This two-part case series follows the dilemmas that Mattijs ten Brink, CEO of Transavia, is facing at deciding which path he should lead his team, to keep their journey as an independent airline company going strong for a longer period of time. Transavia is a subsidiary of the Air France-KLM airline group, providing low-cost “point-to-point” flights to destinations in Europe, Africa and the Middle East. The company is facing stiff competition from other European low-cost airlines with larger fleets and lower cost bases, while its parent company restricts their growth potential by limiting the number of main departure hubs and by deploying a different brand strategy for their low-cost long-haul flights and local regional flights. In CASE B, after having made a decision about which software to use, Mattijs began to look ahead, wondering how Transavia could develop its business given its current constraints. The more efficient processes and enhanced customer experience should help Transavia differentiate itself from its main competitors and stay in the race; but for how long? Based on Transavia’s strong brand name and expertise as a competent digital technological company, Mattijs wanted his team come up with realistic ideas to branch out to other services, but how could they think outside the box if their minds were on the day-to-day activities of running an airline? What could Mattijs do to inspire them? What would you do? Learning objective: CASE B: The company is constraint in how far it can grow its core business and should be already looking at new opportunities for growth when they have the funds and resources available and not wait until it is too late. In this case we learn about ways to engage and stimulate employees to brainstorm about different ways the company can continue to grow and develop in the future.