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Skyscanner Case Study: Turning Strategy Into Shared Momentum



When COVID hit, Skyscanner's business "evaporated overnight" - and in the scramble to rebuild, the company nearly talked itself out of its own personality, leaning so hard into the numbers that culture started to look like a liability instead of a superpower.

Andrew Borthwick, Global Head of Internal Communications, tells the refreshingly candid story of how the team clawed belief back: swapping dense, corporate exec-speak for messages people would actually read, turning "Ask Me Anything" into more than an exec-travel afterthought, and throwing a 500-person global hackathon just to remind everyone that Skyscanner is still allowed to have fun and break things.

It worked - engagement hit 82% and belief in the vision jumped 23 points - but Andrew's real punchline is that comms teams shouldn't just carry the strategy memo, they should be the ones brave enough to say "that message isn't landing, let's try something weirder."

 

 

 

 

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Andrew Borthwick

Andrew Borthwick

Skyscanner Global Head of Internal Communications

A collaborative, story-driven senior communications leader, Andrew brings more than 15 years’ experience across internal communications, corporate communications, and journalism. He is known for strengthening culture, building trust, and translating strategy into clear, engaging narratives that drive employee engagement.

He has delivered large-scale engagement programmes in both global tech and financial services, advised Executive teams through periods of significant change, and led initiatives that consistently improved employee alignment and advocacy.

With deep experience in organisational change, executive engagement and crisis communications, Andrew is skilled at uniting people behind a shared direction while creating clarity in fast-moving, complex environments.

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