%20(1).svg){kind=logo}
Victor Alzate, Ink’s Chief Product Officer, explains why biometric technology in aviation must prioritise people over processes, advocating for modular solutions, data transparency, and inclusive innovation that serves airports of all sizes.
As aviation pushes forward into a more digital, connected future, it’s important we remind ourselves why we’re doing this in the first place. Technology in airports should not exist for its own sake—it should make travel better for both passengers and the people who serve them.
Biometrics and digital identity have huge potential to make that happen. But it needs to be done the right way: with transparency, flexibility, and a clear understanding of real-world needs.
Hardware where it matters, software where it counts
There’s a lot of talk in our industry about digital transformation, but many solutions are still designed to fit a narrow idea of what an airport should be. That doesn't reflect the reality on the ground, especially for regional airports with limited space, staffing, or resources.
That’s why we take a modular approach. At Ink, we design both the hardware and software so we can adapt based on what the airport and its airline partners actually need. We’re currently developing a concept called ZERO, which we just showcased at the Passenger Terminal Expo. It significantly reduces the need for physical equipment while still automating key passenger touchpoints.
Whether biometric gates, mobile check-in, or cloud-based bag tag issuance, the approach should be modular and scalable. Integrate what’s needed, no more and no less, to optimise flow without overspending.
Data protection is not optional
There’s still a lot of concern around biometrics, and it often stems from misunderstandings. People are right to ask questions about how their personal information is handled, and we in the tech sector need to provide honest, straightforward answers.
One of the most important shifts we’re fostering is giving passengers greater control over their own data. Our Digital Identity solution supports both temporary and persistent data storage depending on compliance needs but always puts the passenger first. We act as a data processor, not an owner—aligning our model with privacy frameworks like GDPR.
Our principles are simple, and I believe they should be universal:
- Get consent before creating biometric profiles
- Don’t misuse them for anything other than performing the service the person expects you to perform
- Don’t carry out actions (such as marketing) with biometric profiles
- Allow the person to annul them.
Practical challenges, long-term partnerships
No system is perfect, and new technology brings challenges—especially when working with older infrastructure. Many legacy airport systems are not built to support biometrics, which creates a technical gap. But that’s not a dead end. There are practical ways to achieve interoperability, such as emulating traditional ID formats or introducing new workflows that fit within existing operations.
We also recognise that privacy is only one piece of the puzzle. Airports face questions around budget, staffing, training, and adoption. That’s why we partner closely with airports and regulators—not just to sell a product but to co-design solutions that will actually work in practice.
Smaller airports should not be left behind
It’s often assumed that only large airports benefit from biometrics, but I believe regional airports have just as much to gain—perhaps more. They often operate with fewer staff and tighter margins, so even small improvements in processing efficiency or passenger experience can make a big difference.
Our commercial model allows for growth without heavy upfront costs. Airports can start small, prove the benefits, and scale gradually. We’ve also designed our systems to run effectively with a lean device footprint, so smaller operations aren’t forced into over-investing.
Putting people first, always
At the end of the day, technology should make travel feel less like a task and more like the experience it used to be. That might sound idealistic, but I genuinely believe it’s possible. We can’t control every part of the journey, but we can remove friction, better support staff, and give passengers a greater sense of control.
That’s why we’re selective about who we work with. We’re not just looking to deploy a system—we’re looking to build something that lasts. That means shared goals, open dialogue, and a commitment to putting people at the centre of it all.
Author
