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from 2000

• Lufthansa Consulting focuses on management consultancy services for the aviation industry.
• Mr. Stefan Auerbach and Mr. Kim Flenskov are appointed the new Managing Directors of Lufthansa Consulting.
• New restructuring projects such as Aeropostal, Venezuela and VARIG, Brazil commence. Lufthansa requests support for the A380 project management and the Flynet project. Both are significant product developments within the airline industry. As a consequence of market requirements Lufthansa Consulting establishes an Airport Department, offering the airport consulting services development, strategy, commercialization and economics to the airport sector.

90's

• Political developments in Eastern and Southern Europe lead to changes in the regional consulting focus areas. The consulting portfolio is extended to include Air Traffic Control and Infrastructure Development Services. Lufthansa Consulting's increased market orientation and the expansion of its consulting portfolio lead to another growth phase. The rising demand for services which include implementation cause a shift in the product development focus. Lufthansa Consulting is established as the leading consulting firm for aviation restructuring and privatization. Major clients include Garuda, Philippine Airlines and Mexicana.
• Lufthansa Consulting founds its first branch office in Los Angeles with the aim of exploiting business opportunities in the US market .

80's

The independent corporation Lufthansa Consulting GmbH is founded as a subsidiary of Lufthansa. The need for independent service areas which are capable of reacting flexibly to market demand, is recognized. Lufthansa Consulting intends to offer services to the transportation industry in general. Based on this decision cooperation with a railway company and other dedicated companies are planned.

70s

• The federal government provides funds for the development of Peruvian air traffic and asks for Lufthansa's support. The project requires the cooperation of key experts from all of Lufthansa's areas of expertise. The experience gained through this project and the continual increase in demand for consulting services prompt the creation of a Profit Center from which the Group's knowledge may be coordinated and consulting projects organized and completed. The expert knowledge required is generated from within the Group.
• The consulting team has already been commissioned with major projects, e. g. for Somali Airlines, Royal Nepal Airlines and Austral. Growing demand leads to the increased need for expert knowledge. Demand is further generated through increased recognition and market perception, resulting in the targeted establishment of resources.