The New Silk Sky: Why Bombardier Believes India’s Airport Boom is a Game-Changer for Business Jets 

The New Silk Sky: Why Bombardier Believes India’s Airport Boom is a Game-Changer for Business Jets 

On the tarmac of any major Indian metropolis, the sight of a private jet is no longer a rarity. For decades, the country’s business aviation sector has existed in a state of paradox: immense potential, perpetually “about to take off,” yet consistently hampered by the gravitational pull of inadequate infrastructure. 

But according to Eric Martel, President and CEO of Canadian business jet manufacturer Bombardier, the runway is finally clear for a long-haul flight toward growth. In a recent address to the Montreal Council on Foreign Relations, Martel signaled that India, a nation of 1.4 billion people and one of the world’s fastest-growing economies, is on the cusp of becoming a crucial theater for private aviation—thanks to a massive, government-led overhaul of its aviation infrastructure. 

This isn’t just a story about selling planes; it is a narrative about economic ambition, the changing habits of the ultra-wealthy, and the geopolitical chess game playing out between Canada, the United States, and the Global South. 

The Indian Paradox: 60 Jets and a Sea of Red Tape 

Currently, Bombardier has approximately 60 aircraft operating in India. For context, in the United States—the world’s largest business aviation market—that number is in the thousands. On the surface, India’s numbers seem modest for a country boasting the third-highest number of billionaires in Asia and a rapidly expanding cohort of millionaires. 

The reason for this gap, as Martel pointed out, has historically been “limited infrastructure.” In India, the term “infrastructure” in aviation extends far beyond the number of runways. It encompasses a complex web of challenges: prohibitive taxation on aircraft imports, a severe shortage of hangar space, customs policies that view a business jet crossing state lines with the same scrutiny as international cargo, and a dearth of Maintenance, Repair, and Overhaul (MRO) facilities. 

For a business leader in Mumbai needing to reach a factory in Tiruchirappalli or attend a board meeting in Kolkata, the choice has often been a necessary evil: brave the chaotic traffic to a commercial airport, endure security lines, and adhere to the rigid schedule of commercial airlines, or simply not make the trip. The private jet, while available, has been logistically cumbersome. 

The $12 Billion Bet on Connectivity 

However, the landscape is shifting. The Indian government has embarked on one of the most ambitious airport expansion programs in the history of civil aviation. Martel noted this shift with cautious optimism: “The good news is that they are spending a lot of money these days. They’re building a dozen airports as far as I know, and maybe even more. The whole infrastructure (investment) taking place over the next few years will definitely open doors for growth for us.” 

This isn’t mere rhetoric. India’s UDAN (Ude Desh ka Aam Nagrik) scheme, which aims to make air travel affordable and widespread, has catalyzed the development of new airports in tier-2 and tier-3 cities like Jharsuguda, Darbhanga, and Pakyong. While designed for commercial carriers, this expansion lays the concrete foundation for business aviation. 

For the first time, a business jet is becoming a viable tool for “regional connectivity.” The new airports, often less congested than major hubs like Delhi’s Indira Gandhi International Airport or Mumbai’s Chhatrapati Shivaji Maharaj Terminus, offer the kind of flexible, on-demand access that private aviation thrives on. 

Human Insight: Imagine a renewable energy tycoon based in Pune. Their wind farms are spread across the sparse terrains of Gujarat, Tamil Nadu, and Karnataka. Ten years ago, inspecting these sites meant losing days to travel. Today, with new, modern airports cropping up closer to industrial corridors and the easing of airspace restrictions, that same tycoon can visit three states in a single day, hold face-to-face meetings, and be back home for dinner. This isn’t luxury; for the top echelon of industry, it is efficiency economics. The jet becomes a mobile conference room, a productivity tool, not just a status symbol. 

The Wealth Wave and the “Gilded Generation” 

The infrastructure push coincides with a demographic and economic surge. India is currently witnessing the rise of what demographers call the “Gilded Generation.” The country’s wealthy aren’t just getting richer; they are getting younger and more globally minded. 

Unlike their predecessors, who may have viewed a private jet as an ostentatious liability, the new generation of Indian entrepreneurs—founders of unicorns, tech moguls, and second-gen industrialists—see aviation as an extension of their business model. They have traveled extensively, observed how Western executives operate, and demand the same level of convenience. 

This shift in mindset is crucial for OEMs (Original Equipment Manufacturers) like Bombardier. The Bombardier portfolio, which includes the high-performance Global series capable of ultra-long-range flights (like the Global 7500), is perfectly suited for the Indian market. Why? Because the Indian diaspora is global. An Indian business leader doesn’t just need to fly to Chennai; they need to fly non-stop to London, San Francisco, or Toronto to court investors or oversee international operations. 

Martel’s confidence in the Indian market is predicated on this dual demand: the need for robust short-haul aircraft for domestic “hub-hopping” and ultra-long-range jets for transcontinental connectivity. 

The Geopolitical Layer: Canada, the U.S., and Trade Winds 

Martel’s bullishness on India isn’t occurring in a vacuum. It is layered with complex geopolitics involving Canada’s trade relationship with the United States. 

The timing of his statement is significant. Canadian Prime Minister Mark Carney (as mentioned in the context of the original article) is looking to diversify trade away from the over-reliance on the U.S., particularly in light of fluctuating trade policies and tariff threats from the Trump administration. 

For Bombardier, the U.S. remains a “big market,” but it is also a mature one. India represents diversification. However, the U.S. factor is still a massive variable. Martel noted that under the current U.S. tariff regime, planes can be imported duty-free. He remains hopeful that “common sense will prevail,” but the company is hedging its bets. 

By strengthening its narrative in India, Bombardier aligns itself with Canada’s broader foreign policy goal of strengthening ties with New Delhi. It also positions the company favorably as India looks to source high-end manufacturing and technology from partner nations, potentially bypassing the protectionist clouds hovering over North American trade. 

Navigating the Regulatory Labyrinth 

Of course, opportunity is not the same as reality. For Bombardier to convert this long-term chance into firm orders, several ground-level realities must be addressed. 

First, taxation. Business jets in India have historically been taxed as luxury goods rather than capital assets. High import duties and GST rates make the upfront cost of acquisition significantly steeper than in the U.S. or Europe. The industry has long lobbied for a rationalized tax structure, arguing that a jet is a business enabler, not a plaything. 

Second, MRO capabilities. While India has improved its MRO ecosystem, it still lags behind hubs like Singapore or Dubai. If a Bombardier jet based in Delhi requires a major inspection, the owner often has to fly it out of the country, incurring massive costs and downtime. For the Indian market to mature, the after-sales service ecosystem must mature in lockstep. Bombardier and its competitors will likely need to invest in local partnerships to build these capabilities. 

The Competitive Canvas 

Bombardier is not alone in eyeing this prize. Its arch-rivals, Gulfstream (a subsidiary of General Dynamics) and Dassault Aviation, are also keenly aware of the Indian potential. The battle for the Indian sky is fought on the metrics of cabin comfort, range, and operating costs. 

Bombardier’s edge, according to analysts, lies in its cabin design and smooth ride technology, which appeal to the Indian buyer who often travels with family and values comfort. Martel’s current roadshow is about reassuring the market that Bombardier will be there for the long haul—not just to sell jets, but to support them for decades. 

Conclusion: A Decade of Ascent 

Eric Martel’s commentary is more than a corporate earnings pitch; it is a signal of a structural shift. For years, the question in Indian aviation circles has been: “When will the business jet market take off?” The answer, it seems, is “Now.” 

Not with a sudden explosion of sales, but with a steady, long-term ascent powered by the jet fuel of infrastructure spending. As the new airports rise from the dust of smaller Indian cities, they will bring with them the runways for ambition. The business jet, once a symbol of corporate excess, is being repurposed in the Indian imagination as the ultimate vehicle for speed, security, and success. 

For Bombardier, the strategy is clear: stay the course, partner with the local ecosystem, and wait for the infrastructure to unlock the demand that has always been latent in the world’s most populous nation. If the next decade delivers on the promise of those “dozen airports,” the 60 jets flying in India today could very well be the vanguard of a thousand.