Dear Ms. Kowlessar,
With the appointment of a new board and what we understood would be strong and principled leadership under your chairmanship, many of us anticipated a renewed commitment to accountability and transparency. Unfortunately, recent developments continue to raise serious concerns.
D Caribbean Shop was closed on January 1st with what appeared to be a significant volume of merchandise still in stock. From the inception of this venture, concerns were raised about overpriced items and excessive inventory.
Staff members reportedly expressed these issues early on, yet the retail manager and the executive manager proceeded with their decisions, seeking approval from the then CEO, Mr. Garvin.
As his advisors and the primary drivers of these initiatives, they played a central role in shaping those outcomes. It is therefore troubling to see responsibility seemingly shifted without a full and transparent accounting of decision-making.
Former CEO of Caribbean Airlines Garvin Medera
There are also reports that substantial quantities of merchandise remain unaccounted for and that access to certain spaces has been restricted from the new board. The Caribbean Culture merchandise worth millions. At a time when openness is critical, any perception of concealment only undermines confidence in leadership.
In recent months, performance in other key areas has also noticeably declined. The quality of digital advertising has deteriorated, the in-flight entertainment content has become difficult to take seriously, and Club Caribbean is now a joke .
These issues directly affect public perception, brand credibility, and customer loyalty. Marketing is not merely about promotion—it is about strategic alignment, brand integrity, and delivering measurable value.
Given this pattern, many are questioning why individuals presiding over repeated shortcomings continue to be reassigned rather than held accountable. Why has the retail manager been entrusted with a new portfolio despite the outcome of the previous venture?
What was the outcome of the reported investigation involving the executive manager? Were findings made, and if so, what corrective steps were taken?
If procurement and sourcing appear to be areas of relative strength of the executive manager and retail manager , perhaps leadership should consider aligning roles more appropriately with demonstrated competencies.
“D” Caribbean Shop at Piarco International Airport
Promoting someone from an administrative assistant role directly into senior marketing leadership is a significant leap, and the results suggest that the transition may not have been adequately supported or evaluated.
With the departure of the advertising agency we can see now see that the manager has no direction for any new campaign and now has to rely on the staff that she mistreated over the years .
It is also concerning that audits seem to focus on peripheral matters while the area where substantial funds were reportedly expended—marketing—does not receive the rigorous review it warrants.
If this board is serious about restoring public trust, it must begin by examining where significant resources were allocated, what returns were achieved from the sponsorships , and who bears responsibility for strategic failures.
True leadership requires difficult but necessary decisions. Transparency, accountability, and strategic realignment are not optional—they are essential.
We deserve governance that prioritizes competence, integrity, and measurable results.
Sincerely,
Ramesh Singh
