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Home Corporate Governance

The Rise and Fall of Jet’s Naresh Goyal: From Sky-High Ambitions to Grounded Reality

How the mastermind behind Jet Airways found himself forcibly offloaded from a plane and subsequently arrested.

India CSR by India CSR
September 4, 2023
in Corporate Governance
Reading Time: 3 mins read
Illustration: Dominic Xavier/Rediff.com

Illustration: Dominic Xavier/Rediff.com

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The dramatic offloading of Naresh Goyal from that Emirates flight symbolizes much more than a disrupted travel plan; it marks the culmination of years of managerial missteps and an unwillingness to adapt to changing times.

With Goyal’s arrest, the final chapter in the saga of Jet Airways seems to be nearing its end, leaving employees, stakeholders, and the Indian aviation industry to ponder what could have been.


MUMBAI (India CSR): In May 2019, a scene straight out of a Hollywood thriller played out at Mumbai’s international airport. An Emirates flight destined for Dubai was halted during taxiing, and two passengers—Naresh Goyal and his wife Anita—were offloaded by immigration authorities. This dramatic incident became a watershed moment for Goyal, the formidable founder of Jet Airways, and since then his empire has been in a state of freefall.

The Meteoric Rise

Naresh Goyal began his career modestly, working as a cashier at his uncle’s travel agency. His ingenuity and understanding of the aviation sector soon saw him launching Jet Airways in 1993. The airline swiftly became one of the industry’s giants, renowned for its premium service, punctuality, and Goyal’s knack for building influential political and corporate connections. Bollywood celebrities like Shah Rukh Khan and lyricist-poet Javed Akhtar even joined Jet’s board of directors at one point.

The Tata Tug-of-War

Goyal’s influence wasn’t limited to the aviation sector; he even managed to stave off competition from conglomerates like the Tata Group. The Tata Group had a joint venture opportunity with Singapore Airlines but was kept at bay due to policy shifts and Goyal’s behind-the-scenes maneuvering.

The Fateful Sahara Acquisition

However, Jet’s acquisition of Air Sahara in 2006 marked the beginning of Goyal’s downfall. Despite reservations from his team about the acquisition’s high cost, Goyal went ahead. The rebranded JetLite turned out to be a financial drain, and by 2015, Jet Airways had written off its entire Rs 1,800 crore investment in the subsidiary.

Dwindling Fortunes

A series of other unfortunate decisions followed. Although Goyal managed to secure foreign investment from Etihad Airways in 2013 and struck a commercial partnership with Air France-KLM, these moves were too little too late. The airline’s debt continued to balloon, and Goyal’s reluctance to relinquish control exacerbated the situation. Jet Airways eventually closed its operations in April 2019.

Legal Woes and Arrest

As of now, Goyal is embroiled in a legal battle, accused of misappropriating airline funds. His arrest on Friday adds him to the list of business magnates like Sanjay Chandra of Unitech, the Wadhawan brothers from DHFL Group, and Rana Kapoor of YES Bank who are facing charges for alleged financial crimes.

An Unwilling Savior?

Sources indicate that Goyal had multiple opportunities to salvage the airline but was unwilling to cede control. “The airline could have been saved, but he rejected all offers, leaving both Jet and Kingfisher to fail,” said a former Jet Airways employee.

Also Read: Jet Airways Founder Naresh Goyal Arrested In Rs. 538 Cr Money Laundering Case I India CSR

(Copy Right @ India CSR)

Tags: Air SaharaCorporate GovernanceJet AirwaysNaresh Goyal

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India CSR

India CSR is the largest media on CSR and sustainability offering diverse content across multisectoral issues on business responsibility. It covers Sustainable Development, Corporate Social Responsibility (CSR), Sustainability, and related issues in India. Founded in 2009, the organisation aspires to become a globally admired media that offers valuable information to its readers through responsible reporting.

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