We help airlines and consumer brands build and evolve loyalty programs from the inside.

Hands-on leadership and commercial development from people who have designed, launched and run loyalty businesses at scale.

Forged in airlines. Applied across modern loyalty programs.

Airlines remain the primary focus. The same commercial principles increasingly apply across retail, banking, hospitality, payments and coalition loyalty.

How ULV works

The work is confidential. The patterns are not.

Much of the work sits inside larger programs, run alongside global consulting, payments and strategy firms. Some of it carries our name; some of it does not; much of it stays confidential. What we can share is the pattern — where the value sits in a loyalty business, what tends to break, and what it takes to put right.

Experience includes

15+ airline loyalty programs in the past five years
Airline, retail, banking and coalition loyalty
Embedded leadership and interim executive roles
Asia-Pacific, the Middle East, Europe and the Americas
More than twenty years in commercial loyalty

Affiliate of On Point Loyalty.

Why airlines engage ULV

The challenge is rarely ideas. It is execution.

Most airlines understand where loyalty needs to go. The hard part is making it practical inside a real airline — aligning leadership, navigating revenue management tension, modernising the operating model and protecting member trust while the airline still has to run tomorrow morning.

ULV exists to bridge that gap.

Pillar A

Loyalty as a business asset

Loyalty is a P&L, a balance-sheet line and a commercial platform. Cobrand, payments, partner economics and data all run through it. Good loyalty businesses create value for customers, shareholders, partners and the business at the same time.

Pillar B

We operate alongside the business, not outside it

We take seats inside leadership teams — interim heads of loyalty, program leads, commercial sponsors — and run the work alongside the client rather than from outside it.

Pillar C

Execution capability when scale is needed

Some work needs more than a small senior team — analytics, operations, partner support, build phases. Where it does, we scale through selected specialists and the On Point Loyalty network. Senior involvement throughout.

The Transformation

From program to business

Loyalty is no longer a marketing line item. In airlines, retail, payments and beyond it is a commercial business — cobrand, partner economics, data, ancillary integration — with its own P&L logic. We work alongside leadership to build, redesign and commercialise these businesses without breaking what already works.

Program economics and enterprise valuation
Cobrand renegotiation and partner economics
Loyalty carve-outs and corporate structuring

How airlines work with us

Four ways airlines work with us

Strategic Advisory. Embedded Leadership. Interim Leadership. Build, Operate, Transfer. Engagements often move between them as the need changes.

01

Strategic Advisory

Retained advisory for boards and leadership teams. External perspective, shared best practice, regular cadence.

02

Embedded Transformation

ULV teams work inside the airline for the duration of a defined transformation, reporting to a client sponsor.

03

Interim Leadership

Fractional or full-time interim CLO, Head of Loyalty or Commercial Director. Steady leadership through vacancy, turnaround or build phase.

04

Build, Operate, Transfer

We build the program or COE, operate it for an agreed period, then transfer it to the client team — preserving long-term ownership and strategic control.

The Founder

Nik Laming

A commercial loyalty leader who has built, launched, run and transformed loyalty programs from inside organisations.

Nik joined Cebu Pacific before launch as employee number one in the loyalty business — helping design and build the program, then running it commercially and operationally. He later helped shape the evolution of the wider JG Summit loyalty assets into DAVI, the regional data, analytics and loyalty business.

Since founding ULV he has worked on more than fifteen airline loyalty programs in five years, alongside retail and coalition loyalty, banking, payments, hospitality and B2B. He is usually brought in when something significant is changing — a launch, a relaunch, a leadership gap, a commercial reset.

Some of this is delivered directly. Some sits inside larger programs run with global consulting, payments and advisory firms. Much of it is confidential.

Senior involvement throughout. No leveraged pyramid.

“The challenge is rarely ideas. It is execution. The hard part is doing it right in practice for a real loyalty program, inside a real business.”

Recent from Nik

What Nik is writing, reading and arguing about — straight from his LinkedIn feed.

Considering a transformation, a turnaround, or a leadership gap?

Whether you are reshaping a flagship program, carving out a loyalty entity, or filling a leadership seat — a short conversation is the right starting point.