Lead Global marketing activities for In-Flight Entertainment and Connectivity business unitLead regional marketing efforts in support of sales pursuits, including positioning and pricing strategy and customer facing presentationsDevelop positioning, and go-to-market activities for all new products and service introductionsInstrumental in the ongoing shift of Thales strategy towards digital services by identifying and validating market needs, developing use cases, and forecasting business opportunitiesManage a high-performing team to identify new opportunities through market and industry analysis, develop compelling value propositions and effectively communicate them to marketDevelop partnership frameworks and participate in negotiations with industry partners

Directed all IFEC sales activities in the America’s region. Responsible for achieving IFEC backlog and sales goals and reporting progress up through senior management• Collaborated with account teams to identify and pursue opportunities by territory• Created and communicate go-to- market- plans• Developed and deliver training on competitive positioning, product attributes, value proposition and overall messaging• Developed pricing and negotiation strategies with the account team for each pursuit• Guided pursuit strategy through the formal approval processEnsure customers clearly understand the value of our product • Create proposal language and formatting that highlights our product’s utility for prospective customers• Meet regularly with airlines to present product updates and to understand their product strategies• Coordinate with internal marketing groups on annual marketing plans and product collateral

Led the overall in-flight entertainment portfolio marketing efforts including new product definition, business development and marketing communication• Developed value proposition and go to market strategy for Rockwell’s single-aisle IFE portfolio• Successfully launched PAVES On-demand to the market and secured two airline launch customers, seat integration position with multiple suppliers, and line-fit positions Airbus and Boeing • Developed a strategic partnership to fill a gap in the IFE portfolio which ultimately led to the partner being acquired by Rockwell

Lead team of three in the development of new business and product strategy to convert service-based to revenue producing contact center. Create and implement new contact center products to increase non-ticket based sales. • Drove a 12% revenue increase in non-ticket sales per contact• Develop new products including cultivation of partnerships with Hertz, Avis, and Chase Visa Card, as well as implementation of Economy Plus up-sell product. New offerings have increased revenue by $2 million over last year.• Manage vendor relationships, program forecasts, and incentive programs to achieve revenue goals.• Analyze and recommend product assortment mix to optimize sales generated per contact. • Led division-wide contact performance measurement and incentive program, resulting in increased agent efficiency: • Defined program strategy, communication efforts, and performance goals at the agent, supervisor and site levels. • Met with senior executives to obtain input and buy-in on new strategy.• Identified key metrics including revenue per contact (ticket and non ticket), working time, productivity, customer satisfaction, and quality. Facilitated collaborative effort with application developers to create performance scorecards. • Developed and implemented training, incentive, and recognition programs for 4,000 agents across all sites. • Aligned and merged two very different approaches to contact center strategy and management under United and Continental following the merger of the two companies.

Led team of five charged with delivering a first class customer experience to enhance brand loyalty at United’s 45 Red Carpet Clubs, First Class Lounges and Arrival suites. Efforts included strategic repositioning of clubs’ value proposition, product/service strategy development and launch, vendor relationship management, club branding strategy, and P & L management. • Executed a fully reciprocal access partnership with Continental Presidents and US Airways Clubs expanding member’s options by 41 clubs in 31 airports.• Redesigned and improved complimentary food offering which received outstanding feedback from customers. • Developed and introduced upscale, bistro style food for sale program as well as a premium wine and spirit program, both of which provided more options. These programs also combined to increase profitability by $850,000 annually• Negotiated the introduction of digital, revolving ad posters in a majority of clubs, increasing revenues by 20%. Also renegotiated cleaning contracts at all domestic clubs reducing cost by 15%.• Appointed to this position as a result of outstanding performance in prior role.

Led the design and planning of all customer in-flight products, onboard technology, media and amenity programs, and projects to create a positive customer experience and enhance brand loyalty.• Leveraged product mix within a $13 million budget, ensuring customers received an optimal assortment of programs including movies, short subject entertainment. Collaborated with engineering to rollout necessary hardware. • Negotiated with studios and vendors to restructure existing contracts, reducing program costs by $2 million annually.• Led the design and development of a new $100M entertainment system for the international fleet that increased customer satisfaction 80% and enabled customers to control their own experience.• Spearheaded the research and development of United’s wireless connectivity strategy.• Recruited to this position by former Delta manager who had moved to United.

Guided the development of Delta’s long-term onboard technology strategy.• Developed and gained approval of business case to upgrade the entertainment system on the international fleet. Collaborated with vendor to technically modify its offering into a digital/analog hybrid in order to reduce the overall cost of the system. Proved the total cost of ownership of a newly design system was a better investment than upgrading components of existing system• Led projects and multifunctional teams to evaluate new entertainment products and services. Tested emerging handheld devices on a transatlantic route in the premium cabin as a replacement for older entertainment system • Managed the planning and execution of Delta’s mainline onboard media, including video and audio programming, tape provisioning

Forecasted passenger and revenue performance for potential flights in the Latin and Caribbean regions• Analyzed passenger and revenue impact of potential code share agreements; monitored competitive developments and recommended effective responses; and prepared presentations in support of senior management alliance initiatives.

Senior Analyst - Route Strategy, Specialist - Systems Forecasts, Analyst - Revenue Management• Planned strategies that minimized revenue loss while downsizing the airline in wake of 9/11 disaster.• Forecasted demand, revenue, and profitability for potential routes.• Analyzed existing network services to determine optimal route, hub and airline network structure.