Airbus A220 Legacy: Rob Dewar On The Future Of Narrow-Body Jetliners

Stephanie Ricci contributed to this story.

In the pursuit of pioneering aircraft technology, Rob Dewar, turned a clean slate with one of the world’s leading aviation projects.

Referred to as the “Father of the Airbus A220,” the Canadian aerospace leader joins industry giants like Jeff Bezos, Richard Branson, and Elon Musk through his induction into the esteemed Living Legends of Aviation in 2022.

I first met Dewar over 20 years ago, following my transition from teaching at Oxford to McGill University. At that time, Bombardier, a prominent Canadian company, held its headquarters in downtown Montreal. I had the opportunity to get to know several of their senior executives.

In September 2023, I organized a tour for about 80 McGill Management and Engineering students at the A220 plant just north of Montreal. Dewar, now the Senior Vice President of Customer Satisfaction, Customer Services, and Product Policy at Airbus Canada, graciously welcomed and spent time with us. This encounter laid the foundation for this post.

In our recent conversation, Dewar provides some insights into what he considers his crowning achievement—the A220 Family—and its promising trajectory.

“I believe this program could be one of the most successful commercial aerospace programs in the industry,” says Dewar.

Crafting the A220 legacy

Dewar was designing products for the leading Canadian aircraft manufacturer Canadair when Bombardier recognized a distinctive opportunity in an underserved market.

Upon their acquisition of Canadair in 1986, Dewar continued to contribute to various aircraft projects. In 2004, the company launched the New Commercial Aircraft Program (NCAP) to explore the potential of a new line of narrow-body jetliners, birthing the CSeries, later rebranded as the Airbus A220.

As one of the initial three project members, Dewar played a crucial role in shaping the A220, focusing on fuel efficiency, cost reduction, passenger comfort, and environmental sustainability. These advantages uniquely position the A220 Family, the only aircraft purpose-built for the 100 to 150 seat market segment, as an ideal choice for urban operations and noise-sensitive airports.

His ascent to Vice President of CSeries Integrated Product Development and later as VP and General Manager at Bombardier defined over a decade of overseeing the program’s development, manufacturing, supply chain, customer support, and supporting international marketing.

The acquisition journey

The convergence of handling multiple programs, straining resources, and encountering financial constraints ultimately led Bombardier to sell a 50.01% stake in its CSeries program to Airbus in 2018.

“The CSeries was seen as the number one priority to divest because it had interest from other players in the market,” says Dewar.

This strategic move allowed Airbus to integrate the innovative small single-aisle aircraft into its product portfolio, addressing financial pressures for the Canadian company and enhancing Airbus’s competitiveness in the narrow-body aircraft market.

Two years later, Airbus acquired the remaining stakes in the joint venture from the Quebec-based manufacturer. The Quebec government still retains a quarter stake in the program, which is headquartered in Mirabel, Quebec, where around 3,000 employees are overseeing program management, engineering, customer support, production and services, among others.

During the acquisition, Dewar seamlessly transitioned into the role of Senior Vice President of Customer Satisfaction, Customer Services, & Product Policy at Airbus Canada in late 2019.

According to him, three key reasons why Airbus was the ideal destination for the C Series program.

He emphasizes a “perfect product fit,” where the A220 seamlessly integrates just beneath the company’s A320 family, strategically filling a niche in Airbus’s lineup.

Another crucial factor was the significant cultural alignment, as Airbus, being a European company, resonated well with Canada’s diverse culture, known for collaborative efforts across multinational and multicultural environments.

Dewar also notes that Airbus’ position as the global leader in commercial aviation also equips it with the essential elements to propel the A220 into “the success it really deserves,” he says.

Blending cultures for success

The acquisition of the A220 Family has ignited a push for a significant shift in organizational culture within the company. Remarkably, the program functions as a distinct division, with the primary goal extending beyond product development to the creation of an entirely new cultural framework.

Dewar characterizes Bombardier’s culture as entrepreneurial, agile, and inclined towards risk-taking. In contrast, Airbus operates with a highly strategic, long-term mindset, emphasizing rigorous processes.

“We are working to take the best of the Bombardier culture and the best of the Airbus ways of working,” he explains.

The integration transition, designed to leverage both approaches, involves not only infusing more agility into Airbus’ operations but also implementing essential processes, infrastructure, and necessary investments to elevate the program to its deserving success.

At the time, Gary Scott, who previously held senior positions at Boeing and CAE, assumed the role of newly appointed President of the Program. His arrival played a pivotal role in introducing a distinctive leadership style that, according to Dewar, fostered a different organizational culture—one that he describes as “very complementary.”

“Leadership style at the beginning of my career was hierarchical,” he says. “As time progressed, especially under Gary Scott’s leadership, it became more a collaborative type of leadership style, and that opened up a lot of potential.”

The employees at Airbus observed a notable culture of collaboration, a realization that was enlightening for Dewar. He says current leadership model emphasizes actively supporting teams for success—a distinct shift in style from the earlier stages of the executive’s career.

So, what lies ahead for the A220?

Dewar outlines the top three priorities for 2025 for the A220. The first involves a significant increase in production by transitioning from the current rate of 6 aircraft per month to an impressive 14 per month in 2026. Simultaneously, there is a continued commitment to lowering operational costs and a dedicated effort to reduce overall product costs.

Over the next 20 years, Airbus anticipates a market of over 7,000 units of similar size aircraft. With a current market share approximating 60% and more than 900 aircraft sold to around 30 customers (as of end of December 2023), it is deemed as well-positioned for the anticipated demand. In fact, in 2023 only, the A220 secured 142 firm orders both from existing (Delta Air Lines, Qantas, airBaltic and the Lufthansa Group) and new customers (Air Niugini).

Towards decarbonized air travel

The company envisions ambitious roadmaps for 2030 and 2050, reflecting a commitment to innovation and sustainability in the aerospace industry.

The 2030 roadmap outlines advancements in aircraft technology, digitalization, and operational efficiency, aiming to enhance the overall aviation experience. This includes developing more efficient propulsion systems and incorporating cutting-edge technologies for reduced environmental impact.

Looking ahead to 2050, Airbus aspires to carbon-neutral flights, prioritizing sustainable aviation fuels and further advancements in eco-friendly design.

“On the technology side, I’m pretty confident that we’re going to get there,” says Dewar, who notes a historical trend of reducing fuel burn by 1 to 2% annually, especially during the introduction of new products.

Dewar’s impact on the Airbus A220 extends beyond engineering. It’s a testament to innovation, collaboration, and a commitment to shaping a more sustainable future in aviation.