Spafax Leadership Q&A Series – Maura Chacko

Spafax Spotlight: Meet the Spafax Thought Leaders

Meet The Spafax Thought Leaders is our Q&A series highlighting the people behind Spafax – what they do, how they think, and where they see the industry going. From day-to-day operations to big-picture strategy, these conversations offer a window into the ideas shaping our work.

Maura Chacko, SVP – Content Experience

As Senior Vice President – Content Experience at Spafax, Maura Chacko oversees global content strategy, studio operations, and client services. A native New Yorker now based in London, she has spent more than 17 years at Spafax shaping the way airlines deliver compelling, commercial content experiences. Before Spafax, Maura worked at HBO and McCann, building a deep foundation in programming, planning, and strategy.

This year also marks the end of another chapter: after a decade of service, Maura has stepped down from the APEX Board of Directors. During her tenure, she served on nearly every committee, acted as Board Secretary since 2017, and became a driving force for diversity, inclusion, and governance.

Fun fact about Maura:

“When I was nine years old, a piece of my artwork was displayed in the Guggenheim Museum in New York. So technically, I became a proper ‘artiste’ in the fourth grade – at least in my own mind!”

You’ve been at Spafax for over 17 years. How has the definition of ‘content experience’ evolved since you first joined?

“It is an entirely different and exciting world since I started at Spafax. Netflix was still just DVDs when I started in IFE! Content has expanded so much that the very definition of ‘content’ is hard to pin down. Back then, we often talked about the ‘captive audience’ on planes – but that’s no longer true. Connectivity means passengers aren’t captive, and the experience now begins long before boarding: at home on Profile, at the airport with lounge streaming, and then through a connected entertainment experience onboard. For someone who has always loved recommending TV and films to friends, it’s incredible to see how many opportunities there now are to curate a full journey for passengers.”

What does it mean to create a ‘compelling and commercial’ content experience for an airline in 2025?

“With connected entertainment extending beyond traditional AVOD IFE, the key is building the right partnerships and branded content opportunities that make financial sense. We work closely to find brands whose demographics and values align with each airline’s strategy, so the experience is not only compelling for passengers but also commercially relevant.”

You oversee content and studio teams. What’s the secret to getting creative, production, and data people to speak the same language?

“In one sense, they do speak different languages, but in reality, we’re one team with the same goal – to enhance the passenger experience and deliver efficiently for clients. Finding the commonalities, practicing active listening, and adapting communication are vital. And most importantly, actually talk to each other. Long email chains usually cause more confusion than clarity.”

What’s the biggest misconception airlines still have about inflight entertainment?

“That it has to be a pure cost center. There are so many ways to offset IFE costs by leveraging the quality of the audience – media sales, brand partnerships, sponsorship. With the right strategy, IFE can generate meaningful value rather than being seen only as an expense.”

 You’ve just stepped down from the APEX Board after 10 years. Why did you decide to run in the first place, and what did you take away from the experience?

“I had already been active on a few APEX committees, and I wanted to do more to shape the association’s future. Over the years, I’ve been on nearly every committee, and since 2017, I’ve served as Secretary of the Board, guiding governance, policies, and nominations.

One of the biggest lessons I learned is that people really want to be heard. As a board member, you’re in constant communication with the membership. Even when APEX gets things right, you can’t please everyone. Listening openly and genuinely before trying to defend or explain anything makes a big difference. People respond better when they feel they’ve been heard first – that’s something I’ll carry with me always.”

 You’ve also championed diversity and inclusion within APEX. Why was that important to you?

“I think the wider the pool of ideas – from different perspectives, experiences, and cultures – the better the solutions you’ll find. That benefits everyone: the association, its members, and the industry as a whole. Diverse voices lead to better outcomes.”

 Looking back, what advice would you give to someone considering running for the APEX Board?

“It’s more work than you think, especially as a volunteer role, but also more rewarding than you could imagine. It’s a privilege to collaborate with colleagues, competitors, and airlines around the world, and to play a part in shaping APEX’s future. I wouldn’t have extended my service if I hadn’t truly loved it. My advice is: do it. You’ll learn, contribute, and get back more than you expect.”

 You’re a native New Yorker living in London. What’s something the Brits do better – and something they could learn from New Yorkers?

“The NHS is not perfect, but free, universal healthcare is brilliant. I broke my foot last year and had scans, a sports medicine doctor, physiotherapy, and follow-up treatments without paying a cent. For an American, that was mind-blowing. On the other hand, Britain is missing proper tumble dryers! For a famously damp country, it’s odd to be constantly hanging clothes rather than just drying them properly.”