Breaking Travel news caught up with Becky Woodmansee to explore how Virgin Atlantic is building future-ready talent through apprenticeships, and what this means for the wider aviation sector at a time of rapid skills transformation. See her response to our questions detailing this innovative scheme and its benefits in the exclusive interview below.
As Chief People Officer, Becky is responsible for ensuring that Virgin Atlantic’s people can thrive at work by creating inclusive experiences that energise teams, uphold colleague happiness and drive performance, helping the airline to achieve its vision to be the most loved travel company.

1. National Apprenticeship Week 2026 focuses on “Fuelling your skills. Powering your future”. How does this theme reflect Virgin Atlantic’s long-term people and talent strategy?

The theme, “Fuelling your skills. Powering your future”, perfectly captures how we think about learning and development at Virgin Atlantic. We believe that everyone should be able to take on the world - whatever their starting point. Our long-term people strategy is about creating accessible, meaningful pathways into great careers, and apprenticeships are a core part of that. They allow people to earn while they learn, gain nationally recognised qualifications, and build confidence through hands-on experience.

2. Virgin Atlantic now supports over 150 active apprenticeships across 45 programmes. What skills do you see as most critical for the next generation of aviation professionals?

Strong technical skills will always be essential in aviation - particularly in engineering and operations - but the skills landscape is evolving. As a business driven by innovation, we’re increasingly focused on digital confidence, data literacy and the ability to work with emerging technologies such as AI, which are transforming how we plan, operate and serve our customers. Alongside this, human skills really matter. Curiosity, resilience, teamwork and a willingness to keep learning are critical in delivering the thoughtful, reliable experiences we’re known for. Our apprenticeship programmes are designed to develop both - combining structured learning with real responsibility in the workplace.

3. With 80% of your Engineering Leadership Team having started as apprentices or graduates, what does this say about apprenticeships as a pathway to senior leadership?

Apprenticeships are a powerful foundation for long-term career progression and leadership and that’s reinforced by the fact that 80% of our engineering leadership team began as apprentices. Many of our engineering leaders began their careers through practical, hands-on routes that allowed them to build deep operational knowledge over time. That experience creates leaders who understand the realities of the operation and the value of learning on the job. It reinforces our belief that apprenticeships are not just an alternative option to university - they are a credible and effective pathway to senior, influential roles.

4. How important is early exposure, such as hangar visits and immersive training experiences, in building confidence and aspiration among young people and families?

Aviation can feel exciting but out of reach for many young people, particularly if they don’t see clear, traditional routes in. Opening our hangars and training centres helps to change that perception. Seeing engineers working on aircraft, stepping into a simulator, or hearing from someone who started as an apprentice makes careers feel achievable. It builds confidence, sparks curiosity and helps families and young people understand the breadth of opportunities available.

5. Aviation is becoming increasingly data- and technology-driven. How are apprenticeships evolving to reflect areas like AI, advanced engineering and future operations?

Our apprenticeship offering has evolved significantly to reflect the future skills our industry needs. Alongside our core engineering programmes, we’ve developed a Future Skills cohort that brings together data, digital and AI-focused apprenticeships. These programmes are about practical application - using technology responsibly, improving productivity and supporting smarter decision-making. By combining ‘on-the-job’ learning with structured development, we’re equipping people with skills that will remain relevant as aviation continues to evolve.

6. Virgin Atlantic’s apprenticeship intakes now reflect a 50/50 gender split. What has driven this progress, and what lessons might others take from your approach?

Virgin Atlantic’s 50/50 gender split across apprenticeship intakes is the result of being intentional about how we design and promote our programmes. We focus on potential, values and attitude rather than background, and we actively challenge outdated perceptions of who aviation careers are for. Inclusion is part of who we are; “be yourself” is a key value at Virgin Atlantic. From inclusive uniform to tattoo policies to our Scarlett women’s network and targeted female leadership development programmes, we’ve worked hard to create an environment where everyone feels like they belong.

7. Looking ahead, how do you see the role of employers changing in shaping education, skills and alternative routes into high-value careers?

As the world of work changes, it’s vital that employers provide meaningful learning opportunities to consistently develop the skills of colleagues. By investing in apprenticeships, fully funding training, and partnering with trusted learning providers, employers can help create clear pathways into fulfilling, long-term careers.

8. Finally, what message would you most like young people, parents and educators to take away from Virgin Atlantic’s National Apprenticeship Week activity this year?

I’d like our National Apprenticeship Week activity to let people know that there’s no single path to success. Apprenticeships offer a powerful way to learn, earn and build a career at the same time - with real support along the way. By opening our doors during National Apprenticeship Week, we wanted to show that careers in aviation are accessible, rewarding and full of possibility.

BTN would like to offer their thanks to Becky and the team at Virgin Atlantic for their help in the above.