Mark Galardo, EMBA 17
Although it’s been more than 20 years since he first stepped into the world of aviation, Mark Galardo, EMBA 17, still recalls the fascination that sparked his career.
“I was that kid who would bike to the airport just to watch planes take off and land,” he says.
Born and raised in Montreal, Galardo’s curiosity about how airlines operated eventually turned into a lifelong passion. That early interest led him to Air Canada, where he began as a summer intern at 20, thanks to a mentorship opportunity that recognized his drive and initiative.
From there, his career took off — literally. Over more than two decades, he has progressed through roles as analyst, manager, director, vice-president and now Executive Vice-President & Chief Commercial Officer and President, Cargo.
Amid his professional journey, Galardo decided to pursue an Executive MBA at Concordia’s John Molson School of Business. Balancing work, family life and rigorous coursework was a challenge, but one he says was transformative.
“The EMBA experience was a turning point,” he explains. “It wasn’t just the technical knowledge — accounting, finance, operations — that I gained, but also learning to lead diverse teams, see problems from multiple perspectives and make high-pressure decisions. The program sharpened my ability to think strategically and act confidently.”
A highlight was a trip to Silicon Valley, where he and his classmates explored global business trends and innovation strategies firsthand.
“Seeing how other companies approach disruption and growth gave me ideas I could bring back to Air Canada,” he says.
‘The maple leaf symbol is iconic’
Galardo now oversees marketing, brand strategy, network planning, revenue management, alliances and vacation packages — essentially much of the airline’s top line, which exceeds $22 billion in annual revenue. He points to the cargo side of the business as one of the most transformative periods of his career.
During the pandemic, Air Canada pivoted to more cargo-only flights, converting passenger planes to transport goods. What began as a temporary measure has grown into a major segment of the airline.
“Adapting to that challenge was incredible,” Galardo says. “It required creativity, collaboration and a willingness to learn quickly.”
Even in normal times, he notes, the role keeps him on his toes.
“Every day in aviation brings new challenges — from operational complexities and weather disruptions to labour negotiations and geopolitical issues — which keeps me thinking ahead and ready to act,” he explains.
On the marketing front, Galardo emphasizes the importance of Air Canada’s brand and its Canadian identity.
“The maple leaf symbol is iconic,” he says. “We want to honour that heritage while evolving to meet the expectations of travellers today.”
Looking ahead, he’s focused on guiding Air Canada through growth, with the airline targeting $30 billion in revenue by the end of the decade. Yet for Galardo, the personal lessons are as meaningful as the business achievements.
“Every challenge — whether it’s a complex route network, a shifting market or even negotiating with the team — has been an opportunity to learn and grow,” he reflects. “I hope future students will consider a career in aviation. It’s a field full of innovation, collaboration and the chance to really make an impact.”