Studio Spotlight: PriestmanGoode

Designing Forward: How PriestmanGoode is Shaping Aviation’s Next Chapter

At a time when the aviation industry faces new complexities and evolving passenger expectations, PriestmanGoode is redefining what it means to ‘lead by design’. The London-based studio isn’t simply reacting to change – it’s actively driving it. From future-proofing airline strategies to enhancing the everyday passenger experience, PriestmanGoode brings a deep understanding of the entire travel ecosystem all pivoting around human-centred design.

“We’re not just looking at the new plane or retrofit,” says Co-Founder and Chairman Nigel Goode. “It’s more of a long-term project. We’re being commissioned to look at what’s happening in the sector in five years’ time, or even what’s happening in ten.”

Director Ben Rowan echoes the sentiment, “There’s a real need to push boundaries but also to keep things simple – what’s good for the passenger is good for the airline.”

With decades of experience, a multidisciplinary team, and a unique employee-owned model, the studio is perfectly positioned and invested to champion innovation while supporting both global carriers and emerging airlines alike.      

“Design is no longer about the seat – it’s about the story.”

Nigel Goode

Rethinking Differentiation in a Connected World

In a landscape of certified seat platforms and high regulatory standards, airline differentiation can be a challenge. Yet, for PriestmanGoode, it’s viewed as a creative opportunity. Rather than focusing solely on the seat, the studio relishes in exploration of the entire brand and passenger journey from nose to tail, and home to destination.

“Long gone are the days where you could reconfigure an aircraft cabin and get another few little inches,” says Goode. “These things are now pretty much standardised. A tweak here and there won’t get you noticed.” This is key to airlines who increasingly rely heavily on product and service rather than network as a marketing tool.

It all starts when the studio is first engaged with a client with the immediate involvement of the Strategy and Customer Experience team. Through stakeholder interviews and brand immersion, PriestmanGoode identifies the core needs of a carrier and crafts a tailored, cohesive vision that sets the direction and design language for an entire programme. Projects like Aegean Airlines stand as proof: integrating livery, brand, lounge, and onboard experience into a unified brand expression. Many aviation clients draw on the expertise of this team to lead their wider strategy far beyond just cabin projects.

“Whatever the level of customisation, you’re always looking for ways to elevate the product and experience,” adds Rowan. “Even small touches, like a privacy wing in premium economy or custom materials, can reinforce the brand.”

This holistic approach pays dividends across all classes. In projects like Riyadh Air, premium cabin features shine, but so too do subtle, thoughtful enhancements in economy and premium economy, ensuring the entire aircraft becomes a branded experience.

“Because we’re looking nose to tail, you get a much more cohesive story – small details      across every cabin class help elevate the entire experience,” states Dan MacInnes, another Director at PriestmanGoode.

The studio’s work across other sectors, such as rail, hospitality, and private aviation, also allows it to apply cross-industry insights. For Riyadh Air, for instance, leveraging the modularity of a proven seat platform enabled the airline to introduce a business class that felt entirely bespoke – visually and experientially.

Designing for Longevity, Simplicity and Sustainability

As the industry expands, supply chains are extremely busy, and timelines are tighter than ever. PriestmanGoode meets this challenge by focusing on collaboration, simplification, and forward planning.

“The manufacturers are in a strong position right now,” Goode explains. “We need to work to ensure the airlines get what they want.” It’s a unique time and the small boom that the industry is seeing right now is creating its own unique problems, limiting some of the creativity of studios as manufacturers look to meet deadlines on seat products.

Acting as an advocate across suppliers, airframers, and airlines, the studio helps break down traditional silos to enable more integrated thinking. From partnering with suppliers on new materials to supporting simplification efforts that benefit maintainability and longevity, the studio is actively shaping a more agile future.

Ben Rowan puts it succinctly: “The new frontier is simplification – creating products that are achievable, lighter, easier to maintain, and more sustainable.”

This philosophy comes to life in projects like AirLounge, a collaboration between PriestmanGoode and Collins Aerospace – and now adopted by Finnair – which removed unnecessary mechanics and focused instead on intuitive design. It also feeds into PriestmanGoode’s broader initiatives like “Route to Zero” and “Enable” – studio-led programmes tackling sustainability and inclusivity long before briefs even arrive.

Jo Rowan explores the challenges facing airlines when it comes sustainability. “Obviously sustainability is what everybody’s talking about in the industry. I guess what airlines need to be careful of is it doesn’t feel like greenwashing. So, I think if airlines are going to tap into sustainability, there needs to be much more ground-up development. Which goes back to simpler seats with less mechanics that are lighter in weight. When you don’t have to replace the parts so often, they are naturally more sustainable.” This is just one areas that the studio has been exploring for some time.

Another field, Private client work, is a rapidly growing aspect of PriestmanGoode’s portfolio through their Private Studio team. Specialising in ultra-bespoke interiors for widebody aircraft as well as narrowbody jets and yachts, this aspect of their work strengthens the studio’s approach. It offers a testbed to experiment with advanced, luxury materials and design thinking, which can then be adapted to commercial applications. It’s this circular approach – learning from every sector – that ensures each new solution is more refined than the last.

The Power of Ownership, Culture and Collaboration

What makes PriestmanGoode different isn’t just its well-known and established portfolio – it’s the passion and structure behind it. As an employee-owned trust (EOT), the studio fosters a culture of shared investment and collective ambition.

“It means everyone is invested in the company’s future,” says Goode. “That ownership brings purpose to everything we do.” The team blends long-term experience with fresh perspectives, encouraging cross-disciplinary collaboration that fuels innovation. From immersive brand storytelling to cutting-edge cabin design, each project benefits from the breadth of expertise within the studio.

“We’re fortunate in allowing our teams to allocate time to develop concepts outside of our client work that are addressing some of the biggest barriers in current passenger experience and some of the big challenges in society,” explains Jo Rowan. “An example would be our wheelchair accessibility product Air4All and the circular and recyclable meal tray Get Onboard, which is still out on the international exhibition circuit 6 years after we revealed the idea at London’s Design Museum.” 

Naturally all eyes have just turned to United’s latest Polaris reveal, announced earlier this week, but PriestmanGoode’s involvement with United spans decades. “We’ve worked with United for nearly 15 years,” notes Goode. “Every aircraft, every seat. It’s not just a one-off. It’s an ongoing relationship where we keep building, keep pushing.” They aren’t a rarity, in fact, the studio is proud of its long-lasting relationships. “Clients love that we’re employee owned. It drives people. There’s real group ownership in what we do, and it shows in the work,” states Jo Rowan.

The EOT model has also supported a thriving studio culture. Initiatives like ‘My Time’ –which funds designers to explore exhibitions, materials research, and external learning – ensure team members stay inspired. Meanwhile, a strong education and outreach programme engages with students and young talent across the UK.

The studio doesn’t just look at different sectors for inspiration. It also looks ahead to the next generation of design talent. Many PriestmanGoode employees give their time to visit schools, colleges and universities across the UK to support future voices in the industry. Some of those students go on to become part of the team.

“We’re always mixing fresh graduates with experienced voices – that diversity of thinking is what keeps us agile, relevant and inspired,” states Ben Rowan. Whether it’s designing an industry-defining product or mentoring the next generation, PriestmanGoode’s commitment to long-term impact is unmistakable.

PriestmanGoode isn’t just designing for today – they’re imagining tomorrow, championing meaningful progress, and inspiring the next generation to shape the skies.

To find out more, visit priestmangoode.com