By Terrance Rey
Publisher & Editor, StMaartenNews.com
CEO, AirStMaarten | VIPservices.sx | StMaartenTours.info
In a recent article posted on Facebook, Regina Labega posed a question that has become almost rhetorical: “KLM still connects, but does St. Martin benefit?” Her article, while peppered with facts and reflections on the current KLM triangle route to St. Maarten, Trinidad, and Guyana, ultimately stirs up a discussion that, frankly, distracts from the real issues. As someone deeply entrenched in this industry—from publishing to private air charters to VIP services and ground tours—let me be blunt: the discussion about triangle routing is not the point. The bigger question is: What is St. Maarten doing to earn more airlift and convert it into tangible economic benefit?
Yes, KLM now operates a triangle route—AMS–SXM–POS/GEO/BGI–AMS. So what? It’s an operational decision designed to optimize aircraft use in a region with mixed demand. That is aviation strategy 101. Rather than lamenting a triangle route, our energies must be invested in maximizing the opportunities that continued airlift presents.
As long as KLM flies into SXM, we benefit. Full stop.
The real concern is not whether St. Maarten gets a direct or triangle flight—it’s whether we as a destination are attractive and prepared enough to turn every seat that lands here into hotel stays, tours, shopping receipts, and long-term return visits. In short, the value of the seat is determined by what happens after the passenger disembarks.
The Real Agenda: Marketing, Readiness & Cooperation
We must look inward. The onus lies with the St. Maarten Tourist Bureau and by extension, the Government of St. Maarten. What are we doing to capitalize on increased capacity from Europe? Where is the aggressive marketing push in the Netherlands, Belgium, France and other source markets?
Just look at the recent TUI marketing campaign in the Netherlands that led to a visible uptick in bookings for St. Maarten. As reported by SMN-News, this kind of targeted investment pays real dividends. So instead of questioning KLM’s routing strategy, we should be ramping up efforts to drive demand, making the case for reinstating direct service stronger and more justifiable.
Operational Realities: Walk the Talk
Ms. Labega’s article makes a few good points about airport operations and handling services. She is absolutely right—SXM Airport cannot claim to be a top-tier destination while undermining the efficiency and autonomy of the very ground handling services that ensure seamless operations for arriving and departing passengers. It’s unacceptable that these travelers are subjected to subpar experiences the moment they land. They arrive as VIP, Business Class and First Class passengers and the minute they disembark, they are treated as if they were in the Cattle Class.
Moreover, our Fixed Base Operations (FBOs) need serious expansion. The current facilities are not enough. We need an FBO capable of accommodating at least three operators, creating healthy competition and world-class service offerings for private jet travelers. But that is another discussion for another article.
A Realistic Hub Strategy
Let’s not pretend. St. Maarten cannot claim a dominant hub position if it isn’t investing in inter-island connectivity and infrastructure. The Air Service Development Committee, which proved valuable post-Irma, must be reactivated and empowered. Strengthening SXM’s role as the central connecting point for Saba, Statia, St. Barths, Anguilla, and beyond is essential—not just for hub branding, but to build the critical mass needed for year-round direct flights.
Let’s Not Be Frivolous
As someone who runs AirStMaarten, I know firsthand how competitive and complex the airlift space is. KLM, TUI, Air France—they don’t operate based on sentiment or politics. They look at numbers, load factors, and yields. Instead of viewing triangle routes as a snub, we should see them as a bridge—temporary, flexible, and ready to be replaced if and when we prove the demand exists.
So let’s drop the theatrical takes on KLM’s strategy and focus on the actionable:
- Invest more in European marketing.
- Fix our airport handling and customs efficiency.
- Provide incentives for airlines willing to commit to direct service.
- Get serious about hub connectivity through regional partnerships.
If we do this, then yes—SXM–AMS non-stop service becomes not just desirable, but inevitable.
Let’s stop blaming the planes and start upgrading the runway—figuratively and literally. We’ve just completed the majestic restoration of The Princess. Now let’s get the rest of our house in order.
###
ADVERTISEMENT
