Inside the evolution of cabin crew

Simon Mwangi still remembers the first time he stepped onto an aircraft. It was June 2003, and he was neither a frequent traveller nor an aviation insider. At the time, his connection to the skies was purely aspirational.

He had been working in an office located next to Wilson Airport in Nairobi, watching planes come and go, drawn to the rhythm of an industry that then felt accessible to only a select few.

“It was also the first time that I boarded an aircraft,” he tells TNX Africa, reflecting on the day his career began with Emirates Airlines.

“I used to work next to Wilson airport, and I would admire people who worked in the aviation industry”.

For Mwangi, the appeal was not just the machines, but the unique environment of the profession. He had always been drawn to spaces that combined diverse cultures, people, and customer service within a high energy, dynamic atmosphere.

Aviation was a natural choice that allowed him to merge these interests with his love for travel. As the saying goes in the industry, he was essentially getting paid to travel the world.

More than two decades later, Mwangi serves as the Inflight Services Manager at Jambojet. He is part of a generation of aviation professionals who have witnessed and helped shape the democratisation of air travel in Kenya.

His journey tracks closely with the evolution of the industry itself, moving from an elite mode of transport to an increasingly accessible, experience-driven service sector.

“When I started flying as a cabin crew 23 years ago, the emphasis was on how you present yourself, communication skills, and customer service skills,” he says. “You also had to meet certain physical and grooming standards”.

In those early years, a persistent notion existed that one had to possess specific “good looks” to secure a role in the cabin. At the time, the perception of cabin crew leaned heavily on appearance and hospitality, but that focus has since shifted significantly toward operational excellence.

“The role today is far more skill driven and operationally focused,” Mwangi explains.

While presentation remains a factor, the modern in-flight environment demands much more than a friendly smile. It is now defined by safety protocols, seamless teamwork, and the ability to make rapid, high-stakes decisions under pressure.

Today, the skies over Africa are busier than ever. Passenger demand across the continent rose nine per cent in early 2025, more than double the global average. Kenya recorded 12.83 million commercial air passengers in 2024, a 5.1 per cent increase from the previous year, with long-term forecasts pointing toward 345 million African passengers annually by 2043. At the centre of this expansion is a growing domestic market and the low-cost carrier model that helped build it.

Within this expanding ecosystem, the cabin crew role has become increasingly technical.

“Cabin crew are no longer just service providers, they are safety professionals, brand ambassadors, crisis managers and customer service champions,” Mwangi says.

The industry has largely moved away from rigid requirements regarding age, gender, and appearance, choosing instead to prioritise competence, professionalism, and diversity.

Airlines now place a greater emphasis on emotional intelligence, adaptability, and complex problem-solving. The recruitment process looks for critical thinking skills and the ability to manage difficult passenger situations while also possessing the sales skills required to market the company’s products.

This shift is necessary because passenger demographics have evolved over the years. In Kenya, the rise of low-cost carriers has introduced a new category of traveller, many of whom are flying for the first time, which fundamentally changes the cabin dynamic.

According to data commissioned by the airline, this shift is significant.

“In 2024 we did a survey and noted that 44 per cent of our passengers were first time flyers. This means that almost half of our passengers were unfamiliar with the cabin environment,” Mwangi says.

For a cabin crew member, this translates into a communication challenge. Many first-time flyers may hesitate to ask questions because they are unsure of the environment. It is, therefore, vital for the crew to read situations well and provide support without becoming overwhelming.

“As a crew you also have to offer clear guidance, reassurance and sometimes repeated instructions,” he explains. This is where emotional intelligence becomes a primary tool, as the crew is responsible for shaping a person’s very first impression of air travel.

Over the past decade, low cost carriers have reshaped aviation markets across Africa by lowering ticket prices and expanding domestic connectivity.

“I remember when we first started Jambojet, our slogan was ‘now you can fly’ and our fares were Sh1,900,” Mwangi recalls. This pricing strategy was a catalyst for change.

In the past, flying was reserved for the rich and the elite, but today it is a practical mode of transport for everyone, including students traveling to and from school. 

As access widens, expectations are rising. Passengers are no longer satisfied with simply getting from point A to point B. They are looking for a more holistic and personalized experience.

“They expect cabin crew to have more emotional intelligence and be responsive to their needs,” Mwangi says.

This expectation has pushed airlines to rethink the inflight experience. At Jambojet, this means building an emotional connection with customers by celebrating life milestones onboard. The airline frequently marks anniversaries, birthdays, and graduations, and has even hosted marriage proposals in the cabin. Last year alone, the team celebrated 63 such occasions.

For Mwangi, these moments are central to how an airline differentiates itself. “Passengers are now not only buying seats but are investing in an experience,” he says.

He says the crew has transitioned from service delivery staff to experience managers. It is the small human interactions and the attention to detail that passengers remember long after they land.

Mwangi’s own transition into management was a result of this focus on experience and leadership. He frequently stepped up during high-pressure flight disruptions, volunteered for extra responsibilities, and mentored junior crew members.

“That prepared me very well for a managerial role where you are required to be selfless in leadership,” he says. “It allowed me to move from executing service to shaping it”. Today, he oversees a team of 80 cabin crew members.

His leadership philosophy is based on leading by example. He believes a leader cannot “preach water and drink wine”. If he remains friendly, calm, and attentive, he finds his crew naturally reflects those traits toward the passengers and each other.

Looking ahead, Mwangi expects technology and data to define the next phase of aviation. He predicts that the customer experience will become even more personalised and digital. Passengers will soon expect seamless interactions before, during, and after their flights, with technology driving efficiency and communication.

“The cabin crew role will move beyond service delivery to shaping the passenger experience,” he says. As the industry evolves, tech literacy will become a mandatory requirement for crew members because technology will be the primary vehicle for delivering personalized experiences. Crew will act as experience managers who combine deep safety expertise with high level emotional intelligence.

For someone who once watched planes from the ground at Wilson Airport, the view from 30,000 feet has changed dramatically. But the core of the job remains grounded in the human element. “We are not just delivering a service,” Mwangi concludes. “We are helping shape someone’s very first impression of air travel, which is a big responsibility.”