Gaea G. Email & Phone Number

Led teams of up to 40 finance professionals in achieving year-over-year core unit cost reductions every year, enabling significant reinvestment in key revenue, technology and customer initiatives.Responsible for financial planning & analysis, accounting, financial controls and decision support for up to 27 EVP to VP-level officers in United's Commercial, Customer, Technology and Shared Services functions, including the post-merger integration Project Management Office. These functions represented up to ~$3 billion operating expense, ~$0.5 billion capital expenditure and ~$35 billion passenger and ancillary revenue.These functions included Marketing, Loyalty, Merchandising, Sales, Distribution, E-Commerce, Revenue Management & Pricing, Network Planning & Scheduling, Airport Lounges, Customer Experience, Customer Contact Centers, IT, Technical Procurement, Real Estate, HR, Finance, Corporate & Government Affairs, Law, Corporate Communications, Labor Relations.

Achieved net cost reductions each year simultaneous with year-over-year improvements in flight crew service satisfaction and union relations. Achieved ~30% organizational productivity improvement.Direct P&L ownership and accountability for $185 million cost center, including 160 employees and three offshore vendor business units.Responsible for sourcing, scheduling and vendor management of pilot and flight attendant layover hotels and transportation; a 24-hour/7 days-a-week crew layover operations call center; a 16-hour/7 days-a-week crew scheduling operations service center; centralized flight attendant absence management; union relations and contract negotiations support for ALPA (pilot) and AFA (flight attendant) Master Executive Council committees. Trained in Alternative Dispute Resolution methods.In addition to crew-related operations responsibilities, was responsible for management of two UA-owned hotel properties, corporate employee hotel sourcing and travel policies.

Achieved year-over-year cost reductions every year, enabling net budget-neutral or better reinvestment in key customer and employee initiatives.Responsible for financial planning & analysis, accounting, financial controls, decision support, auditing, catering vendor contract negotiations, and technology project management for two SVP and VP-level officers, representing $1.5 billion expense and $40 million revenue budget management.Onboard Services Operations included flight attendant scheduling and domicile management; inflight food & beverage; flight crew hotels & transportation.

Responsible for ~$650 million non-aircraft capital expenditure planning and management. Led emergency cash management effort that resulted in ~55% in-year reduction of capital expenditure.

Capital expenditure budgets and forecasts; Operating expense budgets and forecasts; Bankruptcy and other related financial analysis within Corporate Finance, including establishing baseline company funding of the nascent Transportation Security Administration.

Community organizing, institutional leadership training, and program development (including U.S. citizenship campaign and charter school start-up). Development responsibility of $1.2 million through a combination of revenue-generating programs, special event and direct donation fundraising, and foundation grants. Trained as an organizer through the Industrial Areas Foundation (IAF).Leave of absence: 1996

Responsible for: 25th Ward economic development policies and business services; local capital investment plan and City Council legislation; operation of community services office.

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