• Managed a cross-functional New Distribution Capability (NDC) taskforce to guide the commercial and technology future of airline content distribution • Served as liaison to external partners, including Global Distribution Systems (GDS), Technology Aggregators and Travel Agencies

• Organized, created and delivered executive level content for President’s bi-monthly Commercial Team Meeting• Supported Network Planning in layout of passenger aircraft (LOPA) decisions by modeling revenue risk/potential of various seatmap proposals. Provided all estimates for the Boeing 737 Oasis retrofit project impacting 300+ aircraft• Modeled, validated, and presented to senior leadership the value of a customer-friendly variable Change Fee with net neutral cash impact

• Owned Paid Seats and Flight Change products, and was responsible for implementing price tests, forecasting demand, analyzing product performance, and maximizing revenue• Served as merchandising data business owner. Communicated reporting requirements, data enhancements and defects, prioritized IT timelines, and performed all UAT• Acquired $3 MM in funding for 2 year Change Fee Data Modernization project. Provided business requirements, created view structure, and oversaw implementation

• Coordinated the daily activities and projects of 5 West Region financial analysts• Oversaw 2013/14 budgets and benchmarks for AAG operations in 25 West Region cities and 36 Contract cities, totaling $437 MM in expense and $187 MM in revenue • Trained and mentored new analysts, and fostered the development of second-year analysts in order to support their transition into leadership positions • Served as Finance liaison for operational and contractual labor discussions between union leadership and management in LAX, LAS, and ATL • Compiled the savings analysis for Procurement negotiated vendor contracts• Designed 10 Close models to generate an average of $70 MM in monthly accruals for 91 Airports, and 7 Forecast models to update Plan for monthly schedule and volume changes. These models allow 4 analysts to complete the processes previously requiring 14 analysts • Provided the savings versus target analysis for the 2013 Agent workgroup restructuring• Performed analysis on "Bag-Drop Redesign's" impact on ancillary revenue, highlighting $2.1 MM in increased sales related to increased SSD penetration

• Assisted stations in building and achieving aggressive staffing and non-salary plans for 2011/12 -Planned average annual revenue of $22 MM and expense of $37 MM for 5 cities• Evaluated financial implications of capital expenditures and process/technology changes -Collaborated with Real Estate to complete a $16.5 MM lease renewal in ATL• Monitored monthly spending and provided timely and accurate variance-to-plan explanations -Developed and enhanced tools and processes to track and reduce station spending

• Created a survey to examine the current state of Project Resource Management• Compiled and statistically analyzed survey responses from 147 organizations across the U.S.• Co-authored the 'Project Resource Management 2009' white paper