The Future Of Travel: “Traveling luggage-free is the future” with Ziko Atamuloev and Candice…

The Future Of Travel: “Traveling luggage-free is the future” with Ziko Atamuloev and Candice Georgiadis

Traveling luggage-free is the future. Unicoaero provides the end to end solution for airlines to manage and track the mishandled baggage claims and deliver back to the passenger, while passengers can track each stage of their case. This helps to increase the NPS for airlines, and also improves their customer service at the same time.

I had the pleasure of interviewing Ziko Atamuloev, the Founder and CEO of Unicoaero. He is a young serial entrepreneur who is passionate about revolutionizing the baggage space within the airline and travel industries, and who is committed to positively transforming the world. He founded Unicoaero in 2016 and currently resides in Sunnyvale, CA.

Thank you so much for joining us! Can you tell us a story about what brought you to this specific career path?

Everything started in 2008 when I was on a trip from Kiev to Prague. I was a student at the time and traveling for a summer school program. My bag was mishandled during that trip.

I didn’t get my bags back for 4 days and had no way to track them at that time. I thought that I was one of the few unlucky people who had their luggage lost, but now I know that I was one of the billions of upset passengers who experienced this unpleasant scenario. I didn’t know at that time, but later on this experience inspired me to revolutionize the baggage space.

Can you share the most interesting story that happened to you since you started your career?

One of the most interesting stories has been the issuance of IATA’s Resolution 753. Our goal as the Unicoaero team was to create a platform where airlines, ground handlers, couriers, and passengers experienced seamless transparency when it came to baggage tracking and handling.

We didn’t know the details about IATA 753 at the time, but we ending up building all of the features directly in our platform that helps airlines comply with IATA 753, which is mandatory for them.

IATA 753 officially came into effect in June 2018. We already had a ready product for airlines to start implementing immediately to comply with the resolution.

Long story short, we built the perfect product at the right time.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

A lot of things have changed since we started, but initially our goal was to build a platform similar to uber for baggage. We were thinking about developing a website where passengers could go and book an order, which helps them bypass the baggage carousel at arrivals on their trip.

But, after learning that this is going to be a very big challenge because of addressing a direct b2c market, we then turned our focus to b2b, which basically means that we help airlines trace and track mishandled bags more efficiently.

This strategy helps us grow the number of airlines and airports we work with, and build relationships with airlines and airports at the same time.

Nevertheless, even during the early days of the project, I would go and meet airlines for a pitch. After closing the deal, when airlines would place orders, I again would go and pick up their bags, and then deliver.

If someone would ask something like, “where is your driver?” my answer would be something like that they are waiting in the parking lot or another excuse.

I was a Unicoman, multi-tasking CEO.

What do you think makes your company stand out? Can you share a story?

Our team and vision definitely make us stand out. Our team has the combination of travel expertise and Silicon Valley. I always wanted my team to be close to the Silicon Valley mindset, but to also understand the travel. The product roadmap that we have built is the perfect path to change the way people travel.

First, we focus on a b2b market and help airlines with mishandled bags and lost and found. This is the end to end solution that will help passengers to bypass carousels and baggage offices in the case that their bag is mishandled.

Also, they can file their mishandled baggage claim remotely. The tracking link will be provided to them so that they track their case and be aware of updates every step of the way. This is the valuable product that helps airlines cut costs and provide better customer service for passengers.

The next step is to provide b2c products which will help billions of passengers to travel luggage-free. Airports are getting smaller but the number of passengers to them is increasing. Our role is to provide door-to-door baggage delivery. That is the vision and how we want to impact the future of travel.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”? Can you share a story about that?

The travel industry is very interesting. The market is very big, but the barrier to entry is also high. People don’t understand how difficult is to enter the b2b side of travel industry. Also, when it comes to b2c side of it, there are many tough regulations.

I always suggest focusing on a niche that would target the b2c market, but to also always find the middle man to reach out to the consumer.

The perfect way of succeeding in the travel industry is the b2b2c path.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Of course. First of all, let me share a story about how I hired one of our VP of Biz Developers. It was only me and one software developer at the time, so we needed someone who knew how to reach out to decision makers in the airline industry and sell the product.

I reached out to the former VP of Avianca and board member of Star Alliance and asked him if he could be the advisor to the company and later join us when we grow. He was also considering leaving the bureaucratic world of airlines and working on something more dynamic. Therefore, it was a right time for both of us. We reached out to many airlines together to make an important initial impact.

Another story is about my current VP of Products, who joined us when I only had a demo product and 2 airlines who were testing it. He introduced me to Plug and Play, which then invested and helped us close out angel round. Soon after, we had a bigger and team and developed a great product from scratch. I also appreciate Lynn Hampton, a former CFO of MWAA and Catherine Mayer, who used hold important positions at SITA. There are many other people who have helped us to achieve the current success and these people are from the VC world, travel industry and also even government officials.

Let’s jump to the core of our discussion. Can you share with our readers about the innovations that you are bringing to the travel and hospitality industries?

One side of Unicoaero is b2b, which focuses on mishandled baggage and lost and found items. The other side of Unicoaero is Unicobag, a b2c product which provides on-demand baggage delivery from airport to door, door to airport, and the long-term vision is to bring the solution from door to door.

Traveling luggage free is the future. Unicoaero provides the end to end solution for airlines to manage and track the mishandled baggage claims and deliver back to the passenger, while passengers can track each stage of their case. This helps to increase the NPS for airlines, and also improves their customer service at the same time.

Unicobag is a unique product that helps passengers to enjoy every part of their travel experience and never have to carry heavy bags.

Why carry bags with you to downtown, when you can request a delivery right from your hotel in Dubai and get back your baggage directly in your house in LA?

Which “pain point” are you trying to address by introducing this innovation?

Currently, passengers check in their bags at departure and if the bag is mishandled, then in arrivals the passenger has to go to the baggage carousel and wait for the bag which is not there.

After, the passenger has to go to the baggage office, wait in line, and then finally can start to fill out the claim form. After, the passenger goes home and starts waiting for updates about when the airline will find and deliver the mishandled baggage. Are we in 1993? No!

Our product helps the airline to communicate with the passenger much sooner and sends a link to them directly via sms and email. The passenger clicks the link and submits an auto filled form remotely. The tracking link will be provided for the passenger, which will help the passenger to track each stage of the delivery process.

Airlines at this moment just monitor the case, while the software starts tracing the mishandled baggage. When the baggage is found and sent on the earliest flight, the order will be auto created for the courier to pick up the baggage and delivered.

All parties can track every step of the case online. When the bag is delivered, the passenger enters a digital signature on the drivers app, which will close the case at the end. See the difference from the current process of waiting, wasting time, and ending up with frustrated passengers?

How do you envision that this might disrupt the status quo?

We currently have 40 airline users and most of them are expanding to more airports. I believe that any airline that is customer satisfaction is focused will want to use our product to jump to the next level for their own efficiencies and passengers’ satisfaction. We don’t have an airline that started to use the product and left. Passengers should not wait at baggage carousels for something that is not there and airlines should get rid of manual handlings.

This will change and Unicoaero will be the game changer.

Can you share 5 examples of how travel and hospitality companies will be adjusting over the next five years to the new ways that consumers like to travel?

Travel companies including airlines and IT providers like Amadeus are putting efforts to change the travel industry. Many airlines are creating venture arms like JetBlue Ventures, Air Asia, JAL, Israel Airlines, Amadeus, and Sabre, just to name a few.

This shows how the travel industry giants are close to innovation and also to Silicon Valley, specifically to invest in startups that are solving major issues in the travel industry.

JetBlue Ventures is one of our investors — the idea of door-to-door delivery excited them and they wanted to be a part of the Unicoaero family.

Another example is that airlines like Emirates and many others started to think about the travel ecosystem and end to end solutions for passengers and baggage.

You are a “travel insider”. How would you describe your “perfect vacation experience”?

Let’s say that I am flying from SFO to San Juan. My perfect experience would be to check in online. Meanwhile, I request a baggage delivery from my house in San Francisco to my hotel in San Juan.

The airline app tells me the latest time that I should leave my house, so I don’t miss the flight. The app needs to also know the traffic from my house to the airport, the security queue wait time at the airport, and the walking time from security to the gate. One of the major issues at the airport is the security. There are many advances technologies that airports can use which won’t force you to take off your shoes or belts. Dubai is a good example, so this travel experience would also have a similar security experience.

The baggage delivery app and the airline app would be integrated, so I can track my baggage along the way as well. The airline provides fast WIFI, so I can still stay connected. (Note: JetBlue’s wifi is very good).

I arrive, jump into an uber and get to the hotel. The doorbell rings, and I receive my bag shortly after arrival.

Can you share with our readers how have you used your success to bring goodness to the world?

My lesson is to always give back. You can help young entrepreneurs, communities, students, or anyone else that you connect with. Sharing your knowledge really important to any success story.

I would say that the business that we do is not easy, and we also consider it as a social entrepreneurship. We want to be successful, but also to help others. If we are making other people’s lives easier, if we are being able to help people travel easier and with ease, if the question is yes for us, then we are on the right path. Always give back.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would start a critical thinking movement for the young generation. I would also want peace and tolerance for everyone.

Critical thinking may be advanced, but a light version included in education is what millions of kids need today. We want kids to grow up and already know what they want from life. Being educated or having a diploma from an ivy league university does not mean anything anymore. We want a generation of people who know where they belong and how they can make their lives and other people’s lives successful.

How can our readers follow you on social media?

Linkedin — https://www.linkedin.com/in/ziko-atamuloev-62984632/

This was very inspiring. Thank you so much for joining us!


The Future Of Travel: “Traveling luggage-free is the future” with Ziko Atamuloev and Candice… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

“Teach women to ask the hard questions and to be clear about the market rates for their role and…

“Teach women to ask the hard questions and to be clear about the market rates for their role and the expectations of performance” with Lisë Stewart and Candice Georgiadis

Teach women to ask the hard questions and to be clear about the market rates for their role and the expectations of performance. If they suspect that they are not being compensated fairly, then they need to have the support and training to speak up. In our Cirque du Sophia program, we involve women in practice sessions, to simply become accustomed to asking tough questions and dealing with the reactions. It is possible to raise these concerns in a way that demonstrates market awareness, competency, self-confidence and business savvy.

I had the pleasure of interviewing Lisë Stewart, Principal-in-Charge of EisnerAmper’s Center for Family Business within the Private Business Services Practice. She has more than 25 years of experience in organizational development, strategic planning and training, and human performance management. A popular and nationally recognized speaker, Lisë is well known for her advocacy and training for, privately held businesses. She offers case studies, humor and practical, no-nonsense advice to make her information accessible and realistic for clients and participants. Her training is in organizational psychology and small business, and she is the author of numerous articles on organizational and individual effectiveness, and business sustainability. Additionally, Lisë has been a keynote speaker on topics pertaining to small business nationally and internationally for over 25 years. Prior to joining the firm, Lisë was the Founder and President of Galliard International, the largest provider of transition services for small businesses in the country. In 2014, she founded the Galliard Family Business Advisor Institute, a non-profit membership organization for those interested in supporting and saving family owned companies in their local communities. Lisë holds certifications from various organizational development institutions, including the Gestalt Institute’s Certification in Professional Coaching and attainment of Professional Level Certification through the International Coach Federation.

Thank you for joining us! Can you tell us the “backstory” that brought you to this career path?

I started my ‘career’ in the non-profit world in New Zealand. As a gently bossy person by nature, I was leading a number of volunteer organizations and working hard to increase productivity, community impact and volunteer loyalty. Most of the volunteers were women (as is still the case) and yet, many of their husbands were running their own small businesses. These business owners heard about my work through their wives and asked me to do the same for their companies… and a new practice was born.

Can you share the most interesting story that happened to you since you began this career?

One of the most interesting, and often bittersweet, situations arise out of tragedy. In working with women over many years, one of the most rewarding situations has been when a company founder (usually a father or husband) has suddenly passed or become too ill to lead and a women has found herself needing to step into this incredibly important, yet frightening role. Coaching women and watching them blossom, sometimes becoming fully aware of their natural gifts for the first time is a fantastic experience. I have had the honor of working with dozens and dozens of women as they developed their unique, signature style of leadership, found their voice and stepped up to the challenge of running a business, supporting a family and leading a workforce. It is truly a powerful thing to witness.

Can you share a story about the funniest or most interesting mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Early in my career, I worried that I was too young and too inexperienced to run my own company successfully. I started my first business at 24 and my 3rd business at 28. I was keen and excited but green and inexperienced — so I tended to hire older women to guide me. Unfortunately, I was too tentative, and failed to give them feedback or to be really clear about my boundaries. It wasn’t until I had to fire one of these older, more powerful women, that I found my voice. I am not very tall and I will never forget standing face to face with a women who was 20 years my senior and a good foot taller than me and telling her to pack up her things, she was fired. I was terrified. However, I learned that (1) I have a strong set of personal values for which I will not compromise; (2) I have a right to set professional boundaries that support the organizational culture that I want to foster and (3) Older is not necessarily wiser or kinder — those are attributes you must earn and demonstrate, every day.

Even in 2019, women still earn about 80 cents for every dollar a man makes. Can you explain three of the main factors that are causing the wage gap?

I believe that these are old, hierarchical patterns of behavior that need to come out of the dark to be addressed. In this day, I think that too few companies are really assessing their pay scales and are simply following old practices without really giving them much thought. So, one factor is simply ignorance and a failure to examine old practices. Secondly, I think that companies have been able to pay women less because women didn’t question their compensation and it was an easy way to save money. That is changing, quickly. Finally, women still seek to be liked — to get approval from those around her, and will often settle for less. Again, this is changing and more women are finding their voice in the workplace. But until we challenge the status quo, businesses have little reason to change.

Can you share with our readers what your work is doing to help close the gender wage gap?

In our leadership work with women, we help our clients to develop the confidence and tools to question these old practices and to challenge the status quo. We help women to learn new techniques for both demonstrating their value and advocating on their own behalf. We focus on our reactions to conflict, our communication patterns, our common assumptions and our expectations. We have a lot of old patterns to change. We also work with younger generations to point out these inequities and with leadership, regardless of gender, in organizations to call their attention to both the practice and the resulting impacts. If companies want to retain talent, then they must pay attention to compensation, recognition and rewards — for everyone.

Can you recommend 5 things that need to be done on a broader societal level to close the gender wage gap? Please share a story or example for each.

(1) Raise awareness of the issue. In a recent meeting with the leadership team of a west coast company, we asked questions about their compensation policies. They were surprised by the questions and said that they had not reviewed either their policies or practices in many years, if at all. The company had simply grown, organically over the past 20 years with little attention to those types of details. Upon further scrutiny, they discovered that female managers, in several cases, were being paid less than their male counterparts. They were embarrassed and offered no excuses, other than that they hadn’t thought about it and were not sure how it happened. Fortunately, the problem was quickly addressed.

(2) Teach women to ask the hard questions and to be clear about the market rates for their role and the expectations of performance. If they suspect that they are not being compensated fairly, then they need to have the support and training to speak up. In our Cirque du Sophia program, we involve women in practice sessions, to simply become accustomed to asking tough questions and dealing with the reactions. It is possible to raise these concerns in a way that demonstrates market awareness, competency, self-confidence and business savvy. “I am considering my options for the future and I’d like to have some visibility regarding your compensation and professional development practices.” “Can you help me to understand how you ensure that salaries in this organization are fair, equitable and based upon merit and performance?” “What is your philosophy regarding the advancement of women or other minorities in the workplace?” “I am interested in learning more about how you identified the competencies for key roles and how your review and compensation program is working.” “I am concerned that, as a company, we have not had any direct focus on fair and equitable compensation. I’d like to start a conversation about how we can address this.”

(3) Promote more women leaders and teach the importance of advocacy. Because these inequities exist, we need women, in influential positions, to begin to change these patterns. Women need to advocate on behalf of other women, not to provide favoritism, but rather, equality and recognition for performance. Women leaders are not always great champions for their fellow women workers. In some cases, it is such a hard fought battle to get to a senior position and the slice of the pie that is available to women can seem so small, that women may be reluctant to share/promote/advocate for and with other women. These perspectives need to be questioned. A recent study, sadly, indicated that women were more likely to be bullied by other women in the workplace. We need to help women to not just seek a piece of the pie, but rather, to become bakers. We find that, when given the opportunity to design systems and work in fields that encourage collaboration rather than competition, women thrive. As more women move into leadership roles, we need to broaden the conversation about how women can change the design of business, and avoid melding into the old, hierarchical patterns of a male-dominated system.

(4) We need to get better, in the business world, at defining competencies — both behavior and technical — that constitute excellent performance. The more that people understand about what is expected of them and given direct, candid feedback about how well they are meeting those competencies, the better we will be at removing some of the subjective aspects of compensation, recognition and reward. Recently, when working with a successful and well-known family business on the East Coast, we asked why a certain gentleman had been promoted to a senior position. There were several people in the organization who seemed qualified, both male and female. Upon reflection, the CEO admitted that it was because he had been a friend of the family a long time and he would feel guilty if someone else had been promoted. When pressed, it was evident that this man didn’t have all of the skills for the job and that some aspects of the role would have to passed on to other people. Going forward, the company agreed to develop a clear set of observable competencies for every key position and to advance people into roles, or increase their compensation in roles once they could demonstrate those competencies. When we rely on our gut, our personal relationships, or historical practices to guide our decisions, we may not recognize or realize the long-term impacts.

(5) Start early. Young people today are more aware than ever of the challenges that minorities in the workplace, including women, are experiencing — thanks in part to the media. We need to capitalize upon this awareness and desire to change the way we work. Working in the deep south recently, we coached a smart young man, who, in his early 30s was taking over the family business. One of the first things that he did was to begin to question the practices and unwritten policies that his grandfather had put in place when he first started the company many decades ago. Almost immediately he placed his young wife, who was highly capable, in the position of Vice President. He then began promoting other women, most of whom were much older than he was and changing the performance management and compensation policies to reflect true performance as compared to the desired impacts and competencies in the role. This had an enormous impact on the organizational culture, morale among the workforce and the levels of product — all for the better.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would like to make conversations about succession and transition planning just as common in the business lexicon as discussions about sales, profitability or ROI. Over the next 20 years, over $10 trillion dollars is going to be transferred as business owners retire, sell or liquidate their businesses. This is going to have an enormous impact on our economy and most certainly on whole communities, particularly in rural areas of the country. With a little planning and a lot more awareness, we can literally change the direction of this economic ‘tour de force’ and help to buoy a sector that provide 40% + of our GDP. When companies actually plan for a transition in leadership or ownership, this opens up more opportunities for women, helps to ensure that practices and policies are fair and equitable and that the retiring generation is financially stable and secure. Let’s change the national conversation and make succession planning as important as business planning.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Deal with the emotional issues before emotion IS the issue. We are forever teaching our clients that the best time to deal with issues that might cause conflict is before they have become important or urgent. For example, if you have certain requirements for a family member to enter the family business, such as the need to get a college degree, then make that they know this before they graduate from High School. If you are going to require a pre-nuptial agreement from those marrying into the family (and family business), then the best time to raise the issue is well before the wedding day! Put plans in place and have these important discussions while family members are young, before you hire key people, before you promote people or make important decisions.

Thank you for all of these great insights!


“Teach women to ask the hard questions and to be clear about the market rates for their role and… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.