A340-600 –
This changes the situation fundamentally.
Until recently, the question of suitable widebody lift at the right entry cost, availability, and operational control was one of the key constraints in our planning. With USC’s current position, this constraint is no longer theoretical but has moved into the realm of practical execution.
The A340-600, while not originally the aircraft around which CanAm was conceptually built, offers several immediate advantages for a controlled market entry:
- Wide-body design, four engines- ETOPS exempt
- Availability without long lead times
- Established long-haul capability
- Sufficient capacity to test both premium passenger configurations and cargo integration
- A platform that allows us to begin operations without waiting for more “ideal” aircraft types
In other words, the discussion is shifting from whether we can start, to how we structure the start.
This does not replace the long-term vision of a highly optimized 747-based or otherwise differentiated widebody platform. But it provides something even more valuable at this stage:
a realistic high-speed bridge into operations.
Taken together, we are now looking at:
- A market that is beginning to recognize our corridor thesis
- First signals of demand from high-value segments (cruise, premium travel)
- Strong strategic logic on the cargo side
- And, critically, a valuable partner with immediate access to operational long-haul aircraft
This combination is rare. It significantly reduces execution risk and shortens the timeline to a potential first deployment.
The implication is straightforward: the window to move from concept to structured implementation is opening. At the same time, it will not remain open indefinitely, as external players are beginning to position themselves around parts of the same geography.
We should therefore begin to think more concretely about:
- A defined pilot operation (routes, frequency, configuration) (I will be working on this to be able to present it to serious investors)
- The exact role of USC in an ACMI or transitional AOC structure in close coordination with USC’s CEO.
- Priority partnerships (e.g., cruise, logistics, regional US, ES and NIG stakeholders)
- And a coordinated external narrative that positions CanAm not as a concept, but as an emerging operator
More than before, this is no longer a theoretical exercise. The pieces are starting to fit.
And it highly motivates me for the last mile. The project is not only GREAT, it is INCOMPARABLE.
If you are along with it, I suggest we align on next steps in a focused session.
Best regards,
Klaus